5 page in depth essay on any topic of criminal justice system of New

5 page in depth on any topic of criminal justice system of New York - Essay Example This paper will explore these and ultimately examine the relationship between incarceration and crime. The positive change in the prison statistics in the state of New York is attributed to the changes and reforms in the law enforcement policies of the state. The state has led reforms and innovations particularly in regard to the reformatory characteristic of its incarceration policy and its introduction of the modern parole. Reform was forced out of the policymakers because in the first half of 1990s, tightening revenues threaten the budget of correctional facilities and that the state correction facilities were then already overcrowded and still more prisoners are awaiting assignments. And so, one of the first acts as governor of the former Governor George Pataki was to loosen laws on minor repeat offenders in order to help decrease prison population and help ease the pressure on the correction system. (Clear, Cole and Reisig 15) Then the state legislature amended and relaxed the so-called Rockefeller Drug Laws, which made New York one of the strictest states when it came to polici ng drug offenders. Indeed, starting the latter half of the 1990s onwards, the prison commitments steadily dropped prompting the state to close some prison facilities and save millions of taxpayers’ money. The New York experience highlighted the requirement of effective prison policy – one that is characterized by a set of graduated options that can be tailored to specific situations. This led New York policymakers and criminal justice planners to one of its new policies - the use of a variety of alternative sentencing mechanisms, which include: residential community corrections; community service and alternatives to corrections; and, probation. (Mumpower and Ilchman 544) All these alternatives are considered to be less punitive and incapacitative than state prison, but in graduated degrees. Changes in law enforcement policies included the police making fewer

Principles of Marketing Management - Assignment 2

Principles of Marketing Management - 2 - Assignment Example The plan will cover different external as well as internal environmental analysis of the company for the purpose of having long term sustainability in the market and attain a better competitive position. Ikea Estates is a sister concern of Inter IKEA Holding. The company operates in a decentralised manner in which each division of the company owns its own responsibilities. In addition to this, different business lines and operations are handled by their own managements. In this context, Ikea Estates is a separate and independent concern under the flagship of Inter IKEA Holding. This division of the group deals in real estate properties like housing. The prime quest of this division is to create long term value for the division as well as entire group with the help of making investments in properties. In addition to this, the overall operations of the organisation includes the development of new properties, land banking and undertaking of the active management the portfolio of properties that can be proved quite efficient to retrieve maximum amount of returns from the investments (Property Division 2013). Ikea Estates was recognised as a separate division of the entire group in the year 1990, when housing and real estate market was on boom phase. This division of the country is quite expended and geographically diversified. There are 8 different European countries in which, the company has registered its footprint quite intensively. These countries are Spain, the Netherlands, the UK, Poland, Latvia, Belgium, Romania, and Lithuania ((Property Division 2013). The company is well known for its factory built housing schemes offered to the customers after the recent financial crisis. The concept of wood cladded and wonky roofed houses emerged by the company was exceptional and proved as one of the most successful business ideas after the recent financial crisis that has made the perception of people regarding real estate as an investment

Collaborative working between primary and secondary care in community Essay

Collaborative working between primary and secondary care in community mental health - Essay Example The National Service Framework acknowledges the growing mental health needs of the adult population in the community and the alarming rise of mental health problems in the population. The commonest problems have been recognised to be anxiety and depression; however, psychotic illnesses such as schizophrenia and manic depression are also not uncommon. Although there had been a service provision for these individuals for specialist mental health care units, unfortunately that did not serve well, and most these patients would be cared by the general practitioner or the primary care team, since most of these patients prefer care by the primary care team. If a specialist care team provides support to these patients while the care continued to be provided by the GPs and the primary team, it was contemplated, given the proportions of referrals to the specialist services, that an integrated care provision involving collaboration between care teams would best serve the purpose. However, it was soon evident that the problem of mental health care was not just specialist or primary treatment alone. It has social service implications since during the psychiatric or medical ca re, these patients needed support in terms of housing, employment, and training. There were problems with medication compliance, immediate crisis management facilities, continuous follow-up and earliest interventions, social support, and dual diagnosis. These problems would need the involvement of specialist community team including social care, but they cannot function effectively without the help from the primary care teams. While this paints the ideal picture, the reality must be different, since reviews still indicate that there are gaps in care provision in the mental health sector. Therefore, only evidence from literature can indicate the areas of the gaps, their reasons, and ways to avoid them so this framework can work most

Technology in Classrooms Essay Example for Free

Technology in Classrooms Essay Tablets. Smartphones. Smartboards. The biggest issue society will have to face in the near future is effectively incorporating technology into public schools. There is a mass of new equipment being thrown haphazardly into classrooms. But do teachers know how best to use it, or are they left drowning, trying to determine how to avoid the increased number of student distractions that inevitably accompany it? This is the newest challenge. How much is too much? Technology has the potential to revolutionize the classroom if used correctly, but it could also be severely detrimental to the education of our students. Initially, the most difficult part is discovering all of the possible uses for the new equipment. A tablet, for instance, is usually used for playing games, checking email, and using social media. For some subjects, it is easier to relate these uses productively to the curriculum than it is for others. A common example is English versus math. In an English class, a tablet can be used for projects, researching information, working collaboratively with other students via email, social media, or both. In a math class, this same tablet appears to be more of a hindrance than a help. Typing math symbols is more effort than it’s worth, games always seem more interesting than learning the lesson, and there aren’t usually research projects about algebra. Despite these obvious barriers however, tablets can actually become a useful tool in all