Emergent Properties Essay

Emergent Properties Emergent properties are properties that come about when smaller components combine together to form a large unit that works together for a common purpose. The idea of emergent properties is based on the fact that the whole combined unit is more efficient than the sum of all of the units. These properties cannot be seen when the organisms are separated from one another, the organisms must be together for the properties to take effect. Emergent properties have come about for the fact that when combined, these organisms can perform much more complex and advanced tasks that the organisms would not be able to complete on their own. In nature we see many emergent properties arise from evolution. When birds branched off from reptiles during their evolution, they developed feathers instead of scales. These feathers do not enable flight on their own, however when combined to form a wing they become much more efficient. When these two wings come together to form a pair of wings the result is an extremely efficient form of transportation that is not only light but also water resistant. Another example of emergent properties would be evident in our brain. Which each brain cell does not possess much computing power, however when billions of them are combined together, the result is a very efficient computing unit that can provide us with such things as thoughts emotions and character. Each brain cell alone would not be able to do these things. Emergent properties exist all around us and we even display some of these properties. One example of emergent properties would be the collaboration of many human beings. Separated, our minds are powerful, but nearly limited. Once combined we can collaborate with each other and perform many tasks efficiently, such as running a county, for example. It is not a coincidence that dictatorships are notoriously unsuccessful. There are also many emergent properties that exist beyond living things. For example when you have a hurricane, essentially all you have is air and water at various different temperatures. The randomness of this collection of air produces a large air mass that has a specific circular motion which is very powerful and devastating to anything that comes into contact with it. The air itself and the water vapor would not be able to cause this force on their own. It is the random order that makes this hurricane so powerful and hard to predict. Another example of emergence away from biology is currency. Currency or money came about as people wanted to trade with one another, but had no medium to do so. Alone, a single person would not need money. It is only useful and evident as many people come together to form a group. Without this group the money would have no value because it’s value is determined by people who are willing to trade with it. In conclusion emergence is evident throughout nature and even past it. It is the way  complex systems  and patterns arise out of a  multiplicity  of relatively simple interactions. Emergence is central to the understanding of communities and ecosystems where it be in living organisms or beyond biology.

The Life Story of Henry G. Appenzeller

Not much has been written about Korea, or of its people, their deeds and heroism.   However, one work displayed Korean character though a biography of an ordinary missionary who turned out to be a significant personality in the history of Korea and its transformation.The book, â€Å"A Modern Pioneer in Korea:   The Life Story of Henry G.   Appenzeller by William Griffis, is yet another biography that showcases heroism.   The book is about sacrifice and giving up something for other people.   In his story, Henry showed that it does not take much to be able to help other people and to become a hero for ordinary people.   For example, it does not take to be rich, or to be a prominent person in order to affect other people’s lives.Griffis started his discussion by giving a background about Appenzeller and Korea.   In this way, the readers can recall and picture what Korea was and how Appenzeller affected the lives of the people and how he helped them change for the better.Henry Appenzeller was a missionary for the Methodist church in Korea.   As a missionary, he is able to save the lives of young people in Korea by giving them a new chance for education and serving as an inspiration for them.There are a number of instances by which Griffis was able to show that Appenzeller is a noble man.   First, he was able to preach and educate the people of Korea in six different languages.   He preached about righteousness without being hindered by the various barriers like language and culture.The book is a very inspiring record of Korean heroism, which is apart from the popular reputation of Korea being isolated from the world of heroism and humanity.     Ã‚  The author, Griffis, did an effective narration of what seemed to be the greatest achievements and contributions of Appenzeller in the modern Korea.What is good about his book is that Griffis was able to substantiate and provide concrete evidence for his claims pertaining to Appenzellerâ €™s heroism.   This is very important because as a biography, it should be based upon real experiences and real events in the subject’s life.As a missionary, Appenzeller was able to affect change for the Korean people by incorporating prayers in their lives.   It is never denied that Korea was one of the most mythical and mysterious nations in the Asian region, very much in touched with its culture and tradition.   This, to my mind is one of the primary reasons why Korea’s growth was stagnated.   Fortunately, the modern Korea has learned to be social and unashamed of its self and unafraid to consider changes.Figuratively speaking, the work is full of picturesque words used effectively to show greatness.   The author’s approach gave the biography a poetic appeal so that unlike any other biography, the work seems to have been creatively written as a real literary masterpiece.It can also be observed that as much as the book is also about Appenzellerâ €™s missionary works, much have been mentioned about the Gods, and religion.   Although at one point, it may seem unnecessary, the approach nevertheless has been effective in relating the role of religion in Korea’s transformation and in explaining the behavior of the poe0ple, particularly of Henry Appenzeller.In sum, the book is another archaic inspiration and recognition of Korean heroism that until today contributes to the continuous improvement of Korea and its people.Work CitedGriffis, William. A Modern Pioneer in Korea:   The Life Story of Hernry G.   Appenzeller.   New York: Fleming H.   Revell, 1912.

