Data Preprocessing Essay Example for Free

Data Preprocessing Essay Data Preprocessing 3 Today’s real-world databases are highly susceptible to noisy, missing, and inconsistent data due to their typically huge size (often several gigabytes or more) and their likely origin from multiple, heterogenous sources. Low-quality data will lead to low-quality mining results. â€Å"How can the data be preprocessed in order to help improve the quality of the data and, consequently, of the mining results? How can the data be preprocessed so as to improve the ef? ciency and ease of the mining process? † There are several data preprocessing techniques. Data cleaning can be applied to remove noise and correct inconsistencies in data. Data integration merges data from multiple sources into a coherent data store such as a data warehouse. Data reduction can reduce data size by, for instance, aggregating, eliminating redundant features, or clustering. Data transformations (e. g. , normalization) may be applied, where data are scaled to fall within a smaller range like 0. 0 to 1. 0. This can improve the accuracy and ef? ciency of mining algorithms involving distance measurements. These techniques are not mutually exclusive; they may work together. For example, data cleaning can involve transformations to correct wrong data, such as by transforming all entries for a date ? eld to a common format. In Chapter 2, we learned about the different attribute types and how to use basic statistical descriptions to study data characteristics. These can help identify erroneous values and outliers, which will be useful in the data cleaning and integration steps. Data processing techniques, when applied before mining, can substantially improve the overall quality of the patterns mined and/or the time required for the actual mining.

High Performance Work System

High Performance Work System Exploring the Performance Impact of High Performance Work Systems in Professional Service Firms: A practices-Resources-Uses Approach ABSTRACT. In the present study, we develop a practices-resources-uses approach to systematically explain the indirect effect of high performance work systems (HPWS) on firm performance in professional service context. We argue that HPWS result in the creation of human capital, social capital and organizational capital resources. These resources in turn create value for firms when they are effectively explored and exploited. Our analysis of the indirect impact of HPWS on firm performance contributes to the understanding of how and why HPWS affect firm performance by identifying valuable resources and finding out the way to effectively use them in professional service firms (PSFs). We also provide theoretical support for the arguments of the resource-based view of firm (Barney, 1991), the knowledge-based theory of firm (Grant, 1996a, 1996b) and the dynamic capabilities (Teece, Pisano Shuen, 1997) perspectives. Key words: High Performance Work System; Professional Service Firms; Resource-Based View of Firm INTRODUCTION Researchers on strategic human resource management (SHRM) argue for a focus on the bundle of HR practices rather than individual practices, as a primary unit of analysis when examining the impact of HR systems on individual and organizational performance (Huselid, 1995; MacDuffie, 1995). For example, high performance work systems (HPWS) (Datta, Guthrie, Wright, 2005) have been found to positively relate to firms outcomes especially in manufacturing firms, such as financial performance (Guthrie, 2001; Huselid, 1995), employee turnover (Richard Johnson, 2001), firm productivity (Guthrie, 2001), efficiency and flexibility (Evans Davis, 2005), and organizational commitment (Youndt, Snell, Dean Jr, Lepak, 1996). However, the relationship between HPWS and firm performance is indirect and many scholars call for deeper and more theoretical approaches to understand how and why high performance work systems (HPWS) affect firm performance (Bowen Ostroff, 2004; Combs, Liu, Hall, Ketchen, 2006; Delery Shaw, 2001), especially in service organizations (Combs et al., 2006). Based on the existing research, we argue that HPWS results in the creation of human capital (Wright, Dunford, Snell, 2001), social capital (Leana Van Buren III, 1999) and organizational capital resources (Koch McGrath, 1996). Only when these resources are effectively managed and utilized, firms can generate superior profit above that which returns to competitors in perfectly competitive environment (Schultz, 1961), achieve sustainable competitive advantage and create value (Barney Arikan, 2001; Sirmon, Hitt, Ireland, 2007). The causal chain between resource endowment and firm performance is unclear and is in need of theoreti cal explication and empirical investigation (Leana Van Buren III, 1999). Thus, we pursue two research questions: (1) How do HPWS affect firm performance in the professional services context? (2) What are valuable resources and how are they utilized by firms? Guided by the contingency theory, the resource-based view of the firm (RBV) (Barney, 1991), the knowledge-based theory (Anand, Gardner, Morris, 2007; Grant, 1996a, 1996b; Teece, 2003; Winch Schneider, 1993) and dynamic capabilities theory (Teece et al., 1997; Eisenhardt Martin, 2000), we propose a ‘practices-resources-uses performance approach to add insight to our understanding of the value creation-exploitation process in the professional service firm (PSF). The paper is structured as follows. First, we briefly introduce the literature on PSFs and explain why we chose these organisations to conduct our research. We then propose a model that highlights how HPWS affect firm performance. We argue that HPWS affect firm performance through two steps. First, HPWS create firm resources, i.e., human capital, social capital, and organizational capital. And then these resources are exploited to improve firm performance in the short run or are explored to improve firm performance in the longer run. Within the HPWS and firm performance relationship research, our model draws on the â€Å"practices-resources-uses† perspective, and provides important theoretical foundations for understanding how and why HR practices affect firm performance. We then discuss the further implications of the study for practitioners and explore the potential areas for future research. CONTEXT Professional Service Firms (PSFs) are those whose primary assets are a highly educated (professional) workforce and whose outputs are intangible services encoded with complex knowledge (Greenwood, Li, Prakash, Deephouse, 2005). Examples of professional services include accounting, engineering consulting, management consulting and legal services (De Brentani Ragot, 1996). PSFs are knowledge-intensive (Morris, 2001; von Nordenflycht, 2007, 2010) with knowledge encoded in services as outputs (Empson, 2007; Morris Empson, 1998; von Nordenflycht, 2007, 2010). PSFs are different from traditional firms. They primarily exploit intangible assets to produce customized solution for clients (Greenwood et al., 2005; Hitt, Shimizu, Uhlenbruck, Bierman, 2006; Là ¸wendahl, 2005; von Nordenflycht, 2007, 2010). Their human resources constitute the critical asset of the PSFs because they embody expertise and create firm-specific knowledge which can be translated into client solutions. Indeed clien ts may often follow professionals if they change firms (Groysberg Lee, 2009). Because PSFs differ from other firms, to apply theories from other forms of organizations is â€Å"not only inapplicable †¦ but may be dangerously wrong† (Maister, 1993: xvi). Our analysis will represent a good site to examine SHRM because human resources constitute the critical asset and therefore a strong test of the practices-uses-resources model which is what we need to justify. THERETICAL BACKGROUND AND PROPOSITONS Strategic Human Resource Management (SHRM) Strategic human resource management (SHRM) is defined as â€Å"the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals† (Wright, McMahan, McWilliams, 1994: 298). Because firm performance stands out as a major organizational goal, many studies have been conducted that examine the linkage between human resources management practices and firm performance (Arthur, 1994; Becker Gerhart, 1996; Datta et al., 2005; Delery Doty, 1996; Guthrie, Flood, Liu, MacCurtain, 2009; Huselid, 1995; MacDuffie, 1995; Richard Johnson, 2001; Terpstra Rozell, 1993; Youndt et al., 1996). The researchers in this field argue that the bundle of HR practices rather than individual practices should be focused as a primary unit of analysis when examining the impact of HR systems on individual and organizational performance (Huselid, 1995; MacDuffie, 1995). Following the above argument, researchers have been encouraged to take a system perspective in examining the performance impact of HRM on relevant organizational outcomes (Wright Boswell, 2002). For example, the study by Youndt et al. (1996) demonstrated that human capital-enhancing HR system was directly related to multiple dimensions of operational performance, i.e., employee productivity, machine efficiency, and customer alignment; the results of Collins and Clark (2003) indicates that the network-building HR practices positively related to the organizational performance, i.e., growth in sales and stock return; the research by Huselid (1995) illustrates a positive relationship between high performance work practices and organizational turnover, productivity and financial performance; the research on high performance work systems (HPWS) conducted by Datta et al. (2005), Guthrie et al. (2009) and Combs et al. (2006) finds that HPWS positively affected firms labour productivity, employee absenteeism and turnover. HPWS include HR practices that are designed to enhance employees skills, commitment, and productivity (Datta et al., 2005). Most previous literature on the relationship between HRM practices and firm performance has looked at the direct relationship. However, many scholars agree that there are probably mediating variables through which HRM practices affect firm performance. As Wright and Gardner (2000:4) write, â€Å"One of the first issues that must be settled in the effort to understand how HR practices impact performance is to theorize the means through which this relationship occurs, in essence specifying the intervening variables between the measure of HR practices and the measure of firm performance.