Case study of the hydropower development in Argentina Essay Example for Free

Case study of the hydropower development in Argentina Essay In this paper I would also discuss one more case of the hydropower regulation and assessment. The next country to be discussed is Argentina. This country also possesses considerable hydropower potential. It has been estimated that the country has the potential of production of 169,000 GWh/year . Argentina relies in its future development on hydropower as a source of energy. That’s why its scientists resort to close examination of various aspects of hydropower development and impact on environment and society. Great emphasis is also placed on the financial aspect of hydropower development and legal regulation of hydroelectric plants and dams construction. Therefore, Argentina greatly relies on sustainable development, which can be defined as â€Å"the process which meets the needs of the present without compromising the ability of future generations to meet their own needs† . Sustainable development of the hydropower potential of the country requires deep consideration and cooperation of three basic components economic growth, environmental security and social justice . There are several acts, which serve the legal basis of the hydropower development in Argentina. One of the most important of them is The Electricity Regulatory Framework Law, which implemented the National Electricity Regulatory Commission (ENRE). ENRE is an independent item, which operates within the framework of the Secretariat of State for Energy. The latter in its turn creates the regulations, which control the work of the electricity industry . The Energy Secretariat (SENER) is the legislative component, which is responsible for the energy policy implementation. Within its frame this legislative body has one more component, the National Electricity Regulator (ENRE), which is responsible for actual application of the regulatory framework stated in the Law 26,046 of 1991 . ENRE is responsible for regulation and supervision of whole energy sector under federal control, while the other utilities are regulated by provincial regulators. The other important regulatory body of the energy sector is CAMMESA (Compania Administradora del Mercado Mayorista Electrico), which supervises whole wholesale electricity market through establishing the price of electricity, operating the electricity system and the controlling the commercial transactions in the electricity market Very important role in the energy sector of Argentina is given to the Electric Power Federal Council (CFEE), which was established in 1960 and currently plays the role of the administrator of the Funds, which given to special electricity operations. CFEF also performs consulting function of the National and the Provincial Governments regarding the power industry, new projects and researches, public and private energy services, and electricity tariffs and prices as well as changes in the legislative base of the power industry The National Promotion Direction (DNPROM) within the Energy Secretariat (SENER) regulates creation and implementation of programs concerning renewable energies and energy efficiency. The Secretariat for the Environment and Natural Resources (SEMARNAT) is in charge of the questions concerning environmental policy. The legal basis of Argentina concerning the energy is Law 25,019 from 1998 and Law 26,190, from 2007. Changes to this law, made in 2007, focus on the national interest in renewable energy sources in regard with the public services. The law states that within the next ten years the consumption of the energy, produced from the renewable sources, will grow up to 8 %. The other main point is that law establishes a Trust Fund, which promotes the development of the renewable energy. Hydropower is recently viewed in Argentina as a potential key source of energy. On the one hand its advantages are clearly visible: it has less negative impact on the climate change as compared with fossil fuels, it’s relatively clean and environmentally-friendly, low-cost and renewable. However, not all the researchers are so optimistic. Many of them claim that hydropower plants have a negative influence on surrounding area and society. As one more proof they point at additional expenses in case of shortfalls . Sometimes, these disadvantages are even overemphasized, which presents hydropower in the negative light, or even present it as potentially dangerous. In the process of the research I found a very interesting fact, showing that such claims for the most part come from the most unexpected source – NGOs, the primary intention of which is conservation. However, in this process they seem to completely disregard such important aspects of the country development as poverty alleviation, obtaining a valuable source of cheap energy and promotion of the safe