Religion Essay Example | Topics and Well Written Essays - 1000 words - 2

Religion - Essay Example This paper favors that ethical quality is a significant factor that has gotten a lot of significance from researchers of Christian religion. Simultaneously it has additionally been contended that exceptional significance on the ethical issues is one the fundamental highlights of the Christian morals and furthermore has assumed surprising job in wide acknowledgment of the religion over the globe. Contrasted with the early period of creating Christianity as an all inclusive religion, a few changes have happened later on in the Christian standpoint towards life and morals. In any case, notwithstanding all such changes essential good intrigue of Christian morals has stayed unaltered. This exposition makes an end that contrasted with the beginning of Christianity, translation and acknowledgment of Christian morals faced a great deal of negative impacts. During the beginning of foundation of the Church to the Medieval time frame, Christianity progressively became institutional instead of concentrating on its moral standards. Later on, the impact of Renaissance and dynamic support of Christian researchers like Luther and Calvin, the morals of Christianity was reestablished. Till the time of Reformation to the Modern Christianity a ton of changes have been made to the moral base of Christianity, yet the center standards of morals have stayed unaltered. Therefore, following such compassionate morals help in spreading the extent of Christianity and its significance in the cutting edge social setting.

Assigment #1 Assignment Example | Topics and Well Written Essays - 1000 words

Assigment #1 - Assignment Example In accordance with this, I locate the English homesteaders as somebody who is progressively better as looked at than the American Indians. Despite the fact that the English pioneers recognized the way that the American Indians were profoundly serious as far as their advancement in monetary exercises especially with regards to chasing and agribusiness, there were a considerable amount of situational occasions wherein the English homesteaders were treating the American Indians severely. As a rule, the English settlers saw the American Indians as a gathering of frail people who can be effortlessly controlled using strict exercises. I accept that the nature between the hostage individuals and the pioneers can be clarified with the utilization of boondocks of incorporation or rejection. Explicitly the English homesteaders received the outskirts of prohibition when they settled in North America. Since wilderness of avoidance implies that they separation themselves from other culture and race, the English pilgrims never had the chance to turn out to be increasingly familiar with the American Indians (Mancall, 1995, p. 2). For this reasons, the English pioneers neglected to have a superior comprehension concerning the quality and shortcomings of the American Indians. This gives the American Indians the advantage of not having the option to turn out to be emphatically controlled by the English pilgrims. The equivalent applied with respect to the American Indians. Due to the utilization of boondocks of rejection, the American Indians don't unmistakably have a clue about the genuine reasons why the English homesteaders decided to colonize their nation. Truth be told, the American Indians couldn't have the chance to find out about the English culture. The main thing that the American Indians know is that the English pioneers were damaging to their clan. Concerning this discernment, the American Indians turned out to be progressively acquainted with the English pioneers. The advantages and liabilities behind attacking another nation isn't in every case clear

Psychologist Hans Eysenck Biography

Psychologist Hans Eysenck Biography History and Biographies Print Psychologist Hans Eysenck Biography By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Updated on January 08, 2020 More in Psychology History and Biographies Psychotherapy Basics Student Resources Theories Phobias Emotions Sleep and Dreaming Hans Eysenck was born in Germany but moved to England after turning 18 and spent most of his working life there. His research interests were wide-ranging but he is perhaps best known for his theories of personality and intelligence. Eysencks theory of personality focused on temperaments, which he believed were largely controlled by genetic influences. He utilized a statistical technique known as factor analysis to identify what he believed were the two primary dimensions of personality, extraversion, and neuroticism. He later added a third dimension known as psychoticism. Eysenck was a hugely influential figure in psychology. At the time of his death in 1997, he was the most-frequently cited psychologist in scientific journals. Despite this influence, he was also a controversial figure. His suggestion that racial differences in intelligence were due to genetics rather than environment generated a tremendous amount of conflict. Learn more about his life and influence on psychology in this brief biography. Best Known For His work in personality and intelligenceOne of the most frequently cited psychologists Birth and Death Eysenck was born on March 4, 1916He died on September 4, 1997 Early Life Hans Eysenck was born in Germany to parents who were both noted film and stage actors. After his parents divorce when he was only two, he was raised almost entirely by his grandmother. His antipathy toward Hitler and the Nazis led him to move to England when he was 18. Because of his German citizenship, he found it difficult to find work in England. He eventually went on to earn a Ph.D. in Psychology from the University College London in 1940 under the supervision of psychologist Cyril Burt, perhaps best-known for his research on the heritability of intelligence. Career During the Second World War, Eysenck worked as a research psychologist at Mill Hill Emergency Hospital. He later founded the psychology department at the University of London Institute of Psychiatry, where he continued to work until 1983. He served as Professor Emeritus at the school until his death in 1997. He was also an extremely prolific writer. Over the course of his career, he published more than 75 books and over 1600 journal articles. Prior to his death, he was the most frequently cited living psychologist. Contributions to Psychology In addition to being one of the most famous psychologists, he was also one of the most controversial. One of the earliest controversies revolved around a paper he wrote in 1952 on the effects of