Corrections Management. Mermon Correctional Facility Research Paper

Corrections Management. Mermon Correctional Facility - Research Paper Example Personal reflections on the Agency and its Administration Generally, Mermon Correctional Facility is a relatively well managed institution. This is because an incident of a correctional officer getting killed has occurred only once since its establishment. This means that the institution has managed to secure its employees over a long period of time before the occurrence of the unfortunate incident in 2010. This is an eye opener for the management of the correctional facility because it points out that correctional officers are not completely secured. Mermon Correctional Facility also faces a number of challenges that relate to modern correctional facilities. However, it is the responsibility of the institution’s administration to ensure effective management by addressing those challenges using the best approaches. Problems and Issues Mermon Correctional Facility is faced with a number of inherent problems that affect its performance in a number of ways. One major effect of the inherent problems and issues is that the organization is unable to deliver its services in effectively hence falling short of one of its major organizational goals. A correctional facility has a major goal of ensuring that there is effective transformation of offenders from social evils into becoming better persons. Below is a discussion of some of the issues and problems related to Mermon Correctional Facility: 1. Budget concerns This is a serious issue facing the correctional facility because there were concerns from employees of the institution regarding budget reductions. Workers at the correctional facility cite budget reductions as the main cause of the murder incident. This is despite the fact the management of the correctional facility made a response to the claims that budget reductions had nothing to do with the incident. Accordi ng to Phillips and McConnell (2005), budget concerns are among the major component concerns of a changing environment in the management of correctional facilities. Government and private institutions have reduced their spending on correctional facilities in response to tighter economic conditions. The authors also note that correctional facilities are having difficulties hiring adequate staff to manage such facilities. Budget concern is also an issue because it is evident that there was only one member of staff when the murder incident occurred. Marsha Wills was alone at the chapel at the time of the murder incident. She was attacked after the church service and it is believed that the murderer was hiding in the chapel. Mermon Correctional Facility did not have adequate staff to escort convicts during the church session and one of the prisoners was able to hide and make an attack without the knowledge of other employees (Jones & James, 2005). Low staff levels put both the staff and other prisoners at risk. This is because it is very difficult to monitor prisoners as well as manage them in situations of emergency. The aftermath of the murder incident led to other members of staff raising concerns about the low levels of staff. Mermon Correctional Facility is among correctional institutions that are affected by budget cuts hence it is unable to hire adequate staff to manage its numerous tasks. It is for the same reason that the correctional

Critical analysis of client care practices , innovation and pathways Research Paper

Critical analysis of client care practices , innovation and pathways for rewarding healthy and productive behaviour among senior - Research Paper Example This will assist to recommend possible improvement strategies which will energize the employees to achieve the organizational target. Introduction In modern organizations, worker motivation is an issue of significant concern to the human resource managers due to its close association with employee satisfaction. Consequently, global research has considerably paid attention to employee satisfaction strategies in different organizations (Aizcorbe, Moylan & Robbins, 2009: Arthur, 2000). The reason why worker motivation has garnered a lot of interest is because research has proven that satisfied workers are productive workers (Braganza, Awazu, & Desouza, 2009). Since employees form the labour resources in a business environment, there is need to seek optimal utilization of their skills and knowledge towards the development of organizational goals (Borzaga & Tortia, 2006). Different organizations adopt different employee reward strategies but the common objective is to align the employees to the business goals and objectives (Carl & Patton, 2001). In the health sector, employee satisfaction is important due to the great sacrifice that this sector requires given the existing shortage of working personnel in this sector (Damanpour, 1991: Hong Lu, While, & Barriball, 2005). Hence, rewarding productive staff, both junior and senior, would significantly increase their contribution to client service. The aim of this research is to investigate the staff reward strategies that Ghana university hospitals have employed to maintain a high morale among their staff. Both qualitative and quantitative surveys will be conducted to examine for this research to come up with research based conclusions and recommendations. Problem statement Lack of effective employee reward schemes in organizations limits the utilization of the labour resource in a business (Commongood Careers, 2008). Poorly motivated employees work for money and have their goals misaligned with the organizational goals . The shortage of medical personnel in the health sector requires that the few be optimally utilized to increase ensure that service delivery is efficient (Greene, 2009 : Gruneberg, 2001). Therefore, there is a need to employ innovative and dynamic motivational strategies in the health sector in order to ensure that employees drive both short term and long term goals of the organization to a success (Heskett, Sasser, & Schesinger, 1997). In Ghana, the ration of the patients to doctor ratio is high and hence efficient services can only be achieved if the employees are adequately motivated. The essence of this research paper is to evaluate the policies that have been put forward in Ghana University hospitals, and to provide recommendations to improve these policies. Objectives Main objectives To evaluate the innovation and pathways that public university hospitals of Ghana employ to reward healthy and productive behavior among senior and junior staff. Specific objectives To examine th e different criteria used to assess the productivity of a staff in Ghana university Hospitals. To examine the staff-reward mechanism that is used to reward productive employees in these hospitals. To examine the degree of employee satisfaction that has been achieved in these public hospitals. To establish the quality of service that has been ach

Young goodman brown Essay Example | Topics and Well Written Essays - 250 words

Young goodman brown - Essay Example Eventually, I was able to understand its implication effectively; where I unveiled, the author had strategically twisted each aspect to bring out puritans’ Christianity hypocrisy (Zhu 60). The account is allegorical, whereby its implication entails humanity’s evil and immense desire to keep God’s precepts that, would enable people attain the promised heavenly rewards affirmed by the scriptures. The account’s protagonist besides being unable to retrace his former Christian path, he cannot deem all the people whom he esteems to be holy still venture in witchcraft (Zhu 60). This is inclusive of his wife Faith whom he had left behind, but to his surprise, she is already ahead of him. The application of diverse symbols in the entire account meant to represent diverse aspects enabled me to unveil its meaning coupled with a night journey in the forest, which represents evil. This is because witchcraft mostly its activities occur during the night, whereby darkness is an effective hiding blanket for the evil doers to conceal their true self (Zhu