classrooms. There are many apps that can aide in learning, and more are being created every day. â€Å"Factor Factory†, â€Å"Picturing Fractions†, and â€Å"Khan Academy† can all be helpful in a math classroom, especially on a review day. Khan Academy is especially useful for students, as it has coherent lessons for several different subjects, and many levels within each. There are apps for teachers as well, including some for monitoring students’ progress and aides for planning lessons. All in all, having tablets in the classroom for student use can be exceedingly beneficial. What about smartphones? Many students carry an iphone, an Android, or some similar device with them daily. How can they be used in the classroom? Several teachers choose not to deal with them at all because they can be such a distraction. Texting, checking social media websites, and playing games can interfere with learning, so these teachers practice â€Å"phone surrender†, requiring students to place their phone in a designated container at the beginning of class each day and only retrieve them at the very end. While this does seem to help students focus, there must be a way to use the phones productively instead. The same apps convenient for tablets are also available for smartphones, so students can make use of online flashcards for studying, or watch video tutorials. Some students can text faster than they can write, so taking notes on a smartphone could be potentially easier. If a student misses class and needs to copy that day’s notes, the camera feature can come in very handy. These phones can even record a lecture, eliminating the need for the old fashioned tape recorder still used by some college students. This recording can then be easily shared with the class for those who are auditory learners. Instead of fleeing from these handy little devices, perhaps it would be better to embrace them in classrooms. Finally, there are new tools for the teachers. Just as document cameras eliminated the necessity for the overhead projector, smartboards are becoming more and more common replacements for the document camera. Not so long ago, a whiteboard that doubled as a touch-screen computer was completely out of the question. They seemed like some technology to be acquired in the far distant future, akin to flying cars and teleportation machines. Now, they’re quickly working their way into classrooms, and it’s time to consider how to practically apply them. Not all teachers have a class set of tablets or laptops at their disposal, but a smartboard is a good alternative. These interactive whiteboards can be used in many ways. First, they eliminate the need to scan notes onto the computer; with a smartboard, notes can be immediately saved to a folder on the desktop. This means no more scanners required in classrooms, as well as less hassle for teachers. Next, they can be used for lectures. The ability to switch between webpages and program windows with just a tap is priceless. Teachers are now able to switch over to an interactive visual on a website, then back to the notes, and then over to a short video, all without ever leaving the front of the classroom, and students can do the same while giving presentations. Allowing students to work examples on the board has always enhanced learning, and now these tactile learners can interact with problems even easier. In a physics class, projectile motion can be easily demonstrated on the whiteboard by switching to an internet window with a simulator and adjusting variables such as height, weight, and velocity to see the effects on distance and time. No more confusing diagrams drawn by non-artistic physics majors! A geometry class could also discover 3D shapes more easily this way. The possibilities are endless. It just takes a little exploring to discover everything these interactive whiteboards can do for us, and that is a task the teachers are going to have to tackle soon. Technology is everywhere, and upcoming generations will be more immersed in it than ever. In the next decade or two, it is time to embrace it in schools. So many students could be benefitting from it if teachers would keep an open mind instead of becoming overwhelmed by the onslaught of new programs and equipment they find themselves trying to adapt to. Education is such an important topic because these students will one day grow up to lead the country. The teacher’s job is to provide them with the best education possible to prepare them for the challenges they will face as adults in their lives and careers.

Reflection On ICT Eduction

Reflection On ICT Eduction Literacy is the learning to read and write proficiently while digital literacy is the ability to use different digital tools for learning in young children (Kazakoff, 2012; Green et al, 2006). Digital storytelling is more effective to children’s learning rather than the traditional way as it can support the current trends in teaching and learning. Through this rationale, it can be seen that the child’s writing skill and comprehension improved as she had fun through the process of creating the digital story. This rationale also discussed the implication of Information and Communication Technologies (ICT) in the early years setting, the planning and the usage of digital story in the early years setting with the supports of policies, theories and curriculums that can develop children’s literacy, communication and language skills. ICT can be defined as anything that enable us to receive information, to interact with each other or to bring impact on the environment using electronic or digital device (Bolstad, 2004). There are many devices and equipment that can be use in an early years setting to encourage the usage of ICT such as cameras, computers, programmable toys and many more. ICT had brought an impact to the children learning and development, remarkably in their literacy development as children nowadays are living in a challenging and advance environment (Roney, 2008). Children should be provided with opportunities, for instance, through creating digital stories to develop ‘technological literacy’ to ensure their activeness and competence in their environment (Shah and Godiyal, 2000). Significantly in the Early Years Foundation Stage (EYFS), involving technology in children’s learning and development can support the progression of the children and also achieving the learning goals (Df E, 2012a). The synthesis report by Hatherly et al (2010) had shown the positive implication of ICTs for children’s literacy development. The report stated that children’s activities that are based on ICTs could develop children’s literacy, language and communication skill. Other than that, the use of ICTs can motivate children to speak and engage themselves in conversation and to tell and share their experiences through various ways, for example, through digital story-telling that would facilitate children’s literacy development. Through observation, I chose a child who love to draw because I wanted to develop her literacy skill by supporting her through her interest in drawing using story-telling as making connection with drawing to writing can allow children to understand how writing can relate to their images and also their visual imagery (NYSUT, 2008). Before I started doing anything with the child, I asked for the willingness of the child to participate in this assignment as her opinions and views are to be considered first according to UNCRC Article 12 (UNICEF, n.d). I met her parents where we discussed about the resource plan and how this will help her learning and development. The discussion lead me to the understanding that the child was not exposed much to electronic devices at home. However, they allowed me to work with their child and also agreed in helping the child to familiarise