psychotherapy. In the paper, Eysenck reported that two-thirds of therapy patients improved significantly or recovered within two years, regardless of whether or not they received psychotherapy. He was also a vocal critic of psychoanalysis, dismissing it as unscientific. You can hear Eysenck describe his views on Freudian theory and psychoanalytic treatment in this video: Hans J. Eysenck, Ph.D. Lifetalk with Roberta Russell on Psychoanalysis The greatest controversy surrounding Eysenck was his view of the heritability of intelligence, more specifically his view that racial differences in intelligence could be partially attributed to genetic factors. After one of his students was criticized for publishing a paper suggesting that genetics were responsible for racial differences in intelligence, Eysenck defended him and later published The IQ Argument: Race, Intelligence, and Education, which incited considerable controversy and criticism. His 1990 autobiography took a more moderate view that ascribed greater importance to the role of environment and experience in shaping intelligence. While Hans Eysenck was certainly a controversial figure, his wide-ranging research had a major influence on psychology. In addition his work in personality and intelligence, he also played a major role in establishing approaches to clinical training and psychotherapy that was firmly rooted in empirical research and science. Selected Publications Eysenck, H. J. (1947). The structure of human personality. New York: John Wiley and Sons, Inc. Eysenck, H. J. (1957). The effects of psychotherapy: An evaluation. Journal of Consulting Psychology, 16, 319-324. Eysenck, H. J.(1979). The structure and measurement of intelligence. New York: Springer-Verlag. Eysenck. H. J. (1985). Decline and Fall of the Freudian Empire. Washington, D.C.: Scott- Townsend Publishers.

Definition and Discussion of Renaissance Rhetoric

The Symbols Of The 1920s - 934 Words

The 1920s were an age of dramatic social and political change. For the first time, more Americans lived in cities than on farms. The nation’s total wealth more than doubled between 1920 and 1929, and this economic growth swept many Americans into an affluent but unfamiliar â€Å"consumer society.† People from coast to coast bought the same goods (thanks to nationwide advertising and the spread of chain stores), listened to the same music, did the same dances and even used the same slang. Many Americans were uncomfortable with this new, urban, sometimes racy â€Å"mass culture†; in fact, for many–even most–people in the United States, the 1920s brought more conflict than celebration. However, for a small handful of young people in the nation’s big†¦show more content†¦By the end of the 1920s, there were radios in more than 12 million households. People also went to the movies: Historians estimate that, by the end of the decades, three -quarters of the American population visited a movie theater every week. But the most important consumer product of the 1920s was the automobile. Low prices (the Ford Model T cost just $260 in 1924) and generous credit made cars affordable luxuries at the beginning of the decade; by the end, they were practically necessities. In 1929 there was one car on the road for every five Americans. Meanwhile, an economy of automobiles was born: Businesses like service stations and motels sprang up to meet drivers’ needs. Cars also gave young people the freedom to go where they pleased and do what they wanted. (Some pundits called them â€Å"bedrooms on wheels.†) What many young people wanted to do was dance: the Charleston, the cake walk, the black bottom, the flea hop. Jazz bands played at dance halls like the Savoy in New York City and the Aragon in Chicago; radio stations and phonograph records (100 million of which were sold in 1927 alone) carried their tunes to listeners across the nation. Some older people objected to jazz music’s â€Å" vulgarity† and â€Å"depravity† (and the â€Å"moral disasters† it supposedly inspired), but many in the younger generation loved the freedom they felt on the dance floor. During the 1920s, some freedoms were expanded while others were curtailed. The 18th Amendment to theShow MoreRelatedThe Great Gatsby By F. Scott Fitzgerald1389 Words   |  6 Pagesnot only of crime, changing action and roles of women, but also of many other different social and cultural trends. The 1920s was the Progressive era that was a response to the Gilded Age. The Progressive era was filled with many reformers that aimed to reform the social issues like the women’s movement who had started a temperance movement to prohibit people from drinking. The 1920s was also a time of a social gap where the wealthy got more rich and the poor increased and stayed beyond the povertyRead MoreSymbolism Of The Great Gatsby By F. Scott Fitzgerald1130 Words   |  5 Pagesconstantly throughout the book. In The Great Gatsby, Fitzgerald uses symbolism such as the eyes of Doctor. T.J. Eckleburg, the valley of ashes, and the green light as tools to develop the theme, the corruption of the American Dream. The distinctive symbols used in The Great Gatsby connect the ongoing themes of the 10920s throughout the novel with the social and morally destructive characters trying to achieve the American Dream, inflicting more internal and external conflict throughout the story. Read MoreThe Great Gatsby By F. Scott Fitzgerald1210 Words   |  5 Pagesconsidered the 1920s as a transitional period that shifted Americans society from traditional values to a new era of modernization. During this time, the economy boomed, which made the 1920s one of the most prosperous era in the U.S. The Roaring twenties was associate as the era of consumerism, the prohibition and the disillusionment with the American dream. Many historians and Literature scholars recognized F. Scott Fitzgerald s novel, The Great Gatsby, as the iconic book of the 1920s. In the novelRead MoreEssay Cars in F. Scott Fitzgeralds The Great Gatsby695 Words   |  3 PagesGatsby, symbols are an important and integral part of what makes it a great novel. Though there are numerous and different aspects that could be explored, a repeated and often mentioned aspect are the revolutionary vehicles. Cars in the 1920s were a symbol of status and privilege as they were becoming increasingly affordable. Thoug h most people could own a car due to Ford releasing the Model T, the colored vehicles usually a sign of wealth and status. Fitzgerald often uses the car as a symbol of deathRead MoreThe Great Gatsby By F. Scott Fitzgerald Essay983 Words   |  4 PagesThe 1920’s embodied a people who strove for wealth with complete disregard to the