water environment, which can be provided by hydropower plants . Environmental and Social Impact Assessment of the hydropower plants in Argentina is based on the Sustainable Guidelines of the International Hydropower Association, which focus on environmental, social and economic aspects of the hydropower plant construction and operation . In order to develop new hydropower projects in accordance with the newest ecological and social requirements, Argentina greatly relies on five key areas characterized by Dr. Kofi Annan on the World Summit on Sustainable Development in 2002. These five key areas include: water, energy, health, agriculture and biodiversity . Conclusions. So, in this paper I investigated the role of the hydropower as an alternative source of environment, associated expenses and benefits to the society. I also made a review of the history of the hydropower as a source of energy and compared it with the other sources. I made an overview of the legislative base of two countries – China and Argentina concerning hydropower energy and their potential of development of the hydropower as an alternative source of energy. References ADB, Summary Environmental and Social Impact Assessment: Nam Theun 2 Hydroelectric Project in the Lao People’s Democratic Republic. Manila: Asian Development Bank, 2004. Online. Available at: http://www. adb. org/Documents/Environment/LAO/lao-nam-theun2. pdf 30 September 2007. Advantages of Hydropower. Online. Available from: http:///www. corpsresults. us/hydro 30 September 2007. Atkins, W. , Hydropower: Impacts and Trends. Online. Available from: http:///www. waterencyclopedia. com 30 September 2007. Buckley, L. Hydropower in China: Public Participation and Energy Diversity, Online. Available from: http://www. worldwatch. org/node/5037. 30 September 2007 Becker, H. A. Social impact assessment: method and experience in Europe, North America and the developing world, London, UCL Press, 1997. BP Annual Report, 2006, Online. Available from: http:///www. bp. com 30 September 2007. Burdge, R. J. , A Community Guide to Social Impact Assessment, Middleton, USA, Social Ecology Press, 2004. China Passes Renewable Energy Law, Online. Available from: http:///www. renewableenergyaccess. com 2005. Coordinacion de Energias Renovables, Potencial de los aprovechamientos energeticos en la Republica Argentina, 2006. Devoto, A. , Hydroelectric power and development in Argentina, ENTE Nacional Regulador de la Electicidad, 2005. Graham, I. , Water Power, Austin, TX, Raintree Steck-Vaughn, 1999. Hydropower, Online. Available from: http://inhabitat. com/2006/12/01/rediscovered-wood-the-triton-sawfish/#more-1973 30 September 2007. Interorganizational Committee on Principles and Guidelines for Social Impact Assessment , 2003. Integrated Environmental and Social Impact Assessment Guidelines. Tunis: African Development Bank, 2003. Online. Available at: http://www. afdb. org/pls/portal. docs/PAGE/ADB_ADMIN_PG/DOCUMENTS/ENVIRONMENTALANDSOCIALASSESSMENTS/IESIA. PDF International Association for Impact Assessment, Online. Available from: http://www. iaia.org 30 September 2007. Kellert, S. R. , Macmillan Encyclopedia of the Environment, vol. 3. New York, Macmillan Library Reference USA, 1997. Learn about Hydroelectric Power Alternative Energy Source, Online. Available from: http://www. beyondfossilfuel. com/hydroelectric/ 30 September 2007. Petts, J. Handbook of Environmental Impact Assessment, Blackwell, Oxford, 2005. Renewabables Global Status Report. Online. Available from: http:///www. ren21. net/globalreport 30 September 2007. Rosso, A. La construccion como herramienta del crecimiento continuado. Sector electrico. Evaluacion de las inversiones necesarias para el sector electrico nacional en el mediano plazo. Camara Argentina de la Construccion, 2006. Rules of land compensation and people resettlement in medium and large hydraulic and hydroelectricity projects. State Council, 1991. Ryan, V. Advantages and Disadvantages of Hydropower, Online. Available from: http://www. technologystudent. com/energy1/hydr2. htm 30 September 2007. Summer of International dissent against Heavy Industry, Saving Iceland. Online. Available from: http:///www. savingisland. org 30 September 2007 Sadler, B. , Verocai, I. Frank Vanclay. Environmental and Social Impact. Assessment for Large Scale Dams. Middleton, WI: The Social Ecology Press, 2000 Taylor CN, Bryan CH, Goodrich CG. Social Assessment: theory, process and techniques. Middleton, WI, The Social Ecology Press, 2004. The Historic Mechanicville Hydroelectric Station, IEEE Industry Applications Magazine, Jan/Feb. 2007 Tremblay, V. , Roehm and Garneau, Greenhouse Gas Emissions Fluxes and Processes, Springer, 2005. Xiaogang, Yu Jia Jiguo. An Overview of Participatory Social Impact Assessment for Manwan Hydropower Station in Lancang River. Asian Science and Technology Institute, 2000.