† In the existing research, some scholars found human capital as one of mediators between SHRM and firm performance. Human capital refers to the stock of skills and knowledge embodied in individuals (Becker, 1964; OSullivan Sheffrin, 1998). Guest (1997) argues that SHRM improve employees quality, i.e., skills and abilities. Snell and Dean (1992) also argue that HRM should ideally work to enhance the firms competitive position by creating superior human capital skills, experience and knowledge that contribute to firm economic value. Wright et al. (2001) assert that HPWS might have resulted in the creation of a high quality human capital pool that cannot be easily imitated because of time compression diseconomies (e.g., Mercks RD capability). Becker and Huselid (1996) state that human resource activities are thought to lead to the development of a skilled workforce and one that engages in functional behavior for the firm, thus forming a source of competitive advantage. This results in h igher operating performance, which translates into increased profitability, and consequently results in higher stock prices (or market values). There are also some scholars found that many human resource management practices have a significant role to play in creating social capital. Social capital is a resource which is embedded in the relationship among individuals (Loury, 1977; Coleman, 1988, 1990; Bourdieu; 1985; Burt, 1992; Putnam, 1993; Nahapiet Ghoshal, 1998; Lin, 2001). For example, Wright et al. (2001) argue that HPWS may promote and maintain socially complex relationships characterized by trust, knowledge sharing, and teamwork (e.g., Southwest Airlines unique culture). Youndt, Subramaniam and Snell (2004) state that thoughtful selection of people who ‘fit with the organizations culture, or intensive training programmes that not only socialize incoming employees but also indoctrinate common values among existing employees, may have a strong impact on the social capital of organizations. Leana and van Buren III (1999) introduce the construct of organizational social capital and develop a model that describes i ts components and consequences. They suggest that employment practices strongly affect the level of organizational social capital within a firm. They also describe the potential benefits and costs of organizational social capital for the firm and noted the contingent nature of organizational social capitals relationship with performance. In other words, organizational social capital mediates the HR practices and organizational performance relationship. Evans and Davis (2005) provide a theoretical framework illustrating how the internal social structure of the organization can mediate the relationship between HPWS and organizational performance. The third mediator between SHRM and firm performance is found as organizational capital. Subramaniam and Youndt (2005) and Youndt et al. (2004) define organizational capital as the institutionalized knowledge and codified experience residing within and utilized through databases, patents, manuals, structures, systems, and processes. Wright et al. (2001) argue that HPWS might play a role in creating cultures or mindsets that enable the maintenance of unique competencies. They mention that HR is not limited to its direct effects on employee skills and behavior. HRs effects are more encompassing in that they help weave those skills and behaviors within the broader fabric of organizational processes, systems and, ultimately, competencies. Other strategists who embrace the RBV point out that competitive advantage (vis core competence) comes from aligning skills, motives, and so forth with organizational systems, structures, and processes that achieve capabilities at the organizational lev el (Hamel Prahalad, 1994; Peteraf, 1993; Teece et al., 1997). Koch and McGrath (1996) take a similar logic in their study of the relationship between HR planning, recruitment, and staffing practices and labor productivity. They argue that â€Å"†¦ a highly productive workforce is likely to have attributes that make it a particularly valuable strategic asset,† (p. 335). They suggest firms that develop effective routines for acquiring human assets develop a stock of talent that cannot be easily imitated. The human capital, social capital and organizational capital are defined as three components of intellectual capital. One systematic research conducted by Youndt et al. (2004) find that a relatively small group of superior performing organizations exhibit high levels of human, social, and organizational capital. Most firms, however, tend to focus primarily on only one form of intellectual capital, and a small group of underperforming organizations have very low levels of all three types of intellectual capital. Another research by Subramaniam and Youndt (2005) suggest that an organizations efforts at hiring, training, work design, and other human resource management activities may need to focus not only on shoring up their employees functional or specific technological skills/expertise, but also on developing their abilities to network, collaborate, and share information and knowledge. To summarize, although the relationship between SHRM and firm performance has been found positive, it is indirect. Efficient SHRM could improve employees knowledge, skills, strength the relationships between employees, and also create superior databases, processes and then help firms achieve higher performance. In the following section, we analyse how HPWS create firm resources in PSFs. HPWS and Firm Resources There is a positive relationship between HPWS and firm performance. But how HPWS affect firm performance remains to be understood. The resource-based view of firm (RBV) argues that a firms competitive advantages lie primarily on the application of valuable resources, skills and capabilities that the firm already control (Barney, 1991; Penrose, 1959; Wernerfelt, 1984). The knowledge based theory of firm (Grant, 1996a, 1996b) considers knowledge as the most strategically significant resource of the firm. This knowledge is embedded and carried through multiple entities including individuals, relationships and organizational culture, identity, routines, documents, systems. Guided by the resource-based view of firm (Barney, 1991) and the knowledge-based theory of firm (Grant, 1996a, 1996b), we argue that HPWS affect firm performance by creating valuable, rare, imperfectly imitable, and non-substitutable resources (Barney, 1991), i.e., human capital, social capital, and organizational capital. And these resources can also be understood as the places where knowledge is embedded. Human capital. In PSFs, the human capital is defined as the knowledge and skills of their professionals that can be used to produce high quality professional services (Hitt, Bierman, Shimizu, Kochhar, 2001; Hitt et al., 2006; Pennings, Lee, Van Witteloostuijn, 1998). Human capital plays a strong role as the PSFs key resource in solving client problems (Morris Snell, 2008). Professionals possessing large amounts of experience, education, and training should be able to effectively create ideas on their own in response to the complexities of unique client needs. Their localized experience helps them to understand the needs of local clients and markets, which allows them to develop solutions that are unique to each contextual environment and hence heterogeneous across the firm. Professionals who draw the most upon human capital tend to rely on the experimentation, inspiration, and experience of individuals to solve a problem (Morris Snell, 2008). To build high human capital, PSFs nee d to identify, attract and retain superior professionals, which can be achieved through HR practices such as selection, recruitment and training. HRM should ideally work to enhance the firms competitive position by creating superior human capital skills, experience and knowledge that contribute to firm economic value (Guest, 1997). Thus we propose that HPWS result in the creation of a high quality human capital pool that cannot be easily imitated because of time compression diseconomies, e.g., Mercks RD capability (Wright et al., 2001). For example, the professionals in PSFs gain explicit knowledge through their formal education and tacit knowledge through learning on the job. HR practices are thought to lead to the development of a skilled workforce and one that results in functional behavior for the firm, thus potentially forming a source of competitive advantage (Becker Huselid, 1998). These arguments lead to the following proposition. Proposition 1a: The PSFs human capital mediates the relationship between HPWS and firm performance. Although human capital has many positive benefits, it represents costs to firms as well. For example, PSFs usually try to recruit the best graduates from top institutions. To attract them, firms need to provide compensation which is more than their marginal productivity early in their careers (Hitt et al., 2001). Furthermore, professionals new skills must be developed since they gain tacit knowledge through learning on the job (Bierman Gely, 1994). Although they are learning new skills, they may be less effective at the beginning. The cost for them may exceed their capital (Hitt et al., 2001). These arguments lead to the following proposition. Proposition 1b: There is a curvilinear relationship between the PSFs human capital and firm performance. The relationship is negative early in the professionals tenure but becomes positive. Social capital. Social capital is a resource which is embedded in the relationships among individuals (Loury, 1977; Coleman, 1988; Bourdieu; 1985; Burt, 1992; Putnam, 1993; Nahapiet Ghoshal, 1998; Lin, 2001). It is different from human capital. Social capital is embedded within, available through, and derived from the network of relationships possessed by an individual or social unit (Nahapiet Ghoshal, 1998) while human capital is embedded in individuals head (Becker, 1964; OSullivan Sheffrin, 2003). Social capital plays an important role in PSFs. The firms ability to attract and