herself with the device after the discussion. I understand that this could be advantageous for the child’s lea rning as involving parents in children’s education can bring many benefits including improvements in children’s educational achievement and also increasing parents’ confidence in helping their child at home (DCSF, 2008). Through the discussion also, I decided to make the resource with tablet and audio recorder as it will allow the child to navigate the device better than by operating a mouse that might be hard for new learners (Pierangelo and Giuliani, 2008). I started telling different types of stories to give the child a better understanding on how a story should be. Telling stories to children can enhance their language learning by introducing them to different languages and narrative styles such as the stories’ prologue, climax and epilogue (Whitehead, 2010). I gave the child the freedom to choose what kind of story she wanted to write and we both agreed on writing an imaginary story inspired by the movie ‘Frozen’ according to the child’s interest as practitioners should support children to write about things that interest them (DfE, 2012a). She was able to start planning her story without much difficulties but she faced problem in using the tablet. At the beginning, the child had a hard time trying to use the application in the tablet but I did not help her immediately. I gave her the time to explore the device herself and after a few trial and error and some guidance, she managed to navigate the device suc cessful. As accordance to the Montessori Method ‘control of error’, children learning from their mistake themselves can help them to develop a skill and knowledge more proficiently as their confidence and self-esteem increased (Lawrence, 1998). Throughout the process of illustrating the story, I took up the role as a facilitator. When the child had difficulties in continuing the story, I used open ended question like â€Å"What should you say if someone gave you something?† and â€Å"How did the girl felt?† According to Piaget, the role of an educator is to aid the children to come to their own understanding and asking questions instead of telling the answers and this could improve children’s comprehension and vocabulary (Chamberlin, 2014; Teachnology Inc, n,d). The child wanted to incorporate fantasy element in her story where the snowman has the ability to talk and I strongly agreed. Encouraging children’s imagination can develop their social skills and improve their confidence in learning or acquiring literacy skill (The Reader’s Digest Association, 2014). I started to involve myself more in the making of digital story when the child started to write text on each drawing as practitioners should â€Å"support and scaffold individual children’s writing as opportunities arise† (DfE, 2012a:31). I wanted to know the child’s writing skill so that I can support her to reach her maximum potential in literacy within her Zone of Proximal Development (ZPD). ZPD refers to the distance between what a child can do independently and what they could potentially do with the support of more knowledgeable adults and peers (Tools of the Mind, 2014). For example, I provided the child with short stories and few words’ flashcards related to her story that she can use. From the few options, she was able to choose which words she wanted to use, for instance, the word ‘build’ instead of ‘make’. There were a few spelling error where she invented herself through the sounds of the words but I encourage the chil d to continue without correcting her because children’s invented spelling can reflects their attempts in connecting the relationships of language’s sounds to the alphabetic system (Whitehead, 2010). I could see the child’s confidence in writing increased when she write without looking hesitant. Through this, I realised the child is developing positively in literacy as the child’s writing skill matched the early learning goals in EYFS where she could write simple sentences that can be read and could spell some words correctly and some phonetically reasonable (DfE, 2012b). Subsequently, I put all her completed drawings together using PowerPoint because it is an easy and accessible software where users can create and design their slides without much difficulties and it is suitable for new learners (Boundless, n.d). The child was very excited as it was her first time seeing a story in a digital form, moreover, she was involved in creating it. PowerPoint has the function where the child can easily choose the animation/effect that allowed her to portray her story better. For example, the child chose the curtain opening effect to display the starting of her story. The software effects that are used in a digital story enable children to link their story effectively and demonstrate understanding of their own story where children get to improve their reading comprehension (Vogel, 2007). Through the attractive and interactive way of presenting the story telling using the effects, I believe it will support the child’s literacy learning through the linking of words to image as according to Bruner, children from the age 1-6 years in his second mode of representation, iconic, the information that children had learned is stored in the form of images (McLeod, 2008). I also chose to use voice recorder to record the child’s voice because â€Å"writing with real voice has the power to make you pay attention and understand† (Elbow, 1981:299 cited in Nilsson, 2010). Voice recording had allow the child to express things she cannot write in words (Nilsson, 2010), therefore the child felt no barrier to explore her own vocabulary and I can see this when she said words that she did not write in her story. The child wanted to put music alongside with her voice and I agreed as it will display her emotions and expressions when she was creating the story. After completing the editing, I played the slides and praised her for her great work as treating her story interesting and reread it again can show the child that her effort was worth i t (Lawrence, 1998). Reflecting on this experience, I felt that the making and the usage of this resource alongside with the theories and approaches that I followed brought a positive result in enhancing the child’s language and emergent literacies and also allowing the child to understand better about ICTs. Through reflecting, I realised I should include more children in creating the resource as the children’s collaboration could encourage the exchange of knowledge in literacy happen during the discussion and planning to create the digital story. I also understand that digital storytelling is a fun yet effective way to support children’s learning because it enable the child to create stories that interest her and expanding her scope of learning in a modernized way. Now that I understand the impact of ICT in children’s learning, I will continue to incorporate ICT in my future activities with the children but with larger group of children so that children from diverse backgroun d can also have the opportunity to experience and learn from the usage of the technology. List of References Bolstad, R. (2004) The role and potential of ICT in early childhood education. Available at: http://www.educationcounts.govt.nz/publications/ict/4983 (Accessed: 29 November 2014). Boundless (n.d) The Advantages and Disadvantages of Powerpoint. Available at: https://www.boundless.com/communications/textbooks/boundless-communications-textbook/preparing-and-using-visual-aids-16/using-powerpoint-and-alternatives-successfully-85/the-advantages-and-disadvantages-of-powerpoint-323-5654/ (Accessed: 2 December 2014). Chamberlin, J. (2014) Bringing books to life. Available at: http://www.apa.org/monitor/2012/10/books.aspx (Accessed: 29 November 2014). Department for Children, Schools and Families (DCSF) (2008) The Impact of Parental Involvement on Children’s Education. Nottingham: Crown. Department for Education (DfE) (2012a) Development Matters in the Early Years Foundation Stage. London: Crown. Department for Education (DfE) (2012b) Statutory Framework for the Early Years Foundation Stage. London: Crown. Green, S., Peterson, R., Lewis, J. (2006) ‘Language and Literacy Promotion in Early Childhood Settings: A survey of Center-Based Practices.’ Early Childhood Research and Practice, 8(1), 27-47. Hatherly, A., Ham, V., Evans, L. (2010) Effective Learning in Early Childhood Education? The Impact of the ECE ICT PL Programme: A Synthesis Report. Available at: http://www.educationcounts.govt.nz/publications/ECE/79138/1.-childrens-learning (Accessed: 30 November 2014). Kazakoff, E. (2012) Toward Defining Digital Literacy in Early Childhood. Available at: www.eetcconference.org/wp/Digital_Literacy_Early_Childhood.pdf (Accessed: 2 December 2014). Lawrence, L. (1998) Montessori Read Write. London: Ebury Press. McLeod, S. (2008) Bruner. Available at: http://www.simplypsychology.org/bruner.html (Accessed: 29 November 2014). New York State United Teachers (NYSUT) (2008) ‘How Drawing in Conjunction with Writing Contributes to Literacy.’ Journal of Best Practices in Education, 1(6), 36-43. Nilsson, M. (2010) ‘Developing Voice in Digital Storytelling through Creativity, Narrative and Multimodality.’ International Journal of Media, Technology Lifelong Learning, 6(2), 148-160. Pierangelo, R. and Giuliani, G. (2008) Teaching Students for Autism Spectrum Disorders. California: Corwin Press. Roney, J. (2008) Digital Story Telling for Language and Culture Learning. Available at: http://www.nwp.org/cs/public/print/resource/2812 (Accessed: 29 November 2014). Shah, A. and Godiyal, S. (2000) ‘ICT in the Early Years: Balancing the risks and benefits.’ Journal of Computing in Early Childhood, 3(1), 15-30. Teachnology Inc (n.d) Piaget’s Theory on Constructivism. Available at: http://www.teach-nology.com/currenttrends/constructivism/piaget (Accessed: 29 November 2014). The Reader’s Digest Association (2014) 5 Benefits of Encouraging Your Child’s Imagination. Available at: http://www.rd.com/advice/parenting/encourage-your-childs-imagination/# (Acccesed: 30 November 2014). Tools of the Mind (2014) Zone of Proximal Development and Scaffolding. Available at: http://www.toolsofthemind.org/philosophy/scaffolding/ (Accessed: 28 November 2014). UNICEF (n.d) United Nations Convention on the Rights of the Child. Available at: http://www.unicef.org/crc/files/Rights_overview.pdf (Accessed: 27 November 2014). Vogel, J. (2007) Research Supporting Digital Storytelling. Available at: http://courseweb.lis.illinois.edu/~jevogel2/lis506/research.html (Accessed: 2 December 2014). Whitehead, M. (2010) Language and Literacy in the Early Years 0-7. 4th edn. London: SAGE Publications. 1

Comparing personnel management and HRM

Comparing personnel management and HRM Human resources must be appreciated, located and recovered, organised and managed with great care. Sound human resource management practices are necessary for retaining effective workforce. The HR function of Hilton Hotels focuses on actions that build workforce competencies and motivation that in turn positively influence their corporate strategies and gives them a competitive advantage. INTRODUCTION 2.1 Terms of reference According to some authors, Human Resource Management (HRM) is no different from personnel management and maintains that the obvious change is a relabeling process (Legge 1989, Torrington 1989). However, the new terminology may at least rid personnel management from its unfortunate welfare image and other negative connotations Sisson (1990) and thus save the ailing function from marginalisation. Some Human Resource academics argue and maintain that new labels on old bottles may have their uses even if it is only for marketing purposes. (Armstrong 1987, Guest 1989). The aim and objective of this report is to critically analyse the human resource strategies and policies of Hilton Hotels. In order to critically analyse and evaluate the human resource methods of Hilton Hotels critically, human resource management theories and models have been discussed and related to the success of Hilton Hotels The main themes for this report are General HRM overview of Hilton Hotel, learning and development, reward systems and training and development. The ways in which their strategies and policies support organisational goals have been evaluated. Recommendations have been made in areas that require improvements. 2.2 Overview of HRM Human Resource Management emerged in the 1990s.It can be traced to Drucker, McGregor and Bennis Drucker (1955) who introduced management by objectives (MBO) proposing that managers should direct employees towards a common goal through directed leadership. McGregor (1960) advocated management by integration and self control a strategy for managing people which increases motivation and pervades the whole business. Bennis (1964) introduced the idea of organisational development (OD). He argued that people have complex cognitive and social need, they respond better to collaboration and reason rather than power based on coercion and threat; and an organisation should be based on humanistic, democratic ideas, replacing the mechanistic value system of bureaucracy. Factors such as globalisation, competition and technological innovation caused the fading of personnel management. This change increased people management which addressed more strategic issues that personnel management ignored. There was therefore the need for managers to be more strategic in terms of managing their work force hence a new way of managing people strategically. Human Resource Management can be defined as the planning, acquisition and development of human resources necessary for organisational success. (Kreitner, 1995, p. 331). French (1964) expressed the importance of human resources by saying it creates organisations and make them survive and prosper. He advocated that it is the talent and skill of employees in using other materials and energy that result in the creation of useful products and services. (Braton and Gold 2003) defines HRM as a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies , programmes and practices. Human Resource Management involves five key models; The Michigan model of HRM (USA) ( Tichy, Fombrun Devanna (1982), Fombrun, Tichy Devanna 1984) The Harvard model (USA) (Beer, Spector, Lawrence, Quin Mills Walton 1984) Guests (1987) Model of HRM (UK) The Warwick model of HRM (UK) (Hendry and Pettigrew ,1990) Storeys (1992) Model of HRM (UK) (lecture notes) 2.3 Background Hilton Hotels Corporation is recognized around the world as a pre-eminent lodging hospitality company, offering guests and customers the finest accommodations, services, amenities and value for business or leisure. The Hilton brand has, for more than 80 years, been synonymous with excellence in the hospitality industry. Hilton is able to offer guests the widest possible variety of hotel experiences, including city center hotels, convention properties, all-suite hotels, extended stay, mid-priced focused service, destination resorts, vacation ownership and airport hotels. (Hilton webpage ). Hilton Hotels was founded in 1919 by Conrad Hilton. Hilton has 2,645 hotels offering over 485,000 rooms to the general public. Currently Hilton employs 135,000 members worldwide. Positions at Hilton range from receptionists to general managers to CEOs. The company manages property holdings under different names around the globe. These include Hilton Hotels, Conrad Hotels and Hampton Inn and Suites. METHODS 3.1 Data collection methods The data used in this research has been obtained mainly from secondary sources. Hiltons corporate website, independent websites, online journals and text books have been used. These sources gave insight into Hiltons human resource management strategies. Text books helped link HRM theory to the practices of Hilton. 