moral disgraces committed in the process of becoming rich. F. Scott Fitzgerald, the author of The Great Gatsby portrays the general feeling of the 1920’s through complex characters such as Jay Gatsby, Tom and Daisy Buchanan, and Nick Carraway. Fitzgerald uses symbols such as the billboard, the green light, and the valley of ashes to convey themes and propel the plot forward. T.J Eckleburg’s giant eyed billboard isRead MoreThe Green Light Symbolism In The Great Gatsby796 Words   |  4 Pagesachieve success and prosperity through hard work, determination, and initiative†. But, by the 1920’s the American dream had become twisted and was more about becoming rich than being happy. In F. Scott Fitzgerald’s â€Å"The Great Gatsby†, several symbols are used to illustrate the corruption of the American Dream. These symbols include the green light, the valley of ashes and the eyes of Dr. TJ Eckleberg. A symbol that is repeated multiple times throughout the novel is the green light. The green light isRead MoreF.Scott Fitzgeralds The Great Gatsby Essay967 Words   |  4 Pageshigh society in the Roaring 20s. F. Scott Fitzgerald captured all three with his literary voice. He made impressions everywhere with the supreme achievement of his third novel, The Great Gatsby. This novel is a tale of people’s exciting lives in the 1920’s. Fitzgerald uses the Great Gatsby to illustrate the American identity during the early twentieth century. Fitzgerald uses symbolism and narrative techniques to illustrate the materialistic chase of the American dream by upper-class society in theRead MoreThe Role Of Fashion During The 1920 S974 Words   |  4 PagesThe 1920’s was a time of great change.   (Some changes that happened during 1920s were the nation s wealth doubled, more americans lived in the cities, advancements in technology, and women being able to vote.) One big cha nge that occurred during the 1920’s social shift was the fashion industry. Fashion is something that reflects the beliefs and social standards of that time. This industry, along with others, had an immense boom during the 1920s. The evolution of fashion during this decade is describedRead MoreEssay on Symbols of The Great Gatsby 1249 Words   |  5 PagesThe 1920s were a time of big dreams, moral decline, and hardships in America . The Roaring Twenties were a different time altogether with its bootleggers and speakeasies, women becoming more independent, the poor becoming poorer, but through all this was The American Dream keeping the hope afloat. F. Scott Fitzgerald captured this era in his book, The Great Gatsby. Through his many symbols he illustrates the hopes, the forgotten God, and the oppressed Americans of the Twenties. The symbols inRead MoreThe Great Gatsby By F. Scott Fitzgerald1076 Words   |  5 PagesIn the book, The Great Gatsby, written by F. Scott Fitzg erald, Gatsby is exemplified through many symbols and idols. Fitzgerald uses cars to represent wealth, success, status, and glamour. As Friedrich Nietzsche states, â€Å"There are more idols in the world than there are realities.† Nietzsche’s quote shows how idols and symbols are used to create impressions. Images are powerful and set a stage for others to judge one’s character, enabling human beings to avoid seeing what realities are. Idols are

Explain why women failed to gain the right to votebetween 1900 and 1914 Free Essays

Female Emancipation was one of the greatest changes in human history. Only in the last two centuries has progress been made; the right to vote was part of this global process. In the 19th Century Britain was profoundly unequal in terms of class and gender. We will write a custom essay sample on Explain why women failed to gain the right to votebetween 1900 and 1914 or any similar topic only for you Order Now Women were of inferior status both in society’s views and legally, and their role was to marry and have children. On marriage they promised to serve their husband and a woman’s property became her husband’s. (Until late 1880, they had absolutely no rights over their property or children. ) Around the turn of the century, groups such as the Suffragists and Suffragettes started up, championing the right for women to vote, which in turn would help female candidates run for a position in parliament. This was the state of Britains social hierachy. The matter of why women failed to gain the right to vote in the years leading up to the first world war is quite a complicated issue. With all the huge campaigns lead by the Suffragists and Suffragettes there are a number of key points to understand. First of all, the vote was very exclusive at this period of time, even all men did not have it. Only homeowners in full-time employment were allowed to vote, which limited the vote to virtually the upper-middle and upper clases, and the lucky workers. Then there were the traditional views on women in general; they were seen as practically â€Å"second class† citizens of the country. Only in 1870 had education up to the age of 11 become free and compulsory for girls. (For boys it was earlier) Women had only just won the right to vote and run in local government elections. Most people felt the womans place was in the home raising children. Young girls who wanted to go on to higher education instead of marrying at the age of 16 were generally looked upon with disgust. They were seen as abnormal. It is easy to see that in a male-dominated country with an all-male government and cabinet it was an almost impossible task to win the franchise, or so it seemed. The Suffrage movement was increasing constantly, however compared to the nations population, the members of the various groups seemed very small. Many men did not want women to gain the vote for the long term reasons stated earlier, and even many women felt that they did not need the vote. It is hard to understand, but the whole mentality of British society was so deeply set in traditional thought that bringing about a change of such proportions was an immensly difficult task. Some people even started up Anti-Suffrage movements. The Suffrage groups started putting massive amounts of pressure on the government, which was for most of the duration run by the Liberal Party. (Lead by Lloyd Asquith after 1908. ) Hopes were high for a women suffrage when the Liberals came to power in 1906, because their policies were based on equality, although women’s suffrage was not on their manifesto. Asquith, however, was against the right to vote for women. All the women’s suffrage groups had intensified their campaigns when the Liberal Party was elected, and they had a high level of support. The Suffragettes were the smaller of the two