retain clients depends not only on its competence to provide high quality services produced by the professionals human capital but also on their connections to potential clients (Maister, 1993; Smigel, 1969). Pennings et al. (1998) analysed firm-level and individual-level social capital in PSFs. The firm-level social capital can help PSFs attract potential clients because the potential clients will choose a firm as a service provider on the basis of previous interpersonal relationship with the firms professionals when other things are equal. Within PSFs, the fact is that a set of clients are handled or looked after by an individual professional who is the key person. Their results show that social capital of owners (partners) contributed more to firm survival than those of employees (associates). Pennings et al. (1998)s study produced major evidence for the contention that a firms human and social capital have important implications for performance. The service delivered by PSFs suffers from an â€Å"opaque quality† because of PSFs knowledge intensity (von Nordenflycht, 2010). This refers to situations where the quality of an experts output is hard for non-experts (i.e., customers) to evaluate, even after the output is produced and delivered (Broschak, 2004; Empson, 2001; Levin Tadelis, 2005; Là ¸wendahl, 2000; cited in von Nordenflycht, 2010). In this situation, personal relationships and ambiguity reduction through personal contact take on extra significance. As clients and customers often have problems estimating the value of the product/service offered, establishing close social links between the PSFs and the customer/ client becomes vital (Alvesson, 2001). Other things equal, the potential clients will choose a firm as a service provider on the basis of previous interpersonal relationship with the firms professionals (Pennings et al., 1998). In addition, PSFs typically make investments in relationships with clients and make efforts to generate social attachment (Fichman Levinthal, 1991). Some research also demonstrates that social capital mediates the HR practices and firm performance relationship. For example, Youndt et al. (2004) state that thoughtful selection of people who ‘fit with the organizations culture, or intensive training programmes that not only socialize incoming employees but also indoctrinate common values among existing employees, may have a strong impact on the social capital of organizations. Collins and Smith (2006)s found that commitment-based HR practices were indirectly related to firm financial performance through their effects on organizational social climate and knowledge exchange and combination; Thus, HPWS improve the internal social structure within organizations, that facilitates communication and cooperation among employees (Evans Davis, 2005) which in turn has been found to be linked to organizational performance. These arguments lead to the following proposition. Proposition 1c: The PSFs social capital mediates the relationship between HPWS and firm performance. Organizational capital. Organizational capital is defined as the institutionalized knowledge and codified experience residing within an organization and utilized through databases, patents, manuals, structures, systems, and processes (Youndt et al., 2004; Subramaniam Youndt 2005). The organizational routines and processes which embody organizational knowledge are a source of organizational competitive advantage (Teece, 2000) In PSFs, organizational process of the typical professional service firm (PSF) is highly institutionalized because of the knowledge-based nature of the work and ultimately, in the historical evolution of relatively autonomous professions (Freidson, 1986; Greenwood, Hinings, Brown, 1990; cited in Morris, Gardner, Anand, 2007). The organizational routine of PSF is informal work understandings and practices built up by colleagues as they collaborate over time, like an accumulated short hand of work (Morris, 2000: 822). Morris and Snell (2008) emphasize the importance of organizational capital for PSFs. They state that organizations tend to draw on organizational capital for many aspects of learning, including knowledge creation, sharing, and integration, but this resource may provide more value for specific types of learning. Based on the basis of previous literature and their own experience with PSFs, organizational capital is most likely to create more value when individuals in the organization are trying to integrate knowledge. In terms of integration, then, organizational capital helps to create value through the implementation and reuse of knowledge across affiliates, which allows professionals to deliver solutions more efficiently to clients. Besides facilitating knowledge integration, organizational capital also shapes professionals image and identity (Empson, 2001) which plays an important role in attracting new clients. Many scholars have found that SHRM improve organizational capital. For example, Wright et al. (2001) argued that HPWS might play a role in creating cultures or mindsets that enable the maintenance of unique competencies (e.g., the safety record of DuPont). The HR is not limited to its direct effects on employee skills and behavior. HRs effects are more encompassing in that they help weave those skills and behaviors within the broader fabric of organizational processes, systems and, ultimately, competencies. Other strategists who embrace the RBV point out that competitive advantage (vis core competence) comes from aligning skills, motives, and so forth with organizational systems, structures, and processes that achieve capabilities at the organizational level (Hamel Prahalad, 1994; Peteraf, 1993; Teece et al., 1997). Koch and McGrath (1996) took a similar logic in their study of the relationship between HR planning, recruitment, and staffing practices and labor productivity. They arg ued that â€Å"†¦ a highly productive workforce is likely to have attributes that make it a particularly valuable strategic asset,† (p. 335). They suggested that firms which developed effective routines for acquiring human assets develop a stock of talent that cannot be easily imitated. They also found that these HR practices were related to labor productivity in a sample of business units, and that this relationship was stronger in capital intensive organizations. These arguments lead to the following proposition. Proposition 1d: The PSFs organizational capital mediates the relationship between HPWS and firm performance. The Uses of Firm Resources The resource-based view of firm (RBV) and knowledge-based theory of firm contribute to identifying the existing resources that have the potential to constitute a source of sustainable competitive advantage (Hitt et al., 2006). However, merely possessing such resources does not guarantee the development of competitive advantages or the creation of value (Barney Arikan, 2001; Priem Butler, 2001; cited in Sirmon et al., 2007). These valuable resources must be effectively managed and utilized to achieve superior profit (Schultz, 1961) and a competitive advantage (Barney Arikan, 2001; Sirmon et al., 2007). The emphasis on the use of resources is consistent with the dynamic capabilities perspective (Teece et al., 1997) which includes considerations such as how resources are developed, how they are integrated within the firm and how they are released. Using these resources is the same as using the knowledge which is embedded in the individuals, the relationships and the organizational processes, routines, databases, and systems. There are two streams or approaches of research on using these knowledge or resources (Hargadon Fanelli, 2002). One focuses on how to reuse or replicate existing knowledge, i.e., exploitation (Levitt March, 1988). The other one focuses on how to generate new knowledge, i.e., exploration (March, 1991; Kogut Zander, 1992). The effective use of resources may help a PSF balance the effective exploitation of existing resources with exploration of knowledge to create new capabilities. The following matrix shows how PSFs create value by exploiting and exploring existing resources. The matrix shows that the exploration of resources in PSFs is to deliver new products or service to new clients and to deliver new products or service to old clients. It also shows that the exploitation of resources in PSFs is to deliver existing services or products to the existing clients or new clients as there is no new knowledge/capability required. The exploration process needs to explore the human capital to invent new products or services and the social capital to attract new clients and new business and the organic organizational capital (Kang Snell, 2009) that facilitate this delivery. The exploitation process needs to reuse or refine the existing products or services and existing clients, which requires the standardized organizational capital (Kang Snell, 2009) to facilitate this delivery. To illustrate exploration and exploitation more detail, four capabilities of PSFs are identified to effectively exploit existing resources with exploration of knowledge to create new capabilities. They are managing teams, leveraging knowledge, combining and exchanging knowledge, and sensing the changes in the external environment capabilities. Managing teams. In professional service firms, most of work is project or program-oriented, serving the needs of the external customers. It requires several professionals work together, and frequently involves client contact, often through co-location at a clients place of business. Then team forms the basic unit of work in the professional service firm. Generally, a team consists of partners and associates. The dynamic global economic environment accelerates PSFs work speed. Usually the customers assignments are much more compressed in term of time (Morris, Gardner, Anand, 2007). Therefore, to successful serving clients, the team management is vital. Teece (2003) provides a lot emphasis on the coordinating tasks, managing conflict, communicating and cooperating within the team in team management. As with the traditional firm, coordination must be achieved, and conflict must be managed. In the professional services context, raw conflict can lead to mass defections