The retail environment of clothing apparel organization Abercrombie & Essay

The retail environment of clothing apparel organization Abercrombie & Fitch in terms of pervading retail theory - Essay Example One such company is the teen clothing store Abercrombie & Fitch. Through reference to contemporary retail theory, this report investigates Abercrombie & Fitch’s retail environment. Abercrombie & Fitch Background While Abercrombie & Fitch is popularly recognized for its modern fashions and pop culture style, the company has a long history dating back to the 19th century. Indeed, David Abercrombie and Ezra Fitch founded the company as a sporting goods store in 1892 (Zuidhof 2007). During the early 20th century David Abercrombie left the organization, but Ezra Fitch continued operations. Fitch would witness successful company operations and expansion until his retirement in 1928 (Zuidhof 2007). During the period Fitch controlled the organization they expanded from sporting goods to a wide-array of amenities, including clothing and board games. The organization was the first company to carry the game Mahjong and they even outfitted Charles Lindberg for his flight across the Atlant ic. After Fitch’s retirement his brother-in-law James S. Cobb purchased the organization. After Cobb assumed controlled the organization further expanded, purchasing Von Lengerke & Detmold, a European dealer of sportings guns. The company continued in relative prosperity until the 1970s when they increasingly experienced declining revenue. Ultimately, the company was forced to declare chapter 11 bankruptcy. In 1977 the company closed until it was bought in 1978 by sporting goods retailer Oshman’s for $1.5 million (Zuidhof 2007). The Oshman era experienced tepid success until it was bought out in 1988 by Limited Brands (Zuidhof 2007). New president Sally Frame-Kasak would move the organization into a decidedly fashion retail direction. This direction was further enhanced in 1992 when clothing executive Michael S. Jeffries assumed the presidency. Jeffries would further shift company emphasis from simply clothing to teenage apparel. From this 1992 period until the present day the company has largely maintained this market structure and has expanded with relative success. The contemporary incarnation of Abercrombie & Fitch five brands: Abercrombie & Fitch, AbercrombieKids, Hollister and RUEHL and Gilly Hicks: Sydney brands. While each of these brands reaches out to different market segments structural changes in the retail environment, the Abercrombie & Fitch storefront, with its ‘classic cool’ theme, remains the flagship offering. Analysis Overarching Theoretical Paradigm One of the most overarching concerns in terms of Abercrombie & Fitch’s contemporary retail environment is the notion of the servicescape. Broadly speaking, the servicescape is the impact of the physical environment in which a service takes place. Booms and Bitner (1981, pg. 36) first established the notion of the servicescape, noting it is, â€Å"the environment in which the service is assembled and in which the seller and customer interact, combined with tangi ble commodities that facilitate performance or communication of the service.† Not merely Abercrombie & Fitch, but indeed all retail environments, this is a pervasive notion for its nearly all-encompassing subject criteria; indeed, Bitner (1992) expanded this notion to include three physical environ

Obama was right to call for national conversation on race Essay

Obama was right to call for national conversation on race - Essay Example The political leaders in America are at the front line. They are weighed in terms of their political cultures and their takes on racisms as a contentious topic in America. President Obama is no different since racism was among the important aspects that featured during his campaign for presidency. This essay seeks to discuss why president Obama was right to call for a nationwide conversation on race. After Trayvon martin’s fatal death, America witnessed a wave of nationwide demonstrations that pervade the whole country to the Whitehouse. The president in his heartfelt and spontaneous words about the race relations in America featured on the need for everyone to participate in a nationwide debate on race. The president however reiterated that it was not the right time for the politicians to take blame but help initiative this national conversation (Gerson). For this position, the president was right that the issue of racism should be discussed by all the American citizens. This is because all the citizens have a huge role to play in the democratic institutions of America. It is in line with this thought that this dialogue on race will influence other issues affecting the poor communities in America. These include public policy and democracy. This conversation should be contrasted to Clinton’s ideas which bore no fruits. The conversation should be objective driven and purposeful. It should be seeking to find an agenda of democratic transformation that pervades the whole country from a national, state and local level. In the conversation every individual from all walks of life should participate. The leaders are the community leaders, activists and civil rights organizers who would put the framework. These leaders need to have the express purpose of developing public policy solutions. These are issues that affect the employment, public education, healthcare, criminal justice and general life chance in the United States of America. This is in relation to the many decades back where numerous efforts of civil rights activists empowered the whole country to start a conversation on racisms. Clearly, this was a success since all the races in America participated in the conversation to come up with a solution that synthesized all these races into one. This conversation was not simply on racisms but also focused in reforming democracy. Every member of the American society participated in this conversation many decades ago. These include prisoners, politicians, welfare mothers, religious leaders and labour activists. The early conversation involved many aspects including street protests that were often complemented by crisis legislations. The notion for a National Conversation on Race Day is stirred by the joint engagement and action of these people, several of whom turned out in multitudes for the August 28, 1963, Walk on Washington for freedom and Jobs. This walk brought together disparate political ideas into a great and unifying cal l for economic equality, racial justice and multicultural democracy. It was through this event that the cultural, social and political awareness of racial injustice were galvanized. This led to the transformation of public policy guidelines in America to accommodate all races. These were affected through the voting rights act of 1965 and the civil rights act of 1964. This march has reached its 50th