Assessing The Strategic Human Resource Management Preferences Business Essay

Assessing The Strategic Human Resource Management Preferences Business Essay Number of growing organizations believes that Human Resource (HR) provides them competitive advantage. It was understood by many organizations that competitive advantage can be obtained by quality work force/employees and culture. Approach of linking Human Resource Management to Strategic objectives of an organization is called as Strategic Human Resource Management (SHRM) (Bratton and Gold, 2001). It was cited by Bratton and Gold (2001, p39) strategic management is defined as that set of managerial decisions and actions that determines the long-run performance of a corporation. Strategic HR ensures that employees/human capital of an organization contributes to its achievements with their skills and performance. Traditional HR is concerned with implementation of policies and techniques like recruitment, staffing, remuneration, assessment etc (Klabbers, University of Bergen). But linking the general HRM and the organizations strategy gives HR department more scope to enhance the abili ties of their workforce and concentrate on the vision and mission. This connection is made to improve the organization performance and develop organizational culture which in turn facilitates innovation and flexibility. Overall the key principle of Strategic HRM is to achieve organizations vision and mission. Bratton (2001) describes SHRM as a continuous process that requires constant adjustment in three major areas namely Value of Senior management, the environment and the resources available. Fig 1: Three major poles in strategic planning (Adapted from Bratton and Gold, 2001) Some authors believe that Strategic HRM is an Outcome and some believe that its a process. It was cited by Bratton and Gold (2004) that authors like Ulrich (1997) and Snell et al had different opinion on Strategic HRM. Snell et al believed that its an outcome designed to achieve sustained competitive edge through quality workforce. Ulrich (1997) also stated SHRM as an outcome of mission, vision and priorities of HR department. HR strategies are more concerned about matching the Five Ps that stimulates the employee roles for competitive strategy (Bratton and Gold, 2004, p46 and Cerdin and Ashok Som, 2003). It was cited by Cerdin and Ashok Som (2003) that Strategic HRM is identified in three levels namely Strategic, Managerial and operational level. Strategic level looks to the long term future, Managerial level looks at the mid term and the operation level looks at the short term focus. Different models and approaches were discussed in this assignment to understand the functionality o f strategic HRM and how far the organization able to implement it. Models and Approaches There are several approaches and models by which Strategic HRM can be applied but basic strategic HRM model is widely accepted by many authors, researchers and even critics as well (Kane and Palmer, 1995). This basic model is based on the external and internal environment and basic organization strategies. Fig 2 Basic Model of Strategic Human resource Management (Adapted from Kane and Palmer, 1995) Strategic HRM models demonstrate how an organization links its business strategies and HR function to achieve it goals. Though SHRM adopts resource based philosophy, there are three different models defined by authors (Bratton and Gold, 2004, p49). These models are Control based, Resource based and Integrative model. Control based approach generally deals with control of work place and direct monitoring of employee performance. According to this approach, HR strategies and management structure are used as instruments and techniques to enhance labour productivity and there by increasing profitability. Resource based approach satisfies the human capital requirements of the organization (Armstrong, 2006, p117).It was observed by Bratton and Gold (2004) that sustained competitive advantage is not achieved by external market position but careful assessment of their own skills and capabilities that competitors cannot copy. Main objective of this approach is improving resource capability and effective utilization of resources to achieve the goals set by the organization. Within this model there are three different approaches by which organization can implement strategic HRM practices (Armstrong, 2006, p117) High Performance management approach High commitment management model and High involvement management model High Performance model helps in developing several processes by which employee performance is improved and impacted. This in turn directly effects the organization growth. This model believes enhancing the employee skills and encouraging them to learn continuously. This model involves rigorous recruitment and selection procedures, learning development activities and performance management system. Kemin nutritional technologies in India adopted similar model in implementing their strategies human resource. Kemin is a manufacturer of animal feed ingredients and human food ingredients. Their head quarter is located in Des Moines, US and having operations in over eight countries. Kemin have more than 4000 employees world wide. Kemins vision is to improve quality of Life by touching half the people of the world every day with its products and services. In order to achieve this vision Kemin strategically aligned all its divisions to contribute to the vision. HR division developed strategies to improve workforce capabilities and bring quality workforce into the organization. They have made certain changes in their recruiting process that will indirectly lead them to the vision of the organization. Now their selection process is complex and specifically looks for individuals who are matching to their core values. The recruiting process involves three stages with the initial screening is made to identify the ability of the individual to adapt to the situations and show high levels of resilience. Individuals integrity is also tested during this process. This process is fallowed by the technical assessment of an individual by the concerned department and finally personal interview is done by the HR to speak about his growth in this organization, performance analysis, incentives and learning prospective. Once the strategic planning is done for the year, senior management roles