and the destruction of enterprise value, even more assuredly than in an industrial company setting. So conflict management is likely to be especially significant with an expert services context because experts are likely to not only have strong preferences, but are also likely to be self-confident, possibly egotistical, and possibly lacking in good business sense while already having some degree of established financial success (Teece, 2003: 897). The most critical communication in a professional service context is frequently peer-to-peer. Partners (senior talent) frequently need to access other senior talent in order to meet client needs (Teece, 2003: 903). Leveraging knowledge. Leveraging knowledge, that is the transfer of know-how from seniors to juniors in client assignments, sustains the basic division of labor in the professional firm and also underpins its profitability (Hitt et al., 2001; Malos Campion, 2000). All professional firms compete by leveraging knowledge and partners reputation (Greenwood et al., 2005). In PSFs, partners own the most human capital and social capital in a firm. To meet clients demands, partners need to select other professionals to form a team to possess the appropriate skills, experience and training. In this way, the partners knowledge and capabilities are leveraged. Meanwhile, the junior professionals, or associates also acquire intangible knowledge during the long apprenticeship they serve with their senior colleagues before being assessed for a partnership position. Leverage ratios are measured by total number of associates divided by the total number of partners (Hitt, et al., 2001; Phillips, 2001). High leverage ratios are commensurate with highly codified knowledge packages and standardized tools and methodologies which can routinely be applied by junior associates. Lower leverage is associated with experience or expertise models in which knowledge is less routinized and the firm seeks more complex projects in which there is a premium on the experience or special expertise of more senior staff (Maister 1993; Hansen, Nohria, Tierney, 1999). Effective leveraging creates dynamic capabilities whereby the firm is able to renew, augment, and adapt its current capabilities to serve continuously changing and new client needs (Teece et al.. 1997; Tripsas, 1997; cited in Hitt et al., 2001). Hitt et al. (2001) also find the empirical support for the positive relationship between leveraging and firm performance in professional service context. Combining and exchanging knowledge capability

Budget Reforms in Ghana

Budget Reforms in Ghana   Introduction/ Background: According to the research I have done I have found that Ghanas government needs help improving their budget. This projects development objective, for the Public Financial Management Reform, is to improve the budget management, financial control and reporting of Ghanas government. In these projects the organizations contribute to enhancing fiscal discipline, service delivery efficiency, through strengthened systems and procedures. The components for this project show financial management and budget strategies to help Ghana. In reviews dated back to the 1990s of the Public Financial Management in Ghana have shown that they have several weaknesses in this process. They have a weak budget formulation and a weak budget preparation. They also have a weak expenditure monitoring and controlling the budget. Ghanas lacking a good accounting and good monitoring system. These problems would catch the eye of any public administration major. This reform is being done to better the government of Ghana. If this was to go successfully it would influence the public greatly. In the field of public administration, you would want to help the public anywhere become better than it already is. With this title, you will know how to help better their budget and help with some small accounting work. Supporting the Budget Reform in Ghana: The new Public Financial Management system put in place for Ghana will use tools for improving fiscal management and budgetary control. They will increase economic management by making technology upgrades that will help improve debt and cash management, and boost timely and accurate reporting. They will also improve budget managements strength. This new system will also aim to strengthen the credibility of the national budget. A strategy to aid Ghanas debt was developed by this new system. During the 2000s a legislative review was done on the Public Financial Management system and there were many components. Ghana had Financial and Accounting Reforms, Revenue Management, Audit Reform and Procurement Reforms. This system helped launch other systems such as the Budget and Public Expenditure Management System, it also influenced fiscal decentralization and payroll reform initiatives. They improved the payroll management system. The system also help build ministries, departments and agencies capacity to develop costed sector strategies. They want to strengthen linkage and information between sectors. To help the debt they want to strengthen capacity in the Debt Management Division. To help improve efficiency in the delivery of public services, they have introduced performance measurement into the budget management. This will help Ghana keep track of every credit spent. Ghanas government would as review capital spending and the strategy for financing capital projects. Ghana plans to bring in measures to strengthen local revenue under its fiscal decentralization reforms. Negatives of Budget Reform: Even with the new system there are still problems that can be created or come across. Ghanas government still have a high level of debt the need to lower, large fiscal deficits, and lack of fiscal space for public investments. These are major constraints to Ghanas economic growth, said Yusupha B. Crookes, World Bank Country Director for Ghana. The reforms supported by todays project focus on critical and priority areas of the Government that together could facilitate transparent and accountable fiscal governance in Ghana. Lack of robust accounting, monitoring quality and timely data on government resources. The Public Expenditure and Financial Accountability made an assessment in 2012 and fiscal discipline was weak and remained a concern. The distribution of resources for strategic priorities undermined causing efficiency in service delivery to be adversely affected. Ghana has invested in programs aimed at strengthening Public Financial Management in government, but significant institutional, policy, and system weaknesses continue to manifest themselves limiting the impact of these reforms, said Ismaila B. Ceesay, World Bank Task Team Leader for this Project. He believes that too many poor people live in Ghana to improve the delivery of basic services. There are even some legislative limitations that come with this new system. Making business change their process for the Public Financial Management system required revision of laws to support this process. Skill gaps and capacity were created in Human Resources sector, especially in the area of information and communications technology, and analytical skills. Critique of Both Arguments After going through both sides, I could tell both sides relied on some of the same things. Both sides have different view on Ghanas debt. Supporter of the new reform want to put programs in place to help lower the national debt overtime. On the bad side, they think that the debt is too high and the people basically think its a waste of time and money to create programs for lowering it. I agree with the people in support of these new ideas to lowering the debt and bring in more income into Ghana. How could a nation create a better budget with an outstanding debt? Me personally, I do not think that you can. I am in complete support of the new reform and the ideas that come with it. I can also see how the non-supporters are feeling. After being in place for a couple years, there was not a lot of changes. People were also using funds for the wrong purposes. Finding out this kind of information could make many people no trust in the new ideas. With the influx of new ideas for the reform, there are bound to be new problems to come along with it. I think Ghanas nation need better people to lead them in the right path. They need people who will watch and manage them while going through this process. I think that if they had more management they could make actual changes. These two arguments are very complementary to each other, without one the other would not exist. In my eyes the argument supporting the new budget and new reforms is the superior of the two. I think this because Ghana is known for being poor, and need something to help bring in income. Bring in more income will affect the public greatly. This could bring the number of poor people in Ghana to go down. This may also cause funding for projects to go to the right place. Conclusion: Ghana has a very poor budget and an outstanding debt to go along with it. Along with this their governmental structure is also poor and needs management in these areas. If Ghana gets the support they need in these areas, they could start to make real changes. Without management Ghanas government, will not make any large improvements and the reform will fail. This research has shown me that nations all around the world have a split in them. There will always be people on two opposite with different views. Public administrators will be greatly prepared for this situation. They would be great regulators and managers. Already being involved with work from both United States parties they will know how to look at each and try to work out a solution that works best for the people. References: Ugwumadu, Judith. Ghana Budget Ushers In Programme-Based PFM Reforms | Public Finance. Publicfinanceinternational.org. N.p., 2017. Web. 9 Mar. 2017. washington,. Public Finance Management Reform In Ghana Receives World Bank Support. The world Bank. N.p., 2017. Web. 4 Mar. 2017. Ibrahim, Levent. The Little Data Book On External Debt 2012. 1st ed. Washington, D.C.: World Bank, 2012. Print. Projects : Ghana: Public Financial Management Reform Project | The World Bank. Projects.worldbank.org. N.p., 2017. Web. 9 Mar. 2017.