Business Information Systems and Competitive Advantage A Case Study Essay

Business Information Systems and Competitive Advantage A Case Study - Essay Example Apart from Tesco’s big competitors, a research has shown that smaller grocery stores are also emerging in the broader business scene to compete with Tesco and other giant grocery retailers based on increasing market share and promising annual growth rates (Silvera, n.pag.). Tesco’s success, to a large extent, can also be credited to its progressive innovations in business technology that has helped the company to deliver its promises. Tesco not only operates several neighborhood and superstores in towns but it also operates online shopping through its website. All orders made by the customers online are paid via credit cards or debit cards with an efficient delivery system which delivers within a day depending upon the time the order is placed. Tesco also offers superior customer service to its customers through its free phone or mobile help lines and by post. Each help department is classified in terms of grocery, clothing, wine, Clubcard, and so on with a separate dedicated free phone number. In the prevailing trend of price differentiation in the grocery retail industry, the lines between the giant superstores is blurred which is why customer service and value is at forefront for Tesco so as to enable the company to maintain its position in t he competitive environment. As Tesco puts it in simple statement â€Å"we make what matters better, together†, it makes a case for its sincere objectives beyond mere profit maximization (Tesco, Core Purpose and Values n.pag.). Tesco’s core purpose revolves around providing the best for families and the society at large thereby solving bigger world problems through responsibility and integrity. The company has a defined set of values that employ its economies of scales to provide better quality goods for more value with a particular focus on the treatment of customers so as to build up trust and loyalty among its consumers. In

Auditing Essay Example | Topics and Well Written Essays - 750 words - 6

Auditing - Essay Example It has been noticed that frauds related to theft of inventory have a direct impact on the income statement of the company. Loss due to theft is directly proportion to decrease in profit (Week, 4 2012). There are following ways Mr. Franklin can reduce the probability of risk through theft. Access Control is like security measures these measures are taken so we can prohibit any kind of unauthorized entry in some restricted area (Audit Risk Assessment, Page 31), by this risk of theft of any asset can be reduced to a minimal level if the access is restricted to a minimal level then there is less probability of any kind of fraud or misrepresentation e.g. If there is only one person who is managing all cash related affairs and he is the only authorized person who have access to cash so, in such a scenario, the probability of theft will be low. It is necessary to count the assets periodically and then compare it with our records (Audit Risk Assessment, Page 381). It is quite essential to safeguard our assets from theft. It can provide you detail if there is some sort of difference between counted assets and recorded assets then we need an explanation. For that reason, first of all we need to understand the concept of materiality and we have to understand which category of goods is valuable to us (Week, 5 2012). It is a concept in which we use more than one person to complete a task; it means that we have to include different personal to execute a single transaction (Audit Risk Assessment, Page 380) so work of one individual is being cross checked by another individual. In such setup, there is a possibility that the risk of theft will reduce. But we have to make sure that no one is performing any duty which is mismatched. It is quite a good way for an internal control. The other risk the hospitality industry was exposed to a risk of fiddles or

Much Ado About Nothing - Benedick Analysis Essay Example for Free

Much Ado About Nothing Benedick Analysis Essay Benedick is almost a match for Beatrice as a memorable Shakespearean character. His apparent misogyny and unwillingness to make a commitment to a woman are almost stereotypes early in the play. His use of language, especially in his merry war with Beatrice, prevents him from being the clichà ©d male who refuses to commit to a relationship. Benedick has probably had a lot of experience with women, only one of whom was Beatrice. He vehemently declares his intent to remain a bachelor and disparages Claudio for wanting to marry Hero, Leonatos short daughter. He restates his disdain of love and marriage in a monologue alone on stage — even more likely to express his true feelings than his teasing comments to a companion he will lose through marriage. Throughout the early scenes, his exchanges with Beatrice create a feeling that he doth protest too much — that is, he really harbors at least affection for Beatrice. It takes the noting scene near the arbor, arranged by Don Pedro, for Benedick to admit he may indeed be able to love Beatrice since she loves him so much. His subsequent meetings with Beatrice and with his friends show a marked change in his attitudes and demeanor from the early scenes. He recognizes that he may be opening himself up for ridicule at his reversal of his well-known attitudes, but he sees his opening up as a part of maturing. His support for Beatrice after the denunciation, including his confrontation with Claudio, demonstrates not only his commitment to Beatrice, but also the value he places on justice even at the risk of loyalty. He becomes single-minded about marrying Beatrice, probably speaking to Leonato about her immediately after the confrontation with Claudio and again just before the wedding. His new behavior finally culminates in his public proposal to her, risking not only her refusal and contempt, but also the ridicule of the assembled company. Has Benedick changed during the week of the play? Most certainly, both in his public and his private attitudes. That a dyed-in-the-wool bachelor is transformed into an eager bridegroom is extraordinary, yet Shakespeare makes it believable, with a little help from Benedicks friends.