out the goals and responsibilities to the concerned departments. They constantly monitor the proceedings of their departments and analyse how far they have come. For example, Customer Lab Services (CLS) come under the marketing department. This department is evolved to support the marketing department technically. All the employees in the CLS have clear job responsibilities which will contribute the organizations strategic goals. If the organizations (Kemins) strategic plan is to improve one particular product group in this year, all the employees in CLS will have their SMART (Specific, Measurable, Attainable, Realistic and Time bound) goals related to that product category. This SMART goals system is implemented by Kemin to align organizational strategy to the HR practices so that they have a competitive edge to their competitors. These goals are set during the beginning of the year and monitored regularly by the senior management/supervisors. These goals are agreed mutually with the concerned supervisor regularly and employees are committed to deliver them. Kemin in 2005 introduced 360 degree appraisal system to analyse the employee performance in the place of regular one to one appraisal system. In 360 degree feedback system, employees are asked to select colleagues, peers or supervisors to rate them in the aspects of adoptability, development, learning, team work and technical etc. Again selection of the ratters should be discussed with the employee and his/her supervisor. All the employees are encouraged to participate in team meetings, ask questions regarding the approach of the organization to achieve certain task. Employees are also encouraged to submit ideas which will lead to a new product or a new business opportunity. Employees are provided with career ladders to understand about the hierarchies and their future growth. This will enable employee to focus more and contribute to the organizational growth and there by obtaining personal benefit. Kemin also identified few employees interested in taking new job roles and provided them with horizontal promotions (Lima and Pereira, 2003). For example an employee who was found efficient in serving customers was identified and offered to serve in marketing department where the employee originally belongs to CLS (Technical). Kemins HR department also incorporated developmental goals in their regular SMART goals so that employees make an effort to develop some personal capabilities which in turn help organization or help the individual to perform the job better. Kemin regularly conduct strategic meetings with the HR personals to understand their core capabilities and competencies. Some of the key points are listed below. Finally all the employees who are leaving Kemin are interviewed in process called Exit interview (Arnold, 1995) to find out their experience with Kemin and know possible areas of improvement. A clear vision and mission Clear job description and SMART Goals Rigorous recruitment/interview process 360 degree appraisal system Developmental trainings Horizontal promotions Encouraged to learn and develop continuously Exit interviews One of the main strategic plans of Kemin is to maximise utilization of resources without increasing the cost structure. Kemin HR had built a strategy to cope up with this task. HR hired few internship students to conduct market surveys and research in different locations so that they avoid cost bared by regular employees and their time and travel expenses. These small things contributed in a big way to companys performance. All the departments worked parallel to each other to achieve the same objective saving time and money. Overall by implementing these strategies Kemins Strategic HRM function aligns with the companys objectives, vision and mission. These strategies deliver high performance environment for the employees and for the management. Kemin also provided opportunities for its employees to work globally and allowed them to participate in seminars, conferences etc where ever they were held. Kemin also made a strategy to retain employees by giving them benefits for staying lon g years. Once the employee of Kemin stays longer than 15 years he/she will join the presidents elite committee which plays a major role in taking key business decisions. The High commitment approach is defines as a focused approach which concentrates on development of career goals and trainability and commitment of employees (Armstrong, 2006, p119). Key points of this strategic approach are developing ownership where employees are given opportunity to speak and involved in decision making. The second aspect is providing clear communication to the employees about the goal they are committed to achieve (Armstrong, 2006, p279). And the initiative of this approach is to develop leadership skills. Commitment can be increased or enhanced by making leaders inside the organization. From this theory it is understood that Kemin also practiced such type of strategies to improve the commitment of the employees. Kemin provide employees with useful trainings like SALT (Strategic accounts and leadership Program) and Project Management (e.g. Stage Gate process).So it seems Kemin strategic HRM is a mix of the two approaches discussed above. The High involvement approach involves treating employees as partners in the organization. In this approach employees are given opportunity to communicate with the managers continuously about the organizations mission, vision, values and objectives. Integrative model characterized by two dimensions namely acquisition and development and the locus of control (Bratton and Gold, 2004, p53). Bratton and Gold explained that Bamberger and Meshoulam (2000) integrate two main models of SHRM. Whatever strategy or approach fallowed by organization it is the aim of the SHRM to obtain competitive advantage and achieve organization objectives. TASK TWO HRM Practices , horizontal and vertical integration Introduction Organization now concerned about their human capital and their competitive advantage. Human resource management (HRM) largely replaced the term Personnel management. Personnel management deals with managing people in the organization who contributes to the organizations performance. Human resource management can be defined as a strategic and coherent approach to the management of people. HRM operates in a coherent way to help organization perform