Bishop Orders His Tomb at Saint Praxeds Church and The Love Song of Al

Bishop Orders His Tomb at Saint Praxed's Church and The Love Song of Alfred J. Prufrock       The span of time from the Victorian age of Literature to the Modernism of the 20th century wrought many changes in poetry style and literary thinking. While both eras contained elements of self-scrutiny, the various forms and reasoning behind such thinking were vastly different. The Victorian age, with it's new industrialization of society, brought to poetry and literature the fictional character, seeing the world from another's eyes.   It was also a time in which "Victorian authors and intellectuals found a way to reassert religious ideas" (Longman, p. 1790). Society was questioning the ideals of religion, yet people wanted to believe.      Ã‚  Ã‚  Ã‚  Ã‚   In contrast, the 20th century found no such religious fervor in its literature. "They [writers] saw their times as marked by accelerating social and technological change" (Longman, p. 2165).   Modern writers were skeptics, questioning every aspect of social unity, politics, and religion. "In the modern period the quest for certainty associated with the Victorian exploration of values has vanished" (Longman, p. 2167).      Ã‚  Ã‚  Ã‚  Ã‚   Yet many elements of literature remained throughout the changes in historical literature. Dramatic monologue were still used, as evidenced in Browning's "The Bishop Orders His Tomb at Saint Praxed's Church" and Eliot's "The Love Song of J. Alfred Prufrock".   Both contained this style of dramatic monologue, seeing a worldview through the eyes of a fictitious character. Browning's poem lies in the voice of a Bishop, giving instructions for the burial and tomb construction as he lays dieing.   Eliot's poem, sees the world through Alfred J. Pr... ...yric in expression" (Longman, p. 1958) while Eliot's poem is "chaotic, irregular and fragmentary" (Longman. p. 2416).   Both poems deal with loneliness, isolation and internal alienation, yet Browning's Bishop seems to be isolated from without, from the world, and Eliot's Prufrock is isolated from within, creating his own alienation from the world. These concepts, while not new, were carried over time, expressed in both the Victorian era and in the new Modernism, yet this theme, from these two poems, takes on a completely different viewpoint relative to the differing ideologies of the era's in which they represent.    Longman citations   refer to page numbers of Eng 103 course text, Spring 2001: Damrosch, David, et al., ed.   The Longman Anthology of British Literature:   Ã‚  Ã‚   Vol. B.   Compact ed.   New York: Longman - Addison Wesley Longman, 2000.

Human genetics :: essays research papers

The Continuing Debate Over Human Cloning In the past few years, human cloning has gone from a laboratory fantasy to a global debate. There are many arguments supporting both negative and positive effects of human cloning. Human cloning raises a lot of challenging questions about human liberty, dignity, and identity. Will human cloning be a great step for man, or will it lead to moral abyss? This question is asked all the time. With great research one would realize that with the implementation of human cloning, there would be a huge medical and non-medical advancement. People with superior or mental attributes would be cloned, large armies could be created, single and infertile parents could have children, and certain species could be saved from extinction. In contrast to all the positives of human cloning, there are more negatives related to the subject, mostly moral and ethical negatives coming from ethicists, psychologists, theologians and the church, as well as many mandated laws against the cloning of humans. Cloning could also cause a serious overpopulation crisis. The first major point in favor of human cloning is that cancer patients would be able to have bone marrow transplants together with other organ transplants. The treatment for leukemia could be revolutionized. One of the more successful treatments for leukemia involves the transfer of the patient’s bone marrow through chemotherapy and the transplantation of healthy marrow cells. With marrow cells that are perfect Lomax 2 genetic matches for a leukemia patient could be created from that person with one’s own cell through the use of human cloning. Organ transplants and donations are not so efficient at this point in time. It does help, but more often it does not. This is because there are a lot of factors that are taken into account when an organ is replaced with a donated one. If someone dies, and has signed a paper allowing for his or her organs to be removed from his or her corpse and donated to people in need, and the organs proves to be healthy and working, then our donation policies prove effective. This, however, is not always the case. The fact that every second more people are born than die continues to limit the usefulness of this program. Cloning could undoubtedly remove all of these factors, by allowing corpses to rot away instead of being ripped open, and save thousands, maybe even millions, of lives.