3.2 Issues and challenges The first challenge encountered by the group was deciding on which organisation to choose. Several organisations came up but eventually we decided on Hilton Hotels because they had a very attractive website with a lot of information we needed to complete the report. There was also the challenge that comes with working in a group. The Elevator graduate scheme for this year has been postponed. This made it impossible for us to gather adequate information in that section for the report. There were also problems accessing information for the other graduate schemes because such information is only made available during recruitment times. There was the issue of time constraints for the report due to other assignments due in the same week. RESULTS 4.1 Business strategies Traditionally, the firm had focused on place, product and promotion, by establishing the finest hotels in the most attractive, convenient and sometimes expensive places in the world. In the new millennium, particularly after the attacks on September 11th, Hilton has gone after the mid-priced client and the more affluent lodging clientele. The Hilton hotels focuses on the brand identity and quality, structural growth, brand equity, operational efficiencies and 100% customer satisfaction guarantee when it comes to their business strategies. In 2006 a new strategy that boosted the hotels profits was to maintain management contracts rather than full ownerships. Another business strategy of the Hilton hotels was to ensure to keep up to the promises of all the connectivity demands of the Hilton guests. This was done in May 2009 as Hilton hotels connected with BT (British Telecom) and ensured high speed internet usage in 60 Hiltons across United Kingdom and Ireland. This strategy ensured Hiltons commitment to extra ordinary levels of customer services (Wolf G.M. Neumann, Area president UK). Hilton opened midsized hotel segments to mark 20 years of award winning leadership in 2004. Hiltons started carrying out 20% reductions in carbon dioxide emissions, waste output and energy consumption, 10% reduction in water consumption t o prove themselves as environment and customer friendly. 4.2 HR Strategies Goals and Missions The Hiltons want to establish themselves as a world premium choice of hotels and want Hilton to be a brand inclusive of everything. It wants to boost its international connections and mark many locations as Hilton. Hilton hotels want to operate the business in a way that provides for current needs as well as allowing future generations to meet their own needs. Hilton hotels set their annual goals based on the prior years actual results and performance. At the end of the calendar year a hotel must have achieved their goals in each of the Key Performance Indicators of the Balanced Scorecard, the Hilton award winning performance measurement system.   The Key Performance Indicators are   Operational Effectiveness,   Revenue Maximization,   Brand Management,   Loyalty, and   Learning Growth.   Their mission is To be the first choice of the worlds travelers, building on the rich heritage and strength of our brands by: Consistently delighting our customers Investing in our team members Delivering innovative products and services Expanding our family of brands Continuously improving performance in our balanced scorecard (Hilton hotels corporation). The objective of Hilton is to matain a high standard in HRM and to create a business culture which everyone can grow and develop their careers. Giving themselves a 10 year time frame, Hilton is looking to add another 1000 properties to its international decision. They intend to move into areas such as Russia where they have never been before. HR strategy involves a central philosophy of the way that people in the organisation are managed and the translation of this into personnel policies and practices.It requires personnel policies and practices to be integrated so that they make a coherent whole and also that this is integrated with the business or organisational strategy. Hilton offers comprehensive HR support for managed properties. This support includes but is not limited to all of the following areas: full review of HR systems and standards to ensure corporate and governmental compliance, compensation administration, team member relations, risk management, professional education and training, HR information systems, in-house benefits support, legal and labour compliance, HR communications and workforce planning and analysis. Our HR team is dedicated to the pursuit of excellence in every area of team member loyalty and support. Hilton follows different approaches to manage HR(Hilton webpage). Ethnocentric approach: In which central values and business practices of home country are prelevant. The criteria for valuation and control are ascertained centrally from the headquarters. Polycentric approach: In this, under the supervision of local managers, subsidiaries are developed in each every country which results in little communication between headquarters and subsidiary. Geocentric approach: it tries to involve more integration between centre and subsidiaries to ensure close co-operation between the different parts of the chain, and implement both universal and local standards for evaluation and control. (Johnson 2003). 4.3 Overview of Hilton HR practices Successful organizations keep people issues at the fore front of their thinking and at the core of their decision making and planning. At Hilton hotel they believe Only those who feel valued can truly add value. This is the ethos behind every decision they make. A highly successful organization is one that has a unique organizational culture. Hill Jones (2001) described organizational culture as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. At Hilton, There is a culture of support and sense of belonging that all workers of the Hilton family of hotels are made to feel at the work place. On their careers at Hilton page, emphasis has been laid on the fact that, recruits will be part of a growing company and a special family that is dedicated to a positive, productive and diverse working environment. Management looks forward to the special skills that individuals will bring to the job and at the same time, they have made an assurance that they are committed to the success and growth of their workforce. This implies that, they have in place a very good employer employee relationship at a strategic and operational level which creates job satisfaction ( see appendix A).The word family has been used considerably in their site. And if you join us, what should you expect from Hilton Hotels? Yes, you should expect to work hard, but above all you should expect to be treated as an individual, be rewarded for good performance and giving the little extra touches to our customers those Hilton Moments and, of course, enjoy your time with the Hilton family. So whether you are a seasoned professional or just starting out in this very diverse industry we would be delighted to welcome you to our family. (Hilton Hotel website). It clearly employs that there is an atmosphere of collectiveness of the workforce and a feeling of belongingness which does not only benefit the workforce but the organisation as a whole and effect contribute to satisfactory productivity, motivation and morale. It is therefore not surprising that they have one of the most enviable records of consistent international growth. Their work force is also referred to as team members. Team consists of individuals with different skills, knowledge, ideas and capabilities drawn from different background to execute a particular task. (Stuster 1996). Hayes (2002) suggests that a team is unlikely to function well unless its members are able to communicate effectively with one another and unless it is able to get over the interpersonal problems and conflicts which arise between individuals. Referring to the workforce as team members implies there is effective communication, engagement and also the influence of one another among employees and management, which enhances their performance. Engagement can be seen as ultimately about performance, because harnessing the discretionary effort of people does improve performance. If individuals are performing at their top potential, then it makes sense that teams, divisions, departments and organizations will work more effectively. Customers will receive better service, efficiency will improve, waste will be reduced, and overall performance will be enhanced (LGA, 2009:1). Hiltons HR team is dedicated to the persuit of excellence in every area of team member loyalty and support. 