better and achieve target. HR philosophies, strategies, policies, processes, practices and programs are the processes by which Human resource function works. Values and guidelines of principles of people management (Armstrong, 2006, p4) are described in the HR philosophies. HR strategies define the path of the HR function in achieving organizations vision. Key functions of HR department are Improve organizations effectiveness Human capital management Knowledge management Rewarding and employee relationship management All the goals and policies are made by the HR department are finally helps to improve stakeholder value by putting the customer in the first place. HR function will play a major role in creation of an environment for the employees that enable them to utilize their capabilities maximum and benefit the organization (Armstrong, 2006, p54). HR function also supports the management to achieve its vision through the people. HR function also aligns with organizations strategies to achieve vision and it can also be described as vertical integration. Concept of coherence can be described as Horizontal integration which defines developing HR employment and development policies and practices. Different theorists defined several models Human resource management. Some of the models include Matching model, Harvard frame work model and conceptual model. Matching model include four generic processes namely selection, appraisal, rewarding and development. The Harvard frame work model was developed by Beer et al of Harvard University, hence called as Harvard model. s Kemins HR function employed effective policies to serve employees and the organization with benefits. By providing benefits to the employees it is eminent that organizations performance is improved. HR function in Kemin operated in organized way by both horizontal and vertical integration. To integrate HRM successfully its is observed that people in that department should have a good idea about how HRM is different from personnel management (Cathy, 2005). Kemins vision states that Improve the quality of life and touching people, and their mission states that they provide nutritional solution to the customers by continuous improvement in their people, process and products. Every department in the company has been provided with a quality policy for which the department is committed to achieve certain tasks. Kemin HR quality policy is to provide best man power, improve organizational culture, reduce cost to the company, provide healthy and safe environment to the employees and provide c ompetitive edge to the company. Some of the key HR policies and practices adopted by Kemin are listed below. Code of Conduct Appraisal and promotions Internet and email policies Selection of employee and referral program Dress code and corporate clothing Salary increase, increments and incentives Leave and transfer policies Equal opportunities These policies make sure that HR function deliver best value to the employees. Horizontal integration of HR policies in Kemin was done with precision so that employees feel satisfied about the efforts of organization in treating them. Selection of employee was done with great importance. The interview process includes analysing the persons ability to adjust to the culture, capability to deliver job and respect the vision of the company. Salary negotiations were done in the HR interview to meet the organizations requirements. Important HR policies regarding transfer, promotions, transfers, relocation were circulated to the employees to make them aware of the organization policies and avoid any kind of confusion. It is important for the HR function in Kemin to protect and preserve companys valuable information within. The code of conduct and internet email policies serves as the protective strategies for Kemin. All the Kemin employees were asked to maintain professional relationship w ith internal and external customers and maintain the organization culture. One more basic function which was employed by Kemin was providing trainings to the employees for defined hours in a year. All the employees are eligible for the trainings and the trainings were selected based on the department and job roles. These training are provided to employees for their personal development and to make employee take care of his own career instead of looking for promotions (Ben, 1998) Employee referral system was found to be effective in Kemin. Every employee can refer a friend, past colleague or any he knows for any available position in Kemin and when the referred persons is successful and joins the company, employee will get a monitory benefit. This will encourage employees to bring new talent to the organization. Kemins HR department takes good care of the new employee in a way that he/she will get familiar with the organizations flow, roles and responsibilities of the job. An induction program will be provided for the new employee and mentor for the new empl oyee also assigned to monitor the progress. All the employees were provided with career ladder so that employee knows where he stands and understand the organizations hierarchies. Employees performance was measured twice in a year. Performance was measured in terms of SMART goals. Every goal set was given with some weightage and employees bound to achieve those goals. Performance will be measured in ratings/marks gained on the scale of 5. For example if an employees performance was analysed as meets the requirement, it means he/she achieved 3 on the scale. If the employee exceeds expectation it is measured as 5 on the scale. If the employee attains 5 on the scale, he/she will be eligible to climb up the career ladder. Increment and incentive schemes were rolled out to all the departments to reward the employees according to their performance. Vertical integration of HRM deals with the alignment of HR strategies with business strategies. This kind of integration encourages everyone in the organization to take responsibility of HRM, not just the HR department (Cathy, 2005). It was cited by Cathy (2005) that HR role also requires a business partner role along with the HR manager. Kemins HR manager was effective in delivering tasks related to people and controlling business process as well. Kemins HR manager was involved in many operation meetings and board meetings and developed ideas to achieve the strategic goals. This can be explained