Roles Of Human Resource Management

Roles Of Human Resource Management In the past few years, roles for HR professionals were viewed in terms of transition from operational to strategic; qualitative to quantitative; policing to partnering; short-term to long-term; administrative to consultative; functionally oriented to business oriented; internally focused to externally and customer-focused; reactive to proactive; activity-focused to solutions-focused (Ulrich, 1997). However, these transitions have been seen as too simplistic. In fact, the roles of HR professionals are multiple, not single. In order to create value and deliver results, HR professionals must not only focus on the activities or work of HR but also define the deliverables of the work. Therefore, Ulrich (1997) came out a multiple-role model for human resource management (See Figure 2-1). The two axes represent the HR professionals focus and activities. Focus ranges from long-term/strategic to short-term/operational. HR professionals must learn to be both strategic and operational, focusing on the long term and short term. Activities rang from managing process (HR tools and systems) to managing people. These two axes delineate four principal HR roles which are: (1) Management of strategic human resources; (2) Management of firm infrastructure; (3) Management of the employee contribution; and (4) management of transformation and change (Ulrich 1997). In a short word, the roles of HR professional are strategic partner; administrative expert; employee champion and change agent. Table 2-1 summarizes the deliverables, metaphor and activities the HR professional must perform to fulfill the role. Figure 2-1 HR Roles in Building a Competitive Organization Source: Ulrich, 1997 Table 2-1 Definition of HR roles Role/Cell Deliverable/Outcome Metaphor Activity Management of Strategic Human Resources Executing strategy Strategic Partner Aligning HR and business strategy: Organizational diagnosis Management of Firm Infrastructure Building an efficient infrastructure Administrative Expert Reengineering Organization Processes: Shared service Management of Employee Contribution Increasing employee commitment and capability Employee Champion Listening and responding to Employees: Providing resources to employees Management of Transformation and Change Creating a renewed organization Change Agent Managing transformation and change: Ensuring capacity for change Source: Ulrich, 1997 Management of Strategic Human Resources-Strategic Partner As Ulrich said, HR professionals pay a strategic role when they have the ability to translate business strategy into action (Ulrich, 1997). To achieve this, the HR manager must be able to ask appropriate questions and contribute to business decisions. As a result, the HR manager must develop business acumen, a customer orientation and an awareness of the competition to be able to link business strategy to HR polices and practices. However, research suggests that only a minority of CEOs involve their HR managers in formulating business strategy (Nankervis, 2000 and Johnson, 2000). Evidence indicate that there is growing awareness of the need for HR managers to become actively involved at the strategic level, and increasingly recognize that organizations that have a CEO who recognizes the significance of HRM have a competitive advantage (Fisher and Dowling, 1999; Way, 2000). Management of Firm Infrastructure-Administrative Expert According to Ulrich, to become administrative experts, HR professionals must be able to reengineer HR activities through the use of technology, rethinking and redesigning work processes and the continues improvement of all organizational processes; see HR as creating value; and measure HR results in terms of efficiency (cost) and effectiveness (quality) (Ulrich, 1997; Blackburn and Rosen, 1995). Research also indicates that the competency levels of HR managers in high-performing firms are significantly higher than those of HR managers in low-performing firms (Yeung, 1998) Management of Employee Contribution-Employee Champion Work as employee champion requires that the HR professional must be able to and meet the needs of employees. This can achieve by being the employees voice in management discussions, by being fair and principled, by assuring employees that their concerns are being heard and by helping employees to find new resources so that enable them to successfully perform their jobs (Ulrich, 1997). Failure to be an employee champion will see HRM facing a loss of trust for losing sight of the needs, aspirations and interests of the workforce (Kochan, 2003). Ignoring employee-related outcomes may result in lower jog satisfaction, lower commitment and reduced performance, which in turn, negatively affect organizational performance (Guest, 2002). Management of Transformation and Change-Change Agent Act as change agent can be achieved by learning change in the HR function and by developing problem-solving communication and influence skills. Gloet argues that one way for HRM to reinvent itself is via the development and maintenance of learning environments, where knowledge creation, sharing and dissemination are valued (Gloet, 2003). Ulrich, D. (1997) Human resource Champions: The nest agenda for adding value and delivering results, Harvard Business School Press, USA Nankervis, A. Small packages, HR monthly, November 2000, pp.42-3 Johnson, E.K. (2000), The practice of human resource management in New Zealand: Strategic and best practice?, Asia Pacific Journal of Human Resource, vol.38, no,2, 2000, pp.69-83. Fisher,C. and Dowling, P. (1999), Support for an HR approach in Australia: the perspective of senior HR managers, Asia Pacific Journal of Human Resource, vol.37, no.1,1999,pp.2-19. Way, N. (2000), A new world of people power, Business Review Weekly, 16 June 2000, pp. 62-6. Blackburn and Rosen, Does HRM walk the TQM talk?, HR Magazine, July 1995, pp. 68-72. Yeung, A, Human Resource Competencies in Hong Kong; Research Findings and Applications Guide, HKIHRM/University of Michigan Business School, Hong Kong, 1998, p.4. Ellig, B, HR must balance demands of dual roles, HR News, July, 1996, p.9. Allen, C. and Lovell, K., The effects of high performance work systems on employees in aged care, Labour and Industry, vol.13, no.3, 2003, p.14. Kochan, T., quoted in Trinca, H,HR needs to rebuild trust, Australian Financial Review, 11 November 2003, p. 59. Guesr, D, 2002, op. cit., p.335. Gloet, M, The changing role of the HRM function in the knowledge economy; the links to quality knowledge management, paper presented at the 8th International Conferece on ISO and TQM, Montreal, April 2003, pp. 1-7. 