4.4 Training and Development The continuous learning and development of individuals are of crucial and strategic importance to organisations and thereby also to the overall economy. Organisational approaches vary greatly, but organisations that demonstrate a high commitment to HRM policies include as part of this commitment extensive training learning and development enabling them to achieve superior performance through their people. (Beardwell 2007:263). Hilton relates the success of their business to the skills, energy, initiative and commitment of their employees and team members. There is constant review of benefits available to employees to make sure they are competitive and can attract and retain the best people. (CSR Report 2005). Esprit is a Human Resource Management Programme based on Hiltons brand service standards which are truly extraordinary, focuses on courtesy, communication and guest satisfaction. Esprit helps employees develop their skills through ongoing monthly reviews, evaluation, certificates, and rewards for improving their knowledge and skills. This leads to higher employee satisfaction, higher standards of guest service and higher revenue and profits. With such great employee satisfaction Hilton International is able to recruit and retain the best in the industry and maintain high standards of people management (David LeMan, Regional Director of Human Resources Arabian Peninsula).(Hilton annual report 2002). With this approach to human capital investment and development, Esprit sets Hilton apart. It is therefore not surprising they have the worlds best hotel brand. Esprit focuses on the four Hilton core values expressed in its training manual; Customer to know who our customers are and provide them with the product and service they want. Quality that the customer is provided with an exceptional product by exceptional staff in terms of service and flexibility. People to work together and enjoy being part of a team and pulling together to provide excellent service. Profit to ensure that sales are maximized in answering the customers needs and that costs are controlled without compromising quality. (Hilton webpage) Hilton has a history of promoting from within the company. They provide opportunities for personal and professional development. Hilton believes that with their mission of becoming the preeminent global hospitality company the first choice of guests, team members and owners alike, they can only achieve this by constantly developing their workforce so that they can keep in tune with trends and developments in the hospitality industry. Hilton University is a worldwide award winning online portal available for team members to learn, train and develop. With more than 700 courses to choose from, employees can discover the best way to welcome guests, manage their time or coach a team of co-workers. This is available in different languages and a wide range of subjects (700 courses) to offer learning opportunities for staff in order for them to develop their skills on the job. It ranges from management skills, personal development courses, learning a language or financial training covering a range of skills for the hotel industry, from operational and technical to finance and general management. (Treven 2001; Johnson, 2003; Data monitor 2004; Brochure) It is a great way for staff to learn because it has been designed to help individuals learn at their own pace. It can be accessed from the hotel or office and even away from work. There are also virtual classroom sessions where staff can learn alongside other team members. Over 10,000 Hilton employees around the world have completed more than 80,000 courses at Hilton University since its inception (CSR Report 2005). This is a clear indication that a large number of employees take active part in the development programmes (appendix B). People are the only source of differentiation and sustainable competitive advantage. Essential to that is learning. Hence the director general for the IDP claimed that staff management and development will become the primary weapon available to managers to generate success (Rena, 200) cited in (Beardwell 2007: 263). The continuous learning and development of individuals are, therefore, of crucial and strategic importance to organisations and thereby also to the overall economy. (Beardwell 2007:263). Hilton has recognised the fact that majority of its team members are not English speakers. In 2003, the company gave 200 people the opportunity to improve upon their English by assessing an on line programme called Global English. This has benefited those employees involved. Most of those who had the opportunity of taking part are form developing and under-developed countries that did not have access to formal education which is often taken for granted in the West. (Brochure; Article, 200 2; Cushing, 2004). Elevator and premier class are also forms of training and development programs at Hilton (Appendix C for requirements). The aim of elevator is to develop a group of talented, internationally mobile people and fast track them to General Management positions within 5-8 years of starting the Program. It entails an initial 18 month training that consists of two international nine month placement. It is a combination of operational, all-round experience working in the 4 main areas of hotel business operations namely Business, development, Human resources and finance. There is also off the job training and business driven projects to complete. During elevator, progress is constantly assessed to make individuals know how well they are developing. Participants take part in four residential courses during the period. They will also have access to Hilton University the online learning and development tool to make use of their online business library. The elevator programme helped Hilton win the Best Development Program for Young Employees award at the 2005 World wide Hospitality Awards. Premier class is a nine month management and development program for employees aspiring to be department heads within the business. It focuses on key management skills needed to drive personnel and business performance in their hotel. Topics covered in this program include managing people and improving quality. We live in a changing world, new ideas and approaches emerge every day. Problems arise that need new solutions. This means constantly learning to keep up with the rapid change in the business environment. Hiltons learning culture acts as a source of job motivation and job satisfaction for employees which in the long run benefits the organization. 