Samsung Electronics

Submitted by: Aneesa Amjad INTRODUCTION6 SAMSUNG VALUE AND CODE OF CONDUCT6 Business Principles7 ?We promote health and safety. 7 ?We are a socially responsible corporate citizen. 7 ?We comply with laws and ethical standards. 7 ?We maintain a clean organizational culture. 7 ?We respect customers, shareholders and employees. 7 ?We care about environment. 7 Samsung Values8 ?People8 ?Excellence8 ?Change8 ?Integrity8 ?Co-prosperity8 Samsung Philosophy9 NEW VISION9 HUMAN RESOURCE DEPARTMENT9 Vision and Mission10 HRD Philosophy10 JOB ANALYSIS11 RECRUITMENT11 Recruitment tools11 Newspapers:11 Online Recruitment (e-cruitment):11Educational Institutes:12 E-mails:12 4/5 Grade Recruitment12 Selection process12 Application Form12 Document Screening13 SSAT13 Interview13 Physical examination14 Join Samsung14 3 Grade Recruitment14 Person with career and doctorate possessors14 ?Samsung Shared Value program (SVP)15 ?Samsung Business Leader Program (SLP)15 ?Samsung Global Expert Program (SGP)15 SAMSUN G RESEARCH CENTER16 MANAGERIAL DEVEOPMENT AND TRAINING16 TRAINING AND DEVELOPING16 HRD PROGRAMS17 ?SVP New employee Orientation17 ?SVP Samsung summer festival17 ?SLP17 ?Samsung MBA Course17 ?SLP Executive development Course18 SLP Senior Executive development Course18 ?SGP18 ?SGP Regional Specialist course18 ?SGP Premier Course19 ?SGP Overseas Country Manger Development Course19 ?SGP Global Leader Course19 ?SGP Language Course19 EDUCATION IN 201020 PERFORMANCE APPRAISAL20 EMPLOYEE BENEFITS21 ?Group insurance21 ?Physical exams21 ?Financial aid for medical costs21 ?Congratulatory/condolence pay21 ?Use of leisure facilities21 EMPLOYEE HEALTH22 Employee Health and Disease Management22 ?Health Research Center22 ?Mental Health22 ?Employee Health Management23 EMPLOYEE WORK-LIFE BENEFITS23 ?Work & Life Balance23 RETIREMENT BENIFITS23 Outplacement Program23 ?Major Reasons of Retirement24 COMPENSATION PLANS24 LABOR POLICIES25 ?Child Labor and Forced Labor25 ?Labor Union Policy and Labor Counci l25 INTERVIEW QUESTIONS26 Exhibits31 Staffing Manager33 Samsung Electronics America- Ridgefield Park, NJ (Greater New York City Area)33 Job Description33 Desired Skills & Experience34 INTRODUCTION From its beginning as a small export business in Taegu, Korea, Samsung has grown to become one of the world’s leading electronics companies, specializing in digital appliances and media, semi-conductors, memory, and system integration.Today Samsung’s innovative and top quality products are world recognized. It’s a global company with approximately 190,000 employees and is operating in 61 countries worldwide. SAMSUNG VALUE AND CODE OF CONDUCT Samsung Electronics is fully committed to complying with local laws and regulation as well as applying a strict global code of conduct to all employees. With an aim to become one of the most ethical companies in the world that is respected by its stakeholders, Samsung Electronics continue to train its employees and operate monitori ng systems while practicing fair corporate management.The code of conduct includes elimination of nationality or gender discrimination, transparent disclosure of business information, customer information protection and partner collaboration. All of Samsung Electronics employees will have to follow this code of conduct in their relationship with their colleagues and customers. Business Principles Samsung Electronics announced the Five Samsung Business Principles† in 2005, and it serve as the foundation for its global code of conduct in compliance with legal and ethical standards. (Exhibit 1) These five business principles are as follows: We promote health and safety. * We are a socially responsible corporate citizen. * We comply with laws and ethical standards. * We maintain a clean organizational culture. * We respect customers, shareholders and employees. * We care about environment. Samsung Values Samsung believes that the key to good business is to live by strong values. A t Samsung, code of conduct and these core values are at the heart of every decision they make. (Exhibit 1) * People At Samsung, a company is its people and they are dedicated to giving their people a lot of opportunities to reach their full potential. * ExcellenceEverything they do at Samsung is driven by a passion for excellence and a persistent commitment to develop the best products and services on the market. * Change In today’s world due to globalization, change is constant and innovation is very important for a company’s survival. And Samsung have done that for 70 years, they set their sights on the future, predicting market needs and demands so that they can achieve long term success. * Integrity The foundation of their business is that they operate in an ethical way. Everything they do is guided by a moral compass that ensures fairness and respect for all stakeholders. Co-prosperity A business cannot be successful if it does not create prosperity and opportunit y for others. Samsung is socially and environmentally responsible corporate citizen in every community where they operate around the globe. Samsung Philosophy At Samsung, they follow a simple business philosophy: to devote their talent and technology to creating superior products and services that contribute to a better global society. Everyday their people bring this philosophy to life. Their leaders search for the brightest talent from around the world, and give them the resources they need to be the best at what they do.The result is that all of their products have the power to improve lives. (Exhibit 1) NEW VISION â€Å"Inspire the world, create the future† This new vision shows that Samsung Electronics is committed to inspire the world by leveraging Samsung’s three key strengths: â€Å"New Technology†, â€Å"Innovative Products†, and â€Å"Creative solutions. † and to promote new value for Samsung’s core networks—Industry, Partne rs and Employees. (Exhibit 2) Samsung has planned to become one of the world’s top five brands by 2020. Samsung has also established three strategic approaches in its management, â€Å"Creativity, Partnership, and Talent.HUMAN RESOURCE DEPARTMENT To achieve long term goals, human resource department plays a very important role. Employees are its most important asset. Human resource department plays a crucial role in the company’s success. Samsung Electronics believes that human resources and technology development both have separate functions and both are important to overall quality management. For the success of Samsung electronics it is very important that all employees enjoy doing their jobs and gets along with each other in the company.Vision and Mission Samsung has its own Human Resources Development Center. The aim of Samsung Human Resources Development Center is to become the world’s best HRD center and to develop people with creativity, passion and a c hallenging spirit who will make Samsung the world’s leading company in the 21st century. Samsung HRD Center devotes itself to carry the management philosophy into practice, spread Samsung Values, play a centripetal part to bring the values and actions of Samsung people toward one direction, lead the creative innovation nd change in the global era, and support the global management as the leader of the globalization. HRD Philosophy Since its foundation, Samsung has focused on and respected people with â€Å"A company is its people†. Samsungs management philosophy and traditions have become the key driving force of materializing its continuous growth and making it one of the world’s best companies. Since its introduction to open recruitment system in 1957, Samsung has developed its people in earnest. For about 50 years, Samsung has continued its history and tradition of developing people.After Samsung HRD established HoAm-Kwan in 1982 and Chang Jo Kwan in 1991 to implement â€Å"Samsung with high potentials† as the birthplace of educating Samsung people, they have played an important role of maintaining, succeeding, and developing the culture of Samsung. JOB ANALYSIS When a new position is established, the Human Resources department prepares a job analysis clearly identifying the positions responsibilities and overall relationship to the company. (Exhibit 3) RECRUITMENT Samsung Research Center intends to recruit, hire and place applicants on the basis of the applicant’s relative knowledge, skills and abilities.The decision to employ an applicant will be based solely on the individual’s qualification for the particular position along with other requisite job skills. Recruitment tools Upon getting informed the HRM Department invites a wide pool of applicants through any or all of the following mediums. Newspapers: Vacancies are advertised on leading newspapers. Online Recruitment (e-cruitment): Application forms are availa ble online at Samsung website and interested candidates can fill and submit them online. Educational Institutes:The HRM Department conducts annual job fairs in various educational institutes in which presentations about job prospects and the company is given. E-mails: Interested candidates can email their CVs to HRM Department, which are then collected in a file and consulted whenever job opportunities arise. 4/5 Grade Recruitment This is the recruitment for the production/manufacture class. It proceeds with announcement when there are vacancies. The selection process is given below: Selection process Application Form Document Screening SSATInterview Physical Examination Join Samsung Application Form The employment application is candidate’s first chance to present his qualifications to the organization. As such, it is extremely critical for his/her continued participation in the examination process. Before beginning, one has to review thoroughly what the Job Announcement spe cifies as the requirements to qualify for the position. Candidate must meet these criteria to be considered for the position; ensure that, otherwise candidate will be wasting his/her effort in completing the application.Document Screening They screen the documents provided by applicants on the basis of job requirement. Those who do not fulfill job requirements are screened out during this step. Those who are passed through this step have to take Global Samsung aptitude test. SSAT Samsung aptitude test is designed to determine level of technical and/or analytical abilities associated with the particular position for which candidate had applied. Interview The List of Eligible Candidates is established after SSAT and then it is sent to the Department(s) that is hiring to fill a current vacancy.The Department Head is responsible for setting up selection interviews. Further the management of Samsung takes three types of interviews 1. First interview is taken by the HR manager which they name as â€Å"initial interview. 