by an example by which HR manager made a difference in reducing cost to company and helping the strategic goal achievement. Kemin wanted increase the customer retention and satisfaction by 5 percent, increase the product sales by 25 percent during the year 2005. To achieve the task all the product managers had to work collectively in mobilizing the sales force. But achieving 25 sales growth was something difficult without the help of HR manager or department. It was difficult for the sales people to travel all over India as it consumes lot of time money. HR manger then employed internship students from different backgrounds to serve different departments in different location. This saved enormous amount of time and money for the company. The other concept of HRM vertical integration is to provide organizational learning/work based learning. Every employee has been provided with 40 hours training. It was cited by Bratton and Gold (2001) that formal and informal trainings can act as lever for the organization in terms of sustained core competencies. Trainings such as SALT (strategic account and leadership trainings) and Project management trainings make the difference in the employees in terms of competency and leadership which are most important for the organization. Kemins strategy is to produce innovative products with best processes. One of the Kemins HR policies includes Idea generation by which employees can submit an idea to improve, develop a product or a process. Each Idea will be considered after a careful investigation and analysing the feasibility. If the idea is unsuccessful initially, it is recorded for future use or reference. Once any idea is successful, idea generator is recognized and rewarded so that it motivates the other employees to contribute in the same way. Retaining the quality staff always been a difficult task for organizations. Reducing employee attrition rate/ worker turnover ( Ing-chung Haung et al, 2006) was one of the important goals for Kemin. Kemins HR employed a new strategy to retain the skilled employees. Kemin offered overseas assignments to the employments where they can work for sometime out side the country of origin. This lead to belief and trust of the employees on Kemin and lot of employees anticipated and shown positive approach to it. To improve the performance analysis of employees Kemin incorporated 360 degree feed back mechanism by which employees are rated based on their performance and behaviour. One of the main functions of the HR is to manage change in the organization. Change management is the process of continuous renewal of organization structure, direction and capabilities (Moran and Brightman, 2001). To improve the working condition Kemin even changed its office location to Chennai (India) city from a r ural area. HR played a major role in facilitating the change. He handled the people resistance (Waddel and Amrik, 1998) to the change in way that it had a very little impact on the organization performance. This change was anticipated by Kemin to achieve corporate goals and improve working conditions for the employees. Kemin seemed to effectively integrating its HR strategies to its business strategies. Recommendation Although Kemin appeared to be functioning well in the area of HR management, there are some areas of concern for the Kemin. Its is suggested that Kemin could use best fit model or the mix of culture fit and best fit models to manage the strategic HR function. Kemins employees had a dissatisfaction regarding the company salary policy and employee welfare. Though Kemin appear to be well function strategically, its bit neglected the Horizontal integration part. Kemins employees were unsure about the increment and incentive packages. In their policies it was mention that how and who are eligible for incentive and increments but it was not clearly mentioned that what is the percentage of raise they will get if their performance is above expectation. Few of the recommendations are listed below. It is suggested to document and communicate the reward and incentive policies accurately. Conduct regular audits to improve HR function and performance. It is suggested to Kemin that it employs strategies to improve employee satisfaction in terms of salary and compensation policies. Kemin should continue its practices in analysing the performance of employee and look for continuous improvement of the process. Kemins recognition system also needs improvements as they does not involve lower level employees. Often people from those levels hesitate to come forward and submit an idea. Kemin is suggested to have some strategies to motivate the lower level employees and come forward to participate in developmental programs. Kemin also should engage employees in some cultural activities that enhance team building and group working culture. Kemin also should employ job rotation (Huang, 1999) policy to enhance the learning capabilities and change to routine job responsibilities. These recommendation might help Kemin in improving the quality of life of their employees and help organization to perform better. Overall Kemin seem to be in good condition in employing HR policies and practices both in horizontal and in vertical integration. REFERENCES Armstrong Michael (2006), A hand book of Human resource management practices, 10th edition, Cambridge University Press, London. Arnold Kransdorff (1995) Exit interviews as an induction tool, Management Development Review, Volume 8  · Number 2  · pp. 37-40,  © MCB University Press Ben Ball (1998), Career management competences the individual perspective Librarian Career Development, Vol. 6 No. 7, pp. 3-11,  © MCB University Press Bob Kane and Ian Palmer (1995), Strategic HRM or managing the employment relationship, International Journal of Manpower 16,5/6, pp. 6-21, © MCB University Press. Bratton J, Gold J, (2001), Human Resource Management: Theory and Practice, Routledge, Publications. 