4.5 Performance Management and Reward Systems An organisations reward strategy is perhaps the area which, for employees provides the biggest bridge between rhetoric and reality. It is not only an essential tool in terms of retention, motivation and recruitment, it is an opportunity to demonstrate the culture of the organisation in a way that has real impact on employees. (Briscoe 1995; DAnnunzio-Green, 1997). Hilton believes there is the need to recognize and reward deserving and outstanding employees for their hard work and success. Employee benefit package is made up of a wide variety of features depending on the division and grade of the employee. Equilibrium is a worldwide quality initiative developed by Hilton. The aim is to ensure that individual guest needs are met and because Service quality is central to this, Esprit has been developed to embrace the key principles of employee recognition, respect and reward. HILTON INTERNATIONAL ESPRIT CLUB Only those that feel value can truly add value (Hilton hotel website) Human beings are diverse and complex and have different needs at a particular time. Therefore what satisfy one person will differ from another and also how a person is motivated depends on the needs, motive or drive of the individual. (BuchananHuzynski, 2004). Esprit encompasses a series of competitive training and development initiatives and a rewards program that gives colleagues a choice of benefits. Employees automatically become members of the Esprit club after completion of the training program. Employees are encouraged to create Hilton moments. The reward for this is Star points, bonds or certificates the currency for Esprit. This can be earned through Hilton as rewards for achievement and great guest service. The star points can be redeemed through a range of benefits. Examples are discounted hotel accommodation and food and beverage, health club membership, special rates on flights and car rental and mobile phones. Other reward systems include the the bright idea award, employee of the year or month award. Employees can also be nominated to representatives of the Hilton exchange committee, a forum where team members share ideas with the management to improve the hotel. In addition to the basic pay and remuneration received by employees, additional features are made available such as corporate discounts on hospitality services and travel. 4.6 Recruitment and Selection According to Armstrong (2005) organizations require employees with the right skills to ensure and sustain competitive advantage. Hilton believes that although year after year independent research confirm that they are the worlds most powerful hotel brand operating over 2800 hotels worldwide in more than 80 countries, in order for them to remain number one, they need to attract and develop the right people to be regarded as an employer of choice. Hilton relies heavily on the internet to advertise for candidates. They use websites like CatererGlobal.com, Milkround.co.uk, jorapido.co.uk and their own corporate website careersathilton.com. Occasionally they advertise in their annual brochures. Beardwell (2007) described outsourcing as a distinct business function from inside the business to an external third party. He goes on to say that outsourcing has become more and more common. Hilton receives over 1 million resumes annually. The company was therefore faced with the challenge of streamlining the hiring process in order for them to effectively assess viable candidates from among hundreds of applicants for specific positions. There was also the issue of administration being burdened with huge paper applications. Hilton deployed Oracles PeopleSoft Enterprise Human Capital Management Suite as Hiltons HR system of record worldwide, improving productivity, efficiency, and flow of critical data. (Oracle web site). This move helped them manage over 1.5million resumes annually, reduced administrative cost and burden, and helped to eliminate the paper based recruiting process enabling candidates to apply online. One of the ways in which they achieve this is through their award winning fast track graduate development Elevator program. THE ELEVATOR SCHEME The elevator scheme comprises of four stages selection process Stage 1- Application form: an on-line application form will have to be filled at this stage. Information such as personal details, education and work experience will be required. Based on this form, you may be invited to progress to Stage 2 of the process. Stage 2 Analytical reasoning tests: The applicant will have to go through a number of tests to assess his or her verbal and numerical reasoning ability. Based on the results at this stage, the applicant will be invited to complete Stage 3. Stage 3 Psychometric tests: This stage entails a series of tests that measure the applicants values and preferences. Successful applicants will progress to the next stage. Stage 4 Assessment Centre: At this stage, successful applicants will be accessed as in depth on several competencies. Only those who qualify will be offered a place on the elevator program. (Hilton.co.uk 28/11/09). 4.7 Managing the Employment Relationship . Beardwell (2007) described the employment relationship as containing an economic component, the exchange of work for payment but also includes a sociological dimension centred by power and authority. Hilton Hotels have their own in house team of attorneys and paralegals that provide various forms of legal support to their hotel management teams. Management of Hilton Hotels believes it is their responsibility to provide their employees with training in employment law, antitrust, privacy and ethics. Legal support is also provided in areas such as hotel operations and resources which include online answers to frequently asked questions and periodic newsletters. A prewritten specialized form of agreement is made upon employment between employee and management .This is made up of pay, working hours, holidays, and notes on grievance and disciplinary procedures. Hilton has available a panel of qualified counsel that help manage both insured and uninsured litigation. They respond to government subpoenas like wage garnishments and other legal orders made by the government. Hilton has a principle of equal opportunities based on merit. No employee or job applicant should receive less favor on the grounds of sex, religion, age, nationality, race, disability, marital status, or disability. Hilton strives to meet high ethical standards. They abide by the provision of Universal Declaration of Human Rights. Being a global hospitality and leisure company means Hilton operates in different communities and employs people with different cultures thus the workforce will be diverse. Having an equal opportunity policy works to the advantage of Hilton. This will ensure fair treatment of employees and the avoidance of discrimination. Hilton operates a whistle blowing policy which allows employees to bring acts of discrimination to the attention of senior management. Health and safety throughout operations is practiced for the entire workforce. A culture of risk management to ensure accidents and incidents is kept as low as possible. 