largest groups, but were by far the most publicised. They believed in â€Å"Deeds not Words†, and were a more militant group than the larger and more respectful â€Å"Suffragists†. The Suffragettes were growing impatient and started intensifying their campaigns, growing more and more violent. Incidents involving stoning and heckling MP’s, confronting authorities, getting fined and not paying; leading to imprisonment plagued the headlines of newspapers on a regular basis. Although this was putting pressure on the government, it also had the negative effect of alienating the movement from the public who generally did not like this approach. The Suffragettes started launching attacks on property, attacking Key MP’s houses or property, setting fire to pillar boxes (thus destroying the property of Her Majesty) and chaining themselves to rails outside important political locations. This caused intense dislike towards them, and caused splits within the group itself. A free vote showed that the Parliament was overall for women to have the vote, as long as an adult male suffrage was introduced aswell. This was so all the working class males would be allowed to vote which would be an adcantage to them, so the increase in upper class people voting (women) would not hurt their chances of becoming re-elected. They also did not want to be seen as giving in to what was literally terrorism. The government also had greater issues to deal with, such as the crisis in Ireland, and the threat of War with Germany. Compared to these issues, the womens demonstrations and attacks seemed a minor problem. In 1914, The First World War had begun. This was the first total war, which required the whole nations contribution. The Suffragettes and other groups called off their protests and volunteered to help the government in the war effort. They had failed to win the right to vote, at least in the years between 1900 and 1914. How to cite Explain why women failed to gain the right to votebetween 1900 and 1914, Papers

Personnel Management vs Human Resource Management Essay Example

Personnel Management vs Human Resource Management Essay Personnel Management vs. Human Resource Management Word count 2500| January 30 2012 | HNBS 121 HRM Mr. Nick Pronger Diana Carvalho 09607 | | Self evaluation Prior to starting my assignment, I have researched and assessed various organisations to develop my case study and my choice was based on the proximity to one organisation I currently volunteer. Gathering information from the charity I volunteer was rather easy having access to the date I found it easy to select which information to collect and apply into my assignment. However, I had also provided information based on my personal experience. Through my assignment, I have used varied material sources such as, the lecture handouts, text books, the internet, articles, journals and personal experience. However, the lecture handouts were the most effective and straight forward as I was able to follow the template and apply it into my assignment by giving examples, where as text books had broader information, where I was able to get full extended information but had to do more reading that I would like to in order to gather one aspect of a concept. We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In addition, my internet research reservations was the accuracy, validity as well as how updated it was, therefore, I looked for definitions rather than theories online, due to the language barrier and English not being my mother tongue, I was required to use dictionaries very often to define certain terms, I was unable to understand otherwise and could undermine further the assignment content and would ultimately lead me to the wrong direction and deliver wrong information. My time management was poor, which I intend to improve on my next assignments in other to give myself the spare time necessary researching, gather relevant information and receiving lecturers’ feedback before submitting my assignments. Introduction Over the past twenty two years, since the world moved from personnel management, traditionally defined as â€Å"the task of ensuring the optimum use of human resources to the mutual benefit of the enterprise, each person and the community at large† Armstrong (1997), to embrace human resource management, defined as â€Å"a strategic approach to acquiring, developing, managing, motivating and gaining the commitment of the organisation’s key resource – the people who work in and for it† Armstrong (1997), which functions are primarily concerned with putting â€Å"people first† and at the same time securing management objectives by maximising the ROI (Return on Investment). The manager in HRM is recognised as a holder of an organisation, which achieves organisational objectives through people, therefore, the support of a skilled and motivated workforce to put goals, knowledge and experience into practice, the complementation of efficiency levels can make or break an organisation. Personnel manager’s main job was to ensure that the needs of the workforce as they relate to their immediate concerns were taken care of, it was more administrative, which included recruitment and selection, payroll, contractual obligations and other administrative tasks. Further, personnel managers typically played the role of mediators between the management and the employees and hence there was always the feeling that personnel management was not in harmony with the objectives of the management and many employers today have no training or knowledge of how to reward and treat employees as the key resource, for developing mutuality by concentrating on fostering their commitment and identification with the organisation through communicating well, involving them in organisational decisions, emphasising management and motivation strategic approach in order to retain them, even though most workplaces increased the importance of these concepts. Research methodology Secondary research * Books; * Articles; * Reports; * Online CIPD In order to acquire these resources I have gone to the Kensington Chelsea Library as well the British Library. Research findings In the 70s employment started to develop significantly as shown in figure 1. 