2nd edition. Cathy Sheehan (2005), A model for HRM strategic Integration, Personnel Review Vol. 34 No. 2, pp. 192-209 q Emerald Group Publishing Limited Cerdin Jean-Luc Ashok SOM (2003),Strategic Human Resource Management Practices: An Exploratory Survey of French Organisations, Strategic human resource management practices: exploratory surveys on French organization, Groupe ESSEC CERNTRE DE RECHERCHE / RESEARCH CENTER, ESSEC Working Papers DR 03024 Huang, H. J. (1999). Job Rotation from the Employees Point of View, Research and Practice in Human Resource Management, 7(1), 75-85. see at http://rphrm.curtin.edu.au/1999/issue1/rotation.html, accessed electronically on 14th May 2008. Ing-chung Haung, Hao-chien Lin, Chih-Hsun Chuang, (2006) Constructing factors related to worker retention, International Journal of Manpower, Vol. 27 No. 5, pp. 491-508 q Emerald Group Publishing Limited Klabber Jan H.G, Enhancing corporate change: The case of strategic human resource management, University of Bergen, Norway, KMPC Netherlands, See at   http://www.ifm.eng.cam.ac.uk/mcn/pdf_files/part9_1.pdf, accessed electronically on 8th May 2008. Lima F and Pereira P T (2003), Careers and wages within large firms: evidence from a matched employer-employee data set International Journal of Manpower, Vol. 24 No. 7, pp. 812-835 q MCB UP Limited Moran J.W and Brightman B.K (2001), Leading organizational change, career development international, vol.6 No.2, pp 111-118, MCB University press. Ulrich, D. (1997), Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Harvard Business School Press, Boston, MA, . Waddell Dianne and Amrik S. Sohal (1998), Resistance: a constructive tool for change management Decision, Management decision, 36/8, MCB University Press, pp 543-548

Maya Angelou Essay -- essays research papers fc

Maya Angelou is one of the most influential and talented African American writers of our modern day. Those who read Angelou‘s works should not pass the thought of where her influence came from. Maya Angelou’s work has been heavily affected by the era in which she began to write. The fifties and sixties were a tumultuous time for most African-Americans in the US. The civil-rights movement, led by the National Association for the Advancement of Colored People (NAACP), the National Urban League, Martin Luther King, Jr., and others, was instrumental in securing legislation, notably the Civil-Rights Acts of 1964 and 1968 and the Voting Rights Act of 1965. Prohibiting discrimination in public accommodations, schools, employment, and voting for reasons of color, race, religion, or national origin. But all this was gained at a great price, the freedom of many saints who sacrificed for the greater cause, and many years of hard work. Martin Luther King, Jr., Rosa Parks, Malcolm X, and others pushed for desegregation and equal rights in the face of strong white opposition, and it sometimes became violent. Many whites protested integration. In 1951, Florida NAACP state secretary Harry T. Moore and his wife, Harriet, were killed Christmas night in a bombing of their house. No arrests were ever made. In 1953, black political leader Lamar D. Smith, 63, was shot to death in front of the Lincoln County Courthouse at Brookhaven, Mississippi, after seeking to qualify blacks to vote. More than twenty people witnessed the shooting, including several blacks, but nobody admitted to having seen anything and no witnesses testified against the three white men charged with the murder. In 1954, black minister George W. Lee was killed at Belzoni, Mississippi, after a week of terror during which whites had vandalized blacks’ property. The blacks had refused to send their children to racially segregated schools, the whites had retaliated by refusing credit to blacks at local stores, and Lee had campaigned for black voting rights. In 1956, Southern congress... ...rientation span the lines of race and class. Passionate and exuberant, Angelou is an ambassador to people worldwide, sharing lessons on the human spirit, and what each of us can dream about, strive toward, fail at, endure and still survive.† (Miller,1982) She is an advocate for the betterment and education of all, encouraging us to surpass our potential, both as individuals and as communities of people. Through her unselfish gifts of poetry, story and song, Maya Angelou continues to demonstrate what it means to be a truly Phenomenal Woman. Works Cited Angelou, Maya. And Still I Rise, A Book of Poems by Maya Angelou. 3. 1978 Casey, Ellen Miller:1982. in a review "The Heart of a Women." Best Sellers January, 1982: 376-77. Lisandrelli, Elaine Slivinski:1996, Maya Angelou; More Than a Poet. Springfield, NJ Loos, Pamela:2000, Maya Angelou. Introduction by James Scott Brady. Philadelphia: Chelsea House. Pettit, Jayne:1996, Maya Angelou; Journey of the Heart. New York: Lodestar, 1996. Ages 9-12 Based in part on her autobiography Reilly, Charlie :1994,"Maya Angelou Interviews Amiri Baraka." Conversations with Amiri Baraka. Jackson: UP of Mississippi, 1994. 261-66.

Management Models :: Business Employee Management

The Industrial Revolution brought about the emergence of large-scale business and its need for professional managers. Modern managers use many of the practices, principles and techniques developed from earlier concepts and experiences. Early military and church organizations provided the leadership models on which the classical/functional model was the first to be developed. It began around the 1900 and continued into the 1920s. Max Weber known as the father of modern sociology analyzed bureaucracy as the most rational and logical structure for large organizations4. Through the years, other men and women like Frederick Taylor, Frank and Lilian Gilbreth, Mary Parker Follet and Chester Barnard, to name a few, tried to come with better models which were all geared towards making organizations more productive and lucrative until in the 1950s, the project management model was developed by Henry Gratt.

Wind Power as an Alternative Energy Source Essay -- Energy Power Globa