4.8 Employment Involvement Hilton stresses much on employee involvement at all levels of the organization. For example, during the graduate development schemes, participants are assessed based on real life situations. Hilton outsourced giving Susan H.Lickert Hospitality Consulting Group (SHL) the responsibility of handling the assessment centre aspect of the recruitment process. SHL designed the process to take the form of a real hotel day to day experience. Candidates are given roles like receiving guests, taking orders etc and are assessed on their performance. This offers a true picture of the high demands in the industry that the selected candidates will go through. This level of training candidates go through prepares them for any situation they are likely to encounter when they take up their roles in the company. It also helps managers to know whether they are progressing the right and the expected way. It is not surprising Hilton has committed and talented managers in their hotels worldwide. Hiltons goa ls and values are embraced from the very beginning by the trainees and this leads to them performing as a team rather than at the individual level. With the SPARK Management program, employees are assigned senior management mentors who support and encourage them to get involved with projects and activities in the company. Employees are also invited to create career development review of what they have learned and what they hope to achieve in terms of career development within their respective departments. 5.1 HORIZONTAL INTEGRATION Whichever major city one finds him or herself there is a big chance of coming across a Hilton Hotel. Hiltons rapid expansion globally, example in the UK was based on the acquisition of competitor hotel chains like Statis. One of their strategies is gaining 1000 more properties within the next 10 years. This is linked to their HR practices. Their international expansion included the purchase of Scandinavian hotel chain Scandic. The acquired hotels are carefully evaluated to see whether their property profiles fit with the property requirements of Hilton Bran. Those that do not meet the requirements are sold. They enjoy economies of scale that lead to increased profit margins because they have the ability to leverage higher brand awareness by owning more hotels and spending more on marketing communications. They also have the opportunity of expanding operations more efficiently and quickly by gaining access to capital markets. (Bowie 2004). 5.2 VERTICAL INTEGRATION To add value, HR needs to achieve vertical integration. Hiltons business strategy, organizational culture and values impact the vertical fit. Hilton has very clear and certain strategic goals and this helps them in achieving a better vertical fit. They are able to merge their Business strategy into designing of HR practices that are compatible with their strategy. Hilton continues to demonstrate that building a satisfied and valuable workforce is not a quick-fix procedure, but an integrated approach that permeates through every aspect of the organization. Hilton tries to recognize the importance of employ

Political Parties in the United States Essay -- Papers USA Government

Political Parties in the United States When the founders of the American republic wrote the U.S. Constitution in 1787, they did not envision a role for political parties in the governmental order. Indeed, they sought through various constitutional arrangements such as separation of powers, checks and balances, and indirect election of the president by an electoral college to insulate the new republic from political parties and factions. In spite of the founders' intentions, the United States was the first nation to develop parties organized on a national basis and to transfer executive power from one faction to another via an election in 1800. THE EMERGENCE AND PERVASIVENESS OF POLITICAL PARTIES The development of political parties was closely linked to the extension of the suffrage as qualifications requiring property ownership to vote were lifted during the early 1800s. With a vastly expanded electorate, a means was required to mobilize masses of voters. Political parties became institutionalized to accomplish this essential task. Thus parties in America emerged as a part of this democratic revolution, and by the 1830s were a firmly established part of the political firmament. Today, the Republican and Democratic parties totally pervade the political process. Approximately two-thirds of Americans consider themselves either Republicans or Democrats, and even those who say that they are independents normally have partisan leanings and exhibit high levels of partisan loyalty. For example, on average 75 percent of independents who "leaned" either toward the Republicans or the Democrats voted for their preferred party's presidential candidate in the five presidential elections held between 1980 and 1996. The p... ...n of "protest" voting for third-party candidates. Gallup polls revealed that in 1992, 5 percent of Perot's voters said they would not vote for him if they thought he could win. Third parties and independent candidates also face a potentially daunting postelection problem in the event they are successful in winning the presidency. This, of course, is the problem of governing — staffing an administration and then working with a Congress dominated by Republicans and Democrats who would have only limited incentives to cooperate with a non-major-party president. John F. Bibby is a professor of political science at the University of Wisconsin, Milwaukee, and is the former chairman of the American Political Science Association's political parties subfield. An authority on U.S. politics and government, Bibby has authored Politics, Parties, and Elections in America. Political Parties in the United States Essay -- Papers USA Government Political Parties in the United States When the founders of the American republic wrote the U.S. Constitution in 1787, they did not envision a role for political parties in the governmental order. Indeed, they sought through various constitutional arrangements such as separation of powers, checks and balances, and indirect election of the president by an electoral college to insulate the new republic from political parties and factions. In spite of the founders' intentions, the United States was the first nation to develop parties organized on a national basis and to transfer executive power from one faction to another via an election in 1800. THE EMERGENCE AND PERVASIVENESS OF POLITICAL PARTIES The development of political parties was closely linked to the extension of the suffrage as qualifications requiring property ownership to vote were lifted during the early 1800s. With a vastly expanded electorate, a means was required to mobilize masses of voters. Political parties became institutionalized to accomplish this essential task. Thus parties in America emerged as a part of this democratic revolution, and by the 1830s were a firmly established part of the political firmament. Today, the Republican and Democratic parties totally pervade the political process. Approximately two-thirds of Americans consider themselves either Republicans or Democrats, and even those who say that they are independents normally have partisan leanings and exhibit high levels of partisan loyalty. For example, on average 75 percent of independents who "leaned" either toward the Republicans or the Democrats voted for their preferred party's presidential candidate in the five presidential elections held between 1980 and 1996. The p... ...n of "protest" voting for third-party candidates. Gallup polls revealed that in 1992, 5 percent of Perot's voters said they would not vote for him if they thought he could win. Third parties and independent candidates also face a potentially daunting postelection problem in the event they are successful in winning the presidency. This, of course, is the problem of governing — staffing an administration and then working with a Congress dominated by Republicans and Democrats who would have only limited incentives to cooperate with a non-major-party president. John F. Bibby is a professor of political science at the University of Wisconsin, Milwaukee, and is the former chairman of the American Political Science Association's political parties subfield. An authority on U.S. politics and government, Bibby has authored Politics, Parties, and Elections in America.