2. Manager of department, HR Manager and two V. P takes the second interview. 3. Structured sequential interview is taken by HR manager and C. E. O The Department Head will be looking for the candidate with the best qualifications for the particular position. Physical examinationThe candidates who are selected to fill the vacancy will undergo a medical examination, drug screen, background investigation, and a probationary period before attaining permanent employment status. Join Samsung After checking all physical exams, medically fit candidates are called to fill the vacancy. 3 Grade Recruitment This is the recruitment for Management/the Management support department, various Research and Development organizations. It is processed with dear Samsung job advertisement. The same selection process is being followed for 3 grade recruitment as well.Person with career and doctorate possessors When there is a vacancy in each department, the resume of appli cants are reviewed by the HR department and they make contact with the applicant on the individual basis. Application Form Individually contact with applicants Interview Physical Examination Join Samsung HRD STRATEGY To create innovation and challenge, Samsung HRD center develops human resources by the following three programs: SVP, SLP and SGP * Samsung Shared Value program (SVP) To achieve â€Å"Samsung toward one direction† by sharing Samsung values (Future Management) cultivate next generation leaders Samsung Business Leader Program (SLP) To become â€Å"world leading company† by developing leaders of the next generation (Trust Management) Share core values of Samsung * Samsung Global Expert Program (SGP) To achieve â€Å"Global Samsung† by developing global competencies (Globalized Management) Develop Global Competency SAMSUNG RESEARCH CENTER Samsung Research center is an innovative organization offering unlimited opportunity to those who struggle to develo p and grow to their fullest potential. They work together to bond individual achievement with company goals.The rewards for superior performance come personally as well as professionally. To create an environment where everybody feels a close relationship with the company, understands its policies and operation is one of the priorities of Samsung research center. MANAGERIAL DEVEOPMENT AND TRAINING Samsung electronics have in- house development center (human resource development center) and universities. They combine classroom learning (lectures and seminars) with other techniques such as assessment centers. TRAINING AND DEVELOPINGSamsung Electronics assesses individual work capabilities according to job function and offers a wide range of training opportunities to nurture all employees into experts in their respective fields. To provide all employees, including those based overseas, with access to comparable levels of training programs regardless of location, they have set up a glob al education portal and mobile education system led by the HR Development Center, and diverse programs are offered through training departments according to business division and work function.There are a lot of programs which Samsungs’ HR department follows to train and develop their employees and they are as follows: HRD PROGRAMS * SVP New employee Orientation This course is to develop Samsung people for the 21st century to have the basic quality for Samsung people and proper business creed. The 4 week course helps new recruits understand the history, tradition, key values, and management philosophy of Samsung, in addition to building teamwork, creativity, and a challenging spirit through various experimental learning. * SVP Samsung summer festivalThis festival is to enhance group identity and pride as Samsung people, CEOs of affiliates, new executives, global leaders in overseas offices and branches, representatives from various classes as well as new recruits participate in this course, which is held every June, and this course acts as a cultural and value group activity for all. * SLP It develops high potentials who will lead the future of Samsung and fosters them as the leaders of the next generation. * Samsung MBA Course This course is to expand the pool of potential leaders of the next generation of Samsung.Every year since 1995, Samsung has selected qualified Samsung people and allowed them to study in famous overseas or local business schools for two years to learn practical management knowledge and global management. * SLP Executive development Course This course is to develop the leaders of the next generation who have global competitiveness and all around management competency. Qualified general managers learn global business management competency, leadership development, and problem solving in the field via action learning through this five month course. SLP Senior Executive development Course This course is to encourage the management lea ders of the next generation who have strategic thinking abilities and management insight. Elite senior executives learn business modules to boost their global competitiveness and advance leadership development focusing on value, and perform various activities through action learning in this four month course. * SGP It is Samsungs global competency enhancement program that develops global business competency and foreign language skills. * SGP Regional Specialist courseThis course is to develop global experts with global sense as the spearheads of globalization in the 21st century. Since 1990, every year, qualified Samsung people have been dispatched to the world including North America, Europe, china, Japan, East Asia, West Asia, and Central and South America for 1 year to acquaint themselves with local business customs and cultures through various experiences for localization of Samsung people. * SGP Premier Course This course is to encourage global leaders who have excellent foreig n language ability and global business competency.For foreign language ability, Samsung people focus on learning how to communicate effectively and speak in foreign languages at the advanced level. For business competency, they focus on developing their global business skills through the best practices of management and learning how to accept different cultures. * SGP Overseas Country Manger Development Course This course is to develop global leaders and executives for overseas offices. Samsung people who will be and are already dispatched to overseas offices learn the practical management and management research for their overseas offices, leadership development and global mind. SGP Global Leader Course This course is to provide overseas executives and managers with a deeper understanding of Samsung values to enhance awareness of a shared value community. The course’s highlight is to participate in the Samsung Summer Festival at the end of the course. * SGP Language Course S amsung people who will be dispatched to overseas offices or they have to handle foreign related works learn ten weeks of English, Japanese, Chinese or Spanish to enhance the foreign language ability. EDUCATION IN 2010 Samsung Electronics continues to enhance employee competencies by utilizing online and offline education programs.Education enhances the effectiveness of employees by offering more online and mobile course. PERFORMANCE APPRAISAL Samsung Electronics evaluates performance of all its employees against a consistent goal. Required capabilities by position are identified, based on which capability performance is conducted. The jobs are evaluated on yearly basis under 360o method; the competent employees are rewarded in shape of promotions, bonus, increments and annual holidays and promotion. The results of an appraisal can be used to identify areas for further development of the employee.The organization also uses different questionnaires, which consist of numerous questions about the behavior of the employee, and then on the basis of these answers personality of the employee is judged. When evaluation is made the unsatisfactory performers are given warning. The employee after warning is put under observation, for some period of time and if the employees’ performance is still unsatisfied then are demoted or fired. Samsung SDI has institutional means up and running to guide fair and understandable evaluation and for the evaluated to defend themselves.If the evaluated submits an application to file a protest within five days after disclosure of evaluation results, HR committee is convened with the evaluator and the evaluated present and adjusts the results, if necessary. INCENTIVE PLANS Individual performance determines individual capability reward and group performance determines Productivity Incentive (PI) and Profit Sharing (PS). EMPLOYEE BENEFITS They offer benefits to their employees required by law as well as internal benefit programs to enh ance quality of life for employees.Both regular employees and those working on contract basis can take advantage of numerous benefits which include: (Exhibit) * Group insurance * Physical exams * Financial aid for medical costs * Congratulatory/condolence pay * Use of leisure facilities In 2010, they increased the physical exam components to promote the health of employees. Other benefits offered to employees are as follows: EMPLOYEE HEALTH Samsung Electronics makes every effort to create a safe and pleasant work environment. All of their production plants have obtained OHSAS18001 certification for occupational health and safety management system.Senior executives of the company have special interest in recent concerns on workers’ cancer risk. From July 2010, they have commissioned a leading international environment and health consultancy to conduct an epidemiologic survey to ensure objectivity and transparency in the survey findings. This objective investigation is expected to cover every possible cause and clear up suspicions completely. Employee Health and Disease Management * Health Research Center They have opened the health research center in April 2010.The Samsung Electronics Health Research Center was established under the Semiconductor Business to carry out mid- and long-term research projects related to employees’ health and wellbeing. The center is manned by researchers in health sciences, medicine, chemical engineering, pharmacology and nursing. It is conducting research into matters such as hazardous chemical substances, work environment and epidemiology, and new substance manufacturing processes. * Mental Health They have expanded psychological evaluations in the regular physical exam from 2011 to help employee’s better cope with emotional strain and stress.The evaluations will check whether employees suffer from any conditions caused by stress related to problems with work or their personal lives. If