1. Personnel techniques developed using theories from the social sciences about motivation through performance appraisal and manpower planning, which included the implementation of organisational behaviour through sophisticated systematic training (under the influence of the training boards), where selection testing became more widely used. Personnel management has gone through a period of major concern about the so-called demographic time bomb, referring to impeding unwelcome shortages of younger people entering the labour market. The recession of the early ‘90’s was affected by this problem, which is still a common place today, and the need to concentrate more on strategies for attracting and retaining high quality staff is just as urgent. The mentality of individualism and unjustifiable greed of the 80’s made way for the spirit of consent and the value of teamwork as well as the concern for employees who were essential to the operation of the organisation since high commitment was required from these employees please refer to figure 1. 2. Recognition of personnel function as a contribution to bottom-line performance have become a more important strategy where an employer is a business partner sharing responsibility with his employees; the most important assets in an organisation, which their effective management will contribute to organisations’ success and it is most likely to be achieved if policies and procedures are closely linked with the achievement of organisational objectives and strategic plans. The organisational climate and managerial behaviour that originated from corporate culture and values will bring a major influence on the achievement of excellence. Strategic HRM is the process of linkin g the human resource function with the strategic objectives of the organisation in order to improve performance† Bratton Gold (2007) Hestia is an empowering organisation, whom welcomes everyone, especially members a minority background. Human resource management department assists in developing volunteers’ skills through training in order to retain and empower them but as well achieving as Hestia organisational goals through a competence and motivated workforce. Hestia priority is to hire competent workforce and hire the right person for the right job, after that manpower decides about other tangible and intangible resources. Essentially, other resources rely on HRM to plan, organise and monitor human resources. HR department contribution to overall strategy is crucial for Hestia’s ultimate success and effectiveness, from areas ranging from strategic planning to image, the areas in which HR maintains control can enhance Hestias’ perception of the department throughout the workforce, improving Hestia’s essence and running with the knowledge of how human capital affects organisational success. Strategic management takes part in organisational decision-making which underlies present staffing assessments and projections for future workforce needs based on organisations demand. From a financial perspective, skills and experience are necessary in order to set realistic development structures in regards to wages competition with organisations competing for employees with similar skills, the extensive conduct salary surveys in order to maintain costs in line with the organisations current financial status and projected revenue, as well as the reduction of costs associated with turnover, attrition and hiring replacement workers, the ability to negotiate group benefit packages for employees, within Hestia’s budget and consistent with economic conditions, the department is also are familiar with employee benefits most likely to attract and retain workers. Under The Health and Safety at Work Act (HASAWA) 1974 Hestia is bound to provide safe working conditions and HRM manages and ensures that the organisation complies with the regulations by maintaining accurate work logs and records and developing programs that reduce the number of workplace injuries and in cidents by engaging employees in promoting awareness and safe handling of dangerous machinery and hazardous chemicals under The Control of Substances Hazardous to Health (COSHH) 1998 legislation. In case of dispute, HRM department investigates and attempts to mediate workplace issues, which unresolved, may escalate and place the Hestia in a legal dispute, which can stain its image as well as compensation pay outs to employees if found accountable. HR assists Hestia achieve high performance, morale and satisfaction levels throughout the employees, by promoting ways of strengthening good working relationships by administering employee opinion surveys, conduct focus groups and seek employee input regarding job satisfaction, also provides training that supports the companys fair employment practices and employee development to prepare ambitious leaders for supervisory and management positions. They provide guidance to line managers who are not familiar with HR or standard hiring processes and determine the most effective methods for recruiting applicants best suited for Hestia’s needs. In HRM, â€Å"reward refers to all of the monetary, non-monetary and psychological payments that an organisation provides for its employees in exchange for the work they perform† (Bratton Gold, 2007) â€Å"The average worker dislikes work and avoids it if possible – will only be made to work by control and threats. Carrot and stick approach; use of payments system to provide incentives† McGregor (1960) and its management process designs, implements, and maintains policies and systems in order to assist on organisational strategic plans, which are appointed to improve performance and productivity by attracting talent, retaining, encouraging a committed and efficient workforce according to their value and contribution to the organisation. The role between managers and HR department leads to effective HRM practices, e. g. , performance appraisals. The success of Hestia’s performance appraisal system depends on the ability of both parties to do their jobs appropriately. HR department develop the system, while line managers provide the actual performance evaluations. Line managers direct employees day-to-day tasks. From an HRM perspective, line managers are responsible for implementing HRM practices and providing HRM with necessary input for developing effective practices. Managers carry out many procedures and methods devised by HR professionals such as: * Placing the right person on the right job * Starting new employees in the organisation * Training employees for the jobs that are new to them * Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships * Interpreting the organisation’s policies and procedures * Controlling labour costs * Developing the abilities of each person * Creating and maintaining department morale * Protecting employees’ h ealth and physical condition * Interview job applicants * Provide and communicate job performance ratings * Recommend salary increases * Carry out disciplinary procedures * Investigate accidents * Settle grievance issues Hestia Legal