Wind Power as an Alternate Energy Source Graphics not Included ABSTRACT The United States' main source of energy is currently fossil fuels. However, we know that fossil fuel supply continues to deplete and sooner or later, the United States will need to resort to a new source of energy. This report hopes to explore the advantages and disadvantages of wind power using model regions. These regions have experience in using wind power, which may help us determine whether or not it is a suitable source of energy when fossil fuels are completely drained. From examining Denmark and other places benefiting from this clean and unlimited source of wind power, we believe that the United States possesses enough wind, money, and other resources to use wind power as a main future source of energy. INTRODUCTION Wind is air with kinetic energy. It is formed at different positions on the Earth's surface. Warm air heated up by the sun expands and rises while cool air moves in to take its place creating winds. Wind is a renewable energy, which is means that as long as the sun is still shining, wind will remain. The use of windmills to slow down the speed of wind can generate electricity. The wind flowing through the blade causes lift; which in turn, makes the blades rotate. These blades are attached to a drive shaft, which is connected to an electric generator that creates electricity. See figure 1. QuickTime? and a TIFF (Uncompressed) decompressor are needed to see this picture. Fig 1(Wind Energy-Energy from Moving Air, 2005) Scientists say that there are many possible sites for windmills and that 37 states are capable of generating electricity through wind power (Wind Energy?Energy from Moving Air, 2005). An average wi... ...nergyfacts/sources/renewable/wind.html Willis, Bill (2002) Wind Power. WCS Science, retrieved August 1, 2005, from http://www.wcsscience.com/windpower/page.html DeLespinasse, Paul F. (January 2004) How Many Windmills Would $87 Billion Buy? Common Dreams NewsCenter, retrieved August 1, 2005, from http://www.commondreams.org/views04/0112-07 (no author) (no date) Food, Land, Population, and the U.S. Economy. CARRYING CAPACITY NETWORK, retrieved August 1, 2005, from http://www.carryingcapacity.org/resources.html (no author) (June 2005) North Dakota Wind Energy Development. American Wind Energy Association, retrieved August 2, 2005, from http://www.awea.org/projects/northdakota.html Akselsson, Mattias. (September 2004) The World's Leader in Wind Power. Scandinavica, retrieved August 2, 2005, from http://www.scandinavica.com/culture/nature/wind.htm

The Diary of Anne Frank Rtl: Mood

When the Franks and Van Deans enter the annex they still have hope that they can et through this especially Anne â€Å"You could not do this you could not do that but somehow we children managed to have fun†. Everyone is nervous as well; they feel a touch of nervousness of what Lies ahead. â€Å"I don't ever want you to go beyond that door† ( Mr.. Frank, pig 711). They spend their time doing nothing but moving around In their little annex at first, but then the tension in their families start to break. Peter and Anne start to make fun of each other; Anne mocking Pewter's Cat and Peter reminding Anne of old schoolyard names she used to be called.Anne starts to annoy everyone as well. But the real conflict starts with the Van Deans. â€Å"You ought to be ashamed of yourself† (Mr.. Van Dana, pig 718) Mr.. Van Dana directs to Peter, showing off his disappointment of Peter. The annex becomes heated with arguments between Anne and the Van Deans, them calling Anne rude and troublesome. After all this arguing everything becomes still and calm Just as Mr.. Diesel arrives. Anne and her mother's relationship takes a toll on the group leaving them all depressed. They all try and make things work but they can't shake that feeling.They all feel hurt from all the squabbling, Anne says it best â€Å"Oh Pimp, I was horrible wasn't They all feel down In the dumps but when Hanukkah arrives. It's the first night of Hanukkah and they are all happy for once. â€Å"That was very moving† (Mr.. Diesel, pig 736) responded Diesel to Mr.. Franks prayer. They are all uplifted by everything and everyone especially Anne as she generously gave presents to everyone. That Is until Peter and Mr.. Van Dana start to fight about his cat, and from bad to worse a burglar comes and scares all of them dampening their mood.But through all of that they sing a Hanukkah song and end their night in happiness. As always this does not last. They are all hungry and bitter. The Van Deans more than anyone, â€Å"Their discussions becoming more violent† (Anne pig 749) described Anne. They all are becoming even angrier. Except for Peter and Anne, they are becoming closer, but leaving everyone else lonely. They all become slightly more optimistic because of news from MIPS. The Invasion had begun, the allies landed on Normandy. This gave everyone hope of survival. Peter and Anne are still friends, they are all happy.Anger arises when Mr.. Van Dana is caught stealing food, Mrs.. Frank furious and yelling at him to leave. This 1 OFF all spirals Into something worse when ten Nazis Tina teen, teen are all captured t dread they had felt the whole time in the annex finally hits them with full force. The Franks and Van Deans experience in hiding was terrible. They all felt dread the whole time. They were hiding their emotions as best as they could. They clung to their memories and ultimately their lives. They felt a dreadful mixture of hope and misery.

College Scholarship Essay

Hi, my name is Stacey Burrell and I currently attending Boston Arts Academy as a Junior theatre major. I believe it’s never too early to start looking at colleges and scholarships. My schools of interest include Juilliard, Colombia, and Dartmouth. I am not the first in my family to go to college but I am apart of the first generation. My parents are from Jamaica and never fully completed their education. I’ve always had to make the most of financial aid and luck. My parents are definitely not rich but we’ve always found ways to pay for what we need. My sister just enrolled at Cornell University almost entirely through financial aid and merit based scholarships. I feel as though I deserve this scholarship because my grades definitely reflect how important education is to me. I plan to major in Theatre Arts and minor in Education. See more: how to write a winning scholarship essay Theatre has always been a huge part of my life. My goal for the future is to teach youth how.important theatre is. It can tell stories that help people connect to one another. I also deserve this scholarship to prove to myself that I can actually achieve my dreams. I always set the bar high for myself as you can see in my choice of colleges; it’s always hard having an older sibling.and being compared to them all the time. This scholarship will just be one step closer to my dream of going to college and following in my sister’s footsteps. This essay might not stand out to you because I know there are people out there with sickness and disease. I’m in good health and I have a supportive family. All I have to prove that I deserve this scholarship are my grades and my determination to go to college.