necessary, employees wi ll be able to receive professional counseling based on online and offline diagnoses. These measures help employees lead healthy and productive lives. * Employee Health Management As part of efforts to promote employees' health and maintain a pleasant work environment, they offer customized health management programs including programs for weight loss, smoking cessation and emotional health.They also operate a center for the prevention of musculoskeletal diseases which allows employees to check their spinal health. (Exhibit ) EMPLOYEE WORK-LIFE BENEFITS * Work ; Life Balance Work hours are continuously monitored at Samsung Electronics to promote work-life balance. In particular, they have introduced a flexible time program for administrative staff so they can set their own work hours to enhance quality of work life. Work hours at the global production subsidiaries are adequately managed according to local employment standards nd the Electronic Industry Citizenship Coalition (EICC) gu idelines. RETIREMENT BENIFITS * Outplacement Program Up through 2010, they have provided assistance for 2,216 retiring employees find new jobs or start a business through the career development centers. In 2010, they signed an agreement with the Korea Federation of Small and Medium Business to help seasoned specialists find new jobs at small and mid-size enterprises. In 2011, they offered career planning courses for incumbent employees. (Exhibit) * Major Reasons of RetirementKorea Overseas 1. Study 1. Change of Occupation 2. Change of Occupation 2. Family Reason 3. Health Problem 3. Study 4. Domestic Affairs 4. Health problem 5. Contract Expiration 5. Dissatisfied with Type of Work COMPENSATION PLANSIn 2010, Samsung Electronics made upward adjustments in the salaries of all employees and applied a system of accumulated annual salary for individual workers to differentiate compensation according to performance. Samsung’s compensation scheme is based on ‘compensation wi thout discrimination and compensation for performance’ to ensure internal impartiality and external competitiveness. Those on the same position are given same amount of base salary disregarding gender, nationality, religion, social status, and age. On top of it, differentiated compensation is made according to individual performance.LABOR POLICIES * Child Labor and Forced Labor Discrimination, forced labor and child labor are prohibited in accordance with articles 4, 6 and 16 of the company’s rules of employment. In addition, they strictly abide by the 24 ILO conventions ratified by the Korean government. In 2010, there were no violations of laws and regulations related to child labor and forced labor. * Labor Union Policy and Labor Council Samsung’s basic HR policy is summarized in the following statement: â€Å"The workers and the company will cooperate for mutual advancement based on the principles of co-existence, co-prosperity and harmony. Samsung Electron ics strives to provide superior working conditions relative to its peers so that employees do not feel the need for a labor union. All of their business sites across the globe have a labor council to facilitate dialogue between labor and management. Other major communication channels include the GWP committee and safety council. Each of their business sites in Korea has a worker council. Each worker council holds at least one regular meeting per quarter. The council also gathers when the need arises to discuss matters such as salary adjustments.It enables grievances and requests to be swiftly conveyed to management so that the necessary corrective measures can be pursued. Due consideration was given to employees’ requests to improve the work environment. In 2010, the worker council addressed several issues through expanding the flexible time program, establishing infrastructure for stress relief, and improving office environment. INTERVIEW QUESTIONS ———â €”————————————- What are Samsung values and code of conduct? ————————————————- _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What tools do you use to recruit job candidates?Like do you use advertising, employment agencies, college recruiting or some other method? _________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Do you prefer outside candidates or inside candidates? _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What types of test do you use to measur e a wide range of candidate attributes? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Do you check applicant’s background before selecting him? ————————————————- __________________________________________________________________________________________________________________________________________ _______________________________________________________________________________________________ What is the selection process of Samsung? ____________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________ What type of interviews is done at Samsung? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What is the HRD strategy of Samsung? _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ___ ————————————————- What is the function of Samsung Research Center? ————————————————- ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What are HRD programs implemented for training and developing employees? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ___________________________________________________________________________________________ What education programs are being offered at Samsung? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What types of benefits are being offered to employees at Samsung? _____________________________________________________________________________

A Christian Perspective on Political Thought Essay

Civil disobedience is state in which people do not follow the rules and laws of a country as a form of political protest. The people who practice civil disobedience refuse to disperse; they block access to some buildings and block some roads or may disobey the laws of the country. A good example of civil disobedience in the Bible is when Jesus shut down the temple. Scholars say that this was one of the causes of his death on the cross. Civil disobedience is acceptable if the people feel they have to do it so long as they do not infringe in other people’s business. Civil disobedience did not start recently but has been in existence during the past. In the Bible, a few instances of civil disobedience can be noted. According to the Bible, Daniel disobeyed the king so that he could have the right to worship. He refused to worship as the king had instructed and decided to worship his God. This led to the king throwing him in a den of lions. This disobedience to the king and doing what he pleased can be viewed as a form of civil disobedience (2 Kings). Another instance of civil disobedience can be sited when Ester went to the king’s chamber without the king summoning her. It was a law that nobody went to the king’s chamber without being summoned. However, Ester defied the law and went to the king’s chamber (the book of Ester). In the New Testament, civil disobedience is portrayed by Peter and John. Peter had healed a lame man and this led them to be arrested by the authorities. Even after being arrested, Peter and John remain fi rm and insist that they will continue worshipping their God and preaching the gospel about Jesus (the book of Acts). Another instance is in the book of revelation when John writes and says that the Christians will go against the rule of the antichrist during the end times. He states that the Christians of that time will refuse to bow to his image. (Dictionary of Biblical Imagery 115) From the instances above, the characters that practiced civil disobedience broke some laws so that they could have their way or do what they thought was right. Civil disobedience can therefore, be viewed as a sort of rebelliousness by a person so that they can have their way. The person who practices civil disobedience can feel that he is oppressed and not allowed to do what he wants. He may result to practicing civil disobedience so that the authorities can take note of him. It is also good to note that the civil disobedience is practiced when there is a conflict between man’s laws and God’s laws. Daniel did not follow the king’s laws but followed God’s law (worshipping). Ester on the other hand went against the law of the land so that she could save her people from being killed. Civil disobedience can be taken as a course of action if the individual feels oppressed and has to follow God’s law rather than man’s law. Some people may oppose the use of civil disobedience but Christians can put civil disorder into action because of their religious beliefs (Mott 105). Christians can non-violently oppose the government that promotes evil. This implies that they can peacefully work to change the government of the country while working with the laws of that country. Besides that, the Christians may also result to civil disobedience if the laws of the land conflict with the laws of God. Good examples where this comes into action are stated earlier in this article. However, Christians are subject to the laws of the country unless they flee from that country. If they disobey the laws of the country, they will be caught and cannot escape justice. In accordance to that, the decision to use civil disorder by an individual is according to the religious beliefs of a person or what he believes is right for him but is not allowed to do it. Civil disobedience has been used by other people other than in the Bible. A good example is when Gandhi of India decided to have a salt march (Falcon 135). He rallied the people and they had a salt march due to the high taxes of the salt. The march was also a good step for the attainment of independence of India. Civil disobedience was also put into action by the leaders of the black in South Africa. They did peaceful marches and the police did not arrest them. This yielded the desired effect since Nelson Mandela was freed from prison and led the country to attain its independence. The use of civil disobedience can therefore, be termed as an important tool to voice one’s displeasure. The examples cited have shown how civil disobedience can yield results. Whenever it has been put into action, the civil disobedience yields the desired effect. Mostly, the authorities give in to the demands and the people have their way. Reference Dictionary of Biblical Imagery. Place of publication not identified: Ivp Academic, n.d.. Print. FalcoÃŒ n, y T. M. J. Civil Disobedience. Leiden [u.a.: Nijhoff, 2004. Print. Mott, Stephen C. A Christian Perspective on Political Thought. New York: Oxford University Press, 1993. Internet resource. Bottom Source document