Framework: Hestia operates policies and practices in line with statutory requirements. The present statutory framework applied includes e. g. , the legislation bellow: Gender: * Code of practice – sex discrimination Code of practice on equal pay * Gender Equality pay – Code of practice of England and Wales Race: * Statutory code of practice on racial equality in employment * Statutory code of practice on the duty to promote race equality * Statutory code of practice on racial equality in housing: England Disability: * The duty to promote equality; statutory code practice: England and Wales * Code of practice: Employment and occupation * Guidance on matters to be taken into account in determining questions relating to the definition of disa bility Hestia legal and regulatory framework on human resource management has a great impact especially among the minority group. Being a charity assisting people gaining control over their lives, guiding and providing housing support as well as empowering mainly homeless, ex offenders, people mental health and HIV issues, service users get attached to the organisation and tend to volunteer, and in some cases end up getting paid employment within the organisation, therefore, a strong legal framework emphasis, specially confidentiality, it is crucial, due to the nature of service users situation. Motivation is defined as McGregor (1960) stated in, theory Y, the mental process also called as â€Å"Intrinsic motivation† which, is the motivation that comes from the inside of the individual due to self gratification of completing or carrying a task rather than the external factors, such as pay and rewards and theory X; the social process also called as â€Å"Extrinsic motivation† which, is the motivation that comes from the outside of an individual due to external factors, such as pay and rewards being the main gratification, thus tasks are carried and/or completed as a result. Within an organisation different individuals and teams are motivated by different factors, these factors have different levels as shown below on figure 1. 1 on Maslow’s need theory (1954), which suggests that people’s ultimate goal is to fulfil each level of need until self actualisation is satisfied, different ways of motivation, flexibility and commitment as McKenna and Beech (2002, p. 189) suggested such as the â€Å"appropriate management style, competitive compensation package and supportive culture† (cited by Armstrong and Murlis, 1994) will promote organisation success. Some would disagree with Maslow’s theory due to the fact that individuals’ needs vary, e. g. self-actualisation is not imperative to being successful for everybody, or an individual’s needs that are being met at home do not need to be met at the workplace but the theory establishes that ‘higher order needs’ will have to be aligned with rewards and incentive s in order to motivate and satisfy and this approach enables organisations to understand the sort of rewards employees need to receive in order to have the following needs met: Training, opportunities for promotion and career progression| Recognition, the chance to make a difference| Staff room, team working opportunities | Health and safety provision, job security| Pay, decent working conditions | Figure. 1. 3 Maslow’s Hierarchy of Needs ; the Workplace Figure 1. 4 Herzberg’s Two-Factor Theory Herzberg’s theory defined Motivators as factors, also called intrinsic rewards which can motivate employees to greater performance and positive attitude by offering job satisfaction of ‘higher-level needs’ associated with recognition, responsibility, achievement and career progression, proven to be effective. Hygiene factors, also called extrinsic rewards, which can only cause dissatisfaction if not fulfilled, needs associated with company policy, pay, working conditions and organisations, must ensure that motivators exit so that employees are satisfied and that hygiene factors are met so that employees are not demotivated. Herzberg’s theory has also been criticised particularly of job satisfaction on work performance â€Å"A satisfied worker is not necessarily a high producer and a high producer is not necessarily and satisfied worker† Armstrong, 2003). The two factor theory, focused mainly on job design, challenge, empowerment, responsibility, recognition and contentment of the work. Based on McClelland theory, high achievers are unlikely to remain in jobs that do not pay them well, reinforcing pay as a hygiene factor but total reward concept, seems to be the most effective in order to motivate employees as it combines extrinsic and intrinsic rewards. Most people aim when applying for employment is to secure an income, Taylor approach known as scientific management â€Å"What the workmen want from their employers beyond anything else is high wages, and what employers want from their workmen most of all is low labour cost of manufacture. (Taylor, 1911), his theory, was further explained as instrumental orientation, when people saw work as purely a form of income that may provide them with the opportunity in obtaining the things that the worker really wants, even though they might not necessarily like their job. The essence of scien tific management is regarded as efficiency, which is the greatest output per unit of input, and workers get good rates of pay based on their productivity, demonstrating that output was influenced on other factors other than pay, although the size of income will impact on employees’ standard of living, most employees are mostly concerned with earning enough income to meets their needs, and know that their pay is fair in comparison with others, where legislation come into play under the equality Act 2010, the employment rights Act 1996 and the national Min wage Act 1998. Job evaluation is a systematic assessment of the respective worth of various jobs within organisations or industries in order to determine relationships between jobs and establish an internal outlook and design impartial wage rates structure and managing view. It is concerned with the internal outlook, which is, employees doing the same kind of work, receive the equal rewards. Job evaluation quantifies differences between jobs and lays them into groups and ranking order and can be categorised as follows: Scheme | Characteristics | Advantages| Disadvantages | Factor comparison| Each job is compared individually in turn with all others being evaluated. Points awarded according to whether the job is more, less or equally demanding than the jobs with which it is being compared, points are added to determine the rank order and the scores are analysed and discussed. | Easier