2.2 Human Resource Management overview in China Since the late 1970s, China has been going through a transition. The economic reform in China has led to impressive growth and significant integration into the global economy. These developments have resulted in major changes in the management of industrial enterprises and hold considerable implication for HR practices in the nation with the largest workforce in the world. In China, HR practices have been shaped by a host of ideological, historical, political and economic factors. Under the economic reform programmed, although some market forces have been introduced into the HR system, the influence of the state is still considerable (Nyaw, 1995:193). In 1979, China introduced the open door policy. Since then, economic reforms have brought many changes to the business environment. The end of the iron rice bowl policy has created a new employment market. SOEs have to compete with joint ventures and privately owned enterprises. With reforms in HR practices, managers in SOEs have more a utonomy including the authority to hire and fire. There are significant differences in HR practices between firms of different ownership. MNCs and joint ventures have brought into China not only investment but also management practices. For example, labour contracts have replaced lifetime employment. A performance-based pay system is gradually replacing the seniority pay system. These practices have an important influence on domestic firms in changing their HR practices (Warner, 2001) Benson and Zhu (1999) observed that there were three major models of HRM in Chinese enterprises. The first was a traditional model that existed in large SOEs where there was surplus labour. These SOEs had close ties with the government and contributed to local development. They had traditional HR management systems. The second model was observed in foreign-owned enterprises or newly established domestic private enterprises. They had fewer constraints than SOEs. They realized that their success based either on western or Japanese systems. The third model was observed in firms that were undergoing a transition from the old to the new systems of HR management. They adopted a HR management style with Chinese characteristics. Nyaw, M.K. (1995) Human resource management in the Peoples Republic of China, in Moore, L.F. and Jennings, P.D. (eds), Human Resource Management on the Pacific Rim, Walter de Gruyter, New York, 187-216. Warner, M. (2001), Human resource management in the Peoples Republic of China, in Budhwar, P.S. and Debrah, Y.A. (eds), Human Resource Management in Developing Countries, Routledge, London and New York, 19-33. Benson, J. and Zhu, Y. (1999), Markets, firms and workers: The transformation of human resource management in Chinese state-owned enterprises, Human resource management Journal, Vol.9., No.4, 58-74. 2.3 Human Resource Management Outcomes HRM is concerned with both organizational performance and employee wellbeing which means that any evaluation of HRs contribution must incorporate both organizations and employees perspectives. The contribution of HRM to the organizational performance included aligning HR strategies with organizational strategies, managing the corporate culture to win employee commitment and being efficient in managing HR activities. On the other hand, the contribution to individual wellbeing relate to employee attitudes and behavior. High-performance HRM benefits the organization because the way employees respond to HRM initiatives is linked to their job performance and ultimately to organizational performance (Guest, 2002). Therefore, when evaluate HRM performance, following outcomes should be considered: Adaptability: that means HRM strategies and policies foster organizational and employee flexibility. The whole organization and employee ready for change and accept change. After that, innovation and creativity encouraged, knowledge is recognized as a critical asset and the organization utilize people with different background and value systems. Commitment: this concern with HRM policies enhance employee identification with and attachment to their job and the organization. High level of commitment can result in more loyalty, increase teamwork and reduced labour turnover, along with a greater sense of employee self-worth, dignity, psychological involvement and feeling of being integral to the organization. Competence: Relates to the extent that HRM polices attract, retain, motivate and develop employees with the abilities, skills, knowledge and competencies to achieve the organizations strategic objectives. Congruence: concern with HRM polices generate or sustain congruence between management and employees, different employee groups, the organization and the community, employees and their families, and within the individual. In other words, HRM strategies and policies promote the achievement of employee goals, at the same time, satisfy the organizations strategies business objectives. Lack of congruence can be costly to the organization in terms of time, money and energy, resulting low levels of trust and lack of common purpose and stress or other psychological problems will happen (Beer, Spector, Lawrence, Mills and Walton, 1984) Cost-effectiveness: the HRM strategies and polices can reduce personnel-related costs, help correctly size the organization, eliminate unnecessary work, reduce compensation and benefit costs, reduce labour turnover and absenteeism, improve employee health and safety, improve employee productivity and avoid costs from litigation and negative public relations. Job satisfaction: HRM strategies and polices can produce employees have positive attitudes and feelings about their jobs. Common employee satisfaction components include pay, promotion opportunities, fringe benefits, supervision, colleagues, job conditions, the nature of the work, communication and job security (Spector, 2000). Rose (2002) suggested that employees frustrated and bored with repetitive and standardized work have low commitment. A satisfied employee tends to be absent less often, make positive contributions, stay with the organization and radiate positive feelings towards customers (McShane and Von Glinow, 2000). Justice: HR strategies, polices and practices are powerful communicators regarding managements trustworthiness, fairness and commitment to employees. If management is perceived favourably, employees reciprocate with increased commitment to the organization (Whitener, 2001). Motivation: HRM strategies and policies stimulate employees to achieve a designated goal. Highly motivated employees work hard, come to work early and contribute more to the organizations strategic objectives. Performance: HRM contribute to employee job performance and productivity and the organizations overall profitability, growth and success. Trust: HRM promote trust between employees, management and the organization. Under trust, employees are willing to share information, genuinely cooperate with one another and not take advantage of other. Stone, R (2005) Human Resource Mangement, 5th ed, John Wiley Sons, Australia. Beer, M, Spector, B, Lawrence, P. R, Mills, D.Q, and Walton, R. E, (1984), Managing Human Assets, The Free Press, New York, p.19. Rose, E, The labour process and union commitment within a banking services call center, Journal of Industrial Relations, vol.44, no.1, 2002, p.40. McShane, S. L. and Von Glinow, M. A, (2000), Organization Behavior, McGraw-Hill, Boston. Whitener, E. M., Do high commitment human resource practices affect employee commitment A cross level analysis using hierarchical linear modeling, Journal of Management, vol. 27, no. 5, 2001, p.515. 