to compare a job with one other job than with whole range of jobs. | It neither explains why one job is more important than the other nor assesses differences between them. | Points rating| Separate factors are scored to produce overall points. | Consistency in judgement is assisted by having defined factor levels. Considered the best system in equal value. | Complex to maintain. Objectivity is apparent, subjective judgement required to rate jobs of different factors. Ranking| Whole job comparisons made to place them in order of importance| Simple, cheap, and easy to understand| Complex, whilst determining middle range jobs, and bias whilst assessing of the performance of the employee rather than the job itself| Job classification| Job grades defined and slotted in to grades by comparing the whole job description with the grade definition| Simple, judgment is provided in the shape of grade definitions | Difficult to fit complex jobs into a grade without using elaborate grade definitions. | Competence ; skill grading| Jobs placed in grades in accordance with level of competence/skill| Based on one input factor. Direct pay structure. Non-analytical, difficult to differentiate clearly between competence/skills levels. | Other factors determining pay Competence and skill analysis: Employee’s competence relevance to the needs of the organisation based on operational significance. External systems: when examining job evaluation is not longer the direct consideration where rewards is concerned, eternal market and environment conditions are of greater importance. A large number of employers have taken steps to move away from collective bargaining systems to a more individualised reward system. Performance related pay is a good example of this, which is a payment that takes into account the quality of performance instead of being related to a wage grade. External competiveness associated with a job evaluation scheme is a issue in determining rewards and this is evident when organisations adopt market driven reward systems where the rate for the jobs reflects the rate required to attract rather than being based on a payment that is undermined by an internal grading structure. Market rates of pay system: the collection of data on the pay rates for similar jobs with competition to establish their market rate and track movements in those rates. The aim is to assist set the organisation’s own pay rates at the suitable level in order to recruit and retain the staff. Although the concept of a market rate for a job is fairly common, there is no such thing as an accurate or scientific single rate of pay for a job or role, and rates may vary even for the same occupation and in the same location. A central decision relates to how the data will be interpreted, and for this organisations need to consider where they wish to position their pay levels in relation to the market – for example at the median or the upper quartile level of pay in the external labour market. Most organisations use pay surveys to get current and updated pay rate and the sources of information on market rates include: Published data from paid surveys and similar organisations give indication of going rates, it is limited because of problems in comparing like with like, but can help with periodic reality checks on levels and movements, and are valuable sources of data on specific occupations or localities. Pay clubs of employer groups that regularly exchange information on pay levels. These only allow participants access to the data. Special surveys launched by individual organisations from specialist pay consultancies but access is limited to the contractor and participants. Consultants’ pay databases containing data collected on a systematic or ad hoc basis which they relate to the results of their job evaluation schemes to compare pay rates across organisations on a common basis: this ability is one of the attractions of job evaluation to many organisations. To be viable it is important that the factors measure common job/role characteristics and can enable comparisons to be made across different jobs/roles and organisations; the data is based on an adequate sample; and the job analyses are carried out systematically and conscientiously. Market rates of pay will vary on supply and demand in the open market, factors such as: 1. Relative scarcity of particular skills 2. Sensitivity of employees to pay, as it may or may not be an incentive 3. Affordability 4. Culture and value system 5. Bargaining (trade union) 6. Government intervention Internal comparison: It is possible to use job evaluation as a way of matching jobs to enable market pricing to take place (although other approaches also exist to comparing jobs, as detailed below). However, there are certain tensions between job evaluation and market pricing approaches. Job evaluation has an internal focus as it ranks jobs and their relative mportance within an organisation – whereas the main focus of market pricing is external as it aims to compare the pay rate for an organisation’s jobs with those in the wider labour market. Employers may need to seek resolutions to such tensions if they wish to ensure that pay rates remain both internally equitable an d externally competitive. For example, where higher earnings are commanded in the external market for a particular position than justified by an internal job evaluation exercise, one approach would be to use temporary market supplements to top up earnings for that role as necessary. Hestia aims to be a learning organisation with cultures of continuous improvement and staff development. To achieve this aim Hestia is committed to supporting everyone who works for the organisation to develop their professional skills and to achieve their full potential and that is achieved by rewarding and enhancing the contribution employees make to assist Hestia achieve their goals. The process is implemented through policies such as the work based learning policy, which is defined as any on-going and continuous activity that contributes to the development needs of the individual, team and organisation, where the responsibility for work based learning is that of the individual workers supported the line manager. These learning needs will be indentified and the objectives set at the following levels: Level| When set | Objectives set by| Individual| * Induction: when a new workers starts, or an existing worker transfers to a new post * Supervision: when learning needs will be identified to achieve job requirements, or, a requirement to improve performance has been identified * Appraisal: when longer term development learning needs