2.3.1 Employee Job Satisfaction As mention before, one of the outcomes of HRM is job satisfaction. However, what causes employee satisfaction? The researchers Judge and Bono (2001) found that one of the primary causes is the perception of the job itself. And also job itself is the most important situational effect on job satisfaction. Other research also show that of all the major job satisfaction areas, satisfaction with the nature of the work itself which includes job challenge, autonomy, variety and scope are best predicts overall job satisfaction (Fried and Ferris, 1987; Parisi and Weiner, 1999; Weiner, 2000). Some general statements about the facets that seem to contribute the most to feelings of job satisfaction for most North American workers include mentally challenging work, high pay, promotions and friendly or helpful colleagues (Locke, 1976). For more detail, Spector (1997) concluded that the causes of job satisfaction can be classified into two major categories. First, the job environment itself and fac tors associated with the job are important influences on job satisfaction. This includes how people are treated, the nature of job tasks, relations with other people in the workplace, and rewards. Second, there are individual factors that the person brings to the job. This includes both personality and prior experiences. Both categories work together to influence employee job satisfaction. In this study, we mainly focus on the environment antecedents of job satisfaction. Following factors are the environmental causes of job satisfaction: Job Characteristics and Job Characteristics Theory Many studies have advocated job design as a means of enhancing job satisfaction by making jobs more interesting (Herzberg, 1968; Herzberg, Mausner and Snyderman, 1959). The job characteristic theory is that people can be motived by the intrinsic satisfaction they find in doing tasks. When they find their work to be enjoyable and meaningful, people will like their jobs and will be motivated to perform their jobs well (Hackman and Oldhams, 1976). The characteristics model see figure 2-2. Figure 2-2 Hackman and Oldhams (1976) Job Characteristics Model Core Characteristics Critical Outcomes Psychological States Skill Variety Task Identity Task Significance Experienced Meaningfulness Autonomy Experienced Responsibility Feedback Knowledge of Results Work Motivation Job Performance Job Satisfaction Attendance Growth Need Strength Source: Hackman and Oldhams, 1976 Organizational Constrains Conditions of the job environment that interfere with employee job performance are called organizational constraints. The constraints come from many aspects of the job, including other people and the physical work environment. As the study of Peters and OConnor (1980), organizational constraints have been shown to relate to job satisfaction. Significant relations have been found between various measures of constraints and job satisfaction (Jex and Gudanowski, 1992; Keenan and Newton, 1984; OConor et al., 1984; Spector et al., 1988). OConnor, Peters, Rudolf and Pooyan (1982) reported correlations of organizational constraints with five job satisfaction facets which are coworker, pay, promotion, supervision and work itself. Work-Family Conflict Work-family conflict has been found to correlate significant with job satisfaction. Employees who experience high levels of conflict tend to report low levels of job satisfaction (Bedeian, Burke and Moffett, 1988; Holahan and Gilbert, 1979; Lewis and Cooper, 1987; Rice, Frone and McFarlin, 1992). Organizations can adopt policies that either help people cope with or reduce work-family conflict. Thomas and Ganster (1995) studied the impact of organization policies and supervisor behavior on employee experience of work-family conflict and job satisfaction. Their research provides evidence that organizational policies such as child care and flexible work schedules can reduce work-family conflict and enhance job satisfaction. Behavior by supervisors that supports employees with family responsibilities was also found to have positive effects. Pay The correlation between level of pay and job satisfaction tends to be surprisingly small. Spector (1985) found a mean correlation between level of pay and job satisfaction. However, although pay level is not an important issue, pay fairness can be very important. Rice, Phillips and McFarlin (1990) reported a moderately large correlation between pay level and job satisfaction in a sample of mental health professionals who all had the same job. Workload Workload has been found correlated with job dissatisfaction as well as other job strains (Jex and Beehr, 1991). Jamal (1990) found significant negative correlations of workload with job satisfaction, and Karasek, Gardell and Lindell (1987) found that workload was negatively associated with job satisfaction. Control Control has been found to correlate significantly with all three categories of job strains (Jex and Beehr, 1991). Spector (1986) showed the mean correlations across studies of relations between control and job satisfaction. Spector, P.E. (2000) Industrial and Organizational Psychology, 2nd ed, John Wiley Sons, New York, p.19. Poulin, J. E., and Walter, C. A. (1992) Retention Plans and Job Satisfaction of Gerontological Social Workers, Journal of Gerontological Social Work, 19, pp. 99-114. Porter, L. W. (1962), Job attitudes in management: I. Perceived deficiencies in need fulfillment as a function of job level. Journal of Applied Psychology, 46, 375-384. Wolf, M. G. (1970), Need gratification theory: A theoretical reformulation of job satisfaction/dissatisfaction and job motivation. Journal of Applied Psychology, 54, 87-94. 2.3.2 The Consequences of Job Satisfaction and Dissatisfaction There are many positive or negative outcomes that relate to job satisfaction or dissatisfaction. These include not only work variables such as job performance and turnover but also non-work variables such as health and life satisfaction. Job Performance In fact, a large body of research shows that the relationship between satisfaction and performance is positive but usually very low and often inconsistent (Iaffaldano and Muchinsky, 1985). Why is this correlation between job attitudes and job behavior so low? Intuition suggests that we might work harder to pay back the organization for a satisfying job. However, intuition also suggests that we might be so busy enjoying our satisfying job that we have little time to be productive. For example, satisfying coworkers and a pleasant superior might lead us to devote more time to social interactions than to work. These contradictory intuitions provoke suspicion that the satisfaction causes performance might be incorrect. Iaffaldano, M.T. and Muchinsky, P.M. (1985), Jo satisfaction and job performance: A meta-analysis. Psychological Bulletin, 97, 251-273. Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is behavior by an employee intended to help coworkers or the organization that contributes to organizational effectiveness (Organ, 1988; Schnake, 1991). Schnake (1991) hypothesized that OCB is caused by good treatment from the supervisor and by job satisfaction. In fact, job satisfaction and OCB have been found to intercorrelate (Becker and Billings, 1993; Farh, Podsakoff and Organ, 1990) Withdrawal Behavior Many theories hypothesize that people who dislike their jobs will avoid them, either permanently by quitting or temporarily by being absent or coming in late. Absence is a phenomenon that can reduce organizational effectiveness and efficiency by increasing labour costs. On many jobs, floaters or substitutes are required for each absent employee. The employee might continue to get paid, resulting in increased costs to pay substitutes. Where absence rates among employees is high, the costs can be quite high. Not surprisingly, organizations are concerned about absence. Theories of absence hypothesize that job satisfaction plays a critical role in an employees decision to be absent (Steers and Rhodes, 1987). People who dislike their jobs should be expected to avoid coming to work. On the other hand, most theories of turnover view turnover as the result of employee job dissatisfaction (Bluedorn, 1982; Mobley, Griffeth, Hand and Meglino, 1979). People who dislike their jobs will try to fin d alternative employment. Studies have been consistently in showing a correlation between job satisfaction and turnover (Crampton and Wagner, 1994; Hulin, Roznowski and Hachiya, 1985). Furthermore, it seems certain that this correlation is causal job dissatisfaction leads to turnover. Models of turnover place job satisfaction in the center of a complex process that involves factors both inside and outside of the employing organization. Figure 2-2 is a simplified model that shows how this process might work. Characteristics of the individual combine with characteristics of the job environment in determining level of job satisfaction. If the job satisfaction level is sufficiently low, the person will develop a behavioral intention to quit the job. That intention may lead to job search activities, which if successful will lead to turnover. Alternate employment opportunities are important because a person is not likely to quit without another job offer. Figure 2-2 Model of Employee Turnover as a Function of Job Satisfaction and Unemployment Rate Organization Factors Person Factors Job Satisfaction Intent to quit Search Behavior Turnover Availability of Alternatives Source: Spector, 1997 Burnout Burnout is a distressed emotional/psychological state experienced on the job. Where job satisfaction is an attitudinal response, burnout is more of an emotional response to the job. Burnout theory proposes that a person who is in a state of burnout experiences symptoms of emotional exhaustion and low work motivation, not unlike depression. Burnout correlates significantly with job satisfaction in that dissatisfied employees are likely to report high levels of burnout (Bacharach, Bamberger and Conley, 1991; Shirom, 1989). Physical Health and Psychological Well-Being Concerns have been raised that both physical and psychological health might be influenced by job attitudes. Individuals who dislike their jobs could experience adverse health outcomes. These outcomes include both physical symptoms and psychological problems (Spector, 1997). It has also been suggested that job dissatisfaction results in a shortened lifespan (Palmore, 1969). Many studies have been shown a link between health and job satisfaction. For example, researchers have reported significant correlations between job satisfaction and physical or psychosomatic symptoms, such as headache and upset stomach (Begley and Czajka, 1993; Fox, Dwyer and Ganster, 1993; Lee, Ashford and Bobko, 1990; O Driscoll and Beehr, 1994). Job dissatisfaction has also been found to be associated with emotional stated of anxiety (Jex and Gudanowski, 1992; Spector et al., 1988) and depression (Bluen, Barling and Burns, 1990; Schauboeck et al., 1992). Counterproductive Behavior Counterproductive behavior includes aggression against coworkers, aggression against the employer, sabotage and left (Spector, 1997). These behaviors have many causes, but often, they are associated with dissatisfaction and frustration at work. Chen and Spector (1992) found that job satisfaction correlated significantly with employee reports of engaging in aggression against others, hostility toward others, sabotage, and theft at work. Keenan and Newton (1984) found a relation between experiencing feelings of hostility at work and job satisfaction as well. Dissatisfied employees are more likely than their satisfied counterparts to engage in all of these behaviors. Life Satisfaction The research suggests that feelings in one area of life affect feelings in other areas. A person who is satisfied on the job is likely to be satisfied with life in general (Weaver, 1987). Studies consistently find that job satisfaction and life satisfaction are moderately and positively correlated (Judge and Watanabe, 1993; Lance, Lautenschlager, Sloan and Varca, 1989; Schaubroeck et al., 1992; Weaver, 1987). 2.4 Employee Satisfaction and Organizational Performance Organizational performance is a multidimensional concept. As illustrated by the list of thirty criterion measures identified by Cambell (1997). Performance is measured in terms of output (inappropriately referred to as productivity in the table) and outcome, profit, internal process and procedures, organizational structures, employee attitudes, organizational responsiveness to the environment and so on. More recently, one approach to measure organizational performance has become popular. This approach attempts to capture some of the contradictory nature of organizational performance is termed the balanced scorecard (Kaplan and Norton, 1992, 1993, 1996). This aims to measure performance in terms of four sets of indicators, each taking a different perspective (Kaplan and Norton 1996:76): Financial: to succeed financially, how should we appear to our shareholders? Customer: to achieve our vision, how should we appear to our customers? Internal business process: to satisfy our shareholders and customers, what business processes must we excel at? Learning and growth: to achieve our vision, how will we sustain our ability to change and improve? Therefore, about the relationship between employee satisfaction and organizational performance, the service-profit chain concept supported that there are direct relationships between profitability, customer loyalty, and employee satisfaction, loyalty, and productivity (Heskett et al. 1994). Moreover, a study conducted by a national retailer found that a happy employee will stick with the company, give better service to the customer and recommend company products to others (Wall Street Journal July 22, 1998). Other study of the 100 Best Companies to Work For finds that the companies with the most satisfied employees had an above-average annual return to shareholders (Fortune December 1, 1998). A Gallup study finds positive correlation between employee satisfaction and financial performance (Economist August 8, 1998). What is more, there are many studies about different industries also approved that the employee satisfaction correlated with organizational performance. Such as Kaplan an d Norton (1996) has found significant correlation between employee morale and customer satisfaction in an oil company. A survey of hospital employees finds significant correlations between nursing-staff satisfaction scores and patient loyalty (Atkins, Marshall and Javalgi 1996). Another correlational study using data collected for 298 public schools finds support for the link between satisfaction levels of teachers and school performance (Ostroff 1992). Thus, according to the previous literature, employs satisfaction is correlated to customer loyalty, financial performance, which in turn, affects the organizational performance.