are identified| * Individual ; Line Manager| Team| * To enable the team to meet recommendations made by external stakeholders, e. g. CSCI, NOMS, Supporting People * To implement identified efficiency improvements * To implement changes to local working practice| * Project/Department Manager through annual team development team | Organisational | * Implement changes to organisational strategy * Ensure compliance with new, or changes to legislation * To implement the reorganisation of management or work practices | * Corporate management Team| Classification of Work Based Learning Needs: Core| Specialist | Professional| * Essential for all workers e. g. health and safety, induction, implementation of organisational changes| * To meet requirements of specialised work within different projects at a central team or individual level| * Link to relevant national occupational standards recognise the diversity of the work undertaken within Hestia | | | | Professional Development Fund ; Loans – This where Hestia invites employees without outstanding disciplinary actions whom passed their probationary period to apply for funding for a course lasting no longer than two years. Hestia commits to contribute up to a maximum of 50% of the cost of the course fees, which may be recovered if the applicant does not complete the course, or leaves the organisation within completing the course. In addition, Hestia will give an interest-free professional development loan of a relevant extended course, which the Human Resource Manager will determine whether or not the course is relevant. Study Leave ; Day Release – Up to five days study leave per year can be agreed where an employee is studying a relevant course. The line manager will determine course relevancy and potential for disruption within the working team and where it does not does not disrupt, Hestia will allow paid day release for employees to attend extended courses in a relevant area of work. The line manager will need to ensure that the cost of relief staff is within the budget and the Corporate Services Director must approve to the leave and budget release. Evaluation of Work Based Learning Activity – costs and benefits are evaluated in order to assess how effective work based learning activities have been in meeting organisational aims and objectives. The evaluation process is undertaken at a variety of different levels and the output is used to: validate the core plan for the previous year, identify any learning from evaluation that needs to be incorporated into following years core learning plan. Evaluation Level| Undertaken By| Timescales| Individual| Individual and Line Manager| * Immediately after activity (individual) * Two months after learning (line manager)| Team| Line Manager| * Annual to be completed by project/dept manager | Organisational| Corporate Management Team| * Annual to be completed by Human Resources | â€Å"A sample was selected using a random sampling procedure. Population frames were developed based upon geographic regions. A random selection was made of two or three offices within each sales region. A package of the appropriate number of surveys was then sent to each of the selected offices. Further, it was decided that questionnaires would be sent to each of the 75 district managers, regardless of whether their office had been selected for the study. Therefore, 100% of the district managers, 25. 2 1% of the sales mangers and 25 . 4% of the sales agents were surveyed for a total sample size of 534. † Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. Willing ness To Increase Productivity On a 7-point scale anchored by â€Å"no additional effort at all† and â€Å"a great deal of additionaleffort,† respondents were asked to indicate how much additional effort they would be willing to exert in order to achieve each incentive reward. Their responses are displayed on the right. They were most willing to exert extra effort for cash, followedby sales conference trips and personal vacationtrips, respectively. These differences are statistically significant. Motivational Effect Respondents were asked to indicate on a 7 -point scale ranging from â€Å"motivating† to â€Å"not motivating,† their reaction to each of the incentives. When simply examining the â€Å"motivating† response category, sales conferences had the highest rating. Almost 65% indicated that they found the reward motivating. This was followed by cash and personal vacation trips, respectively. One of the objectives of the present study was to examine differences in levels of organizational commitment between employees who had received an incentive award in the past two years and those who had not. These two groups are referred to as recipients and non-recipients. In this analysis, only the achievement of cash, merchandise and conference trip awards were considered. As illustrated in the graph on the right, the two groups differed in their levels of organizational commitment. Therecipients indicated higherlevels of organizationalcommitment than did the non recipients. The difference between the two groups is statistically significant. â€Å"The three recipient groups were then compared in terms of their levels of organizational c commitment. The cash recipients indicated the highest level, followed by merchandise and conference recipients, respectively. † Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. The returned questionnaires provided valuable information regarding the effectiveness of the incentive rewards at the Company. The findings indicated that: * Sales conferences and personal vacation trips were the most attractive incentive rewards to the respondents. * Travel rewards were followed in att ractiveness by cash, merchandise, recognition and status awards, respectively. These findings suggest that in terms of attractiveness, travel rewards were superior to the other incentive options. However, when asked to indicate how much additional effort they would be willing to exert in order to achieve each of the incentives, the respondents were most willing to exert extra effort to achieve cash, followed by sales conference trips and personal vacation trips. Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. Hestia Competence-based appraisal The appraisal is a two-way meeting between employees and the line manager once employees have completed the probation with Hestia. Pos probation period, it is several months until the annual appraisal, employees will be set a work-based and development plan following his/her probation review The annual meeting will usually take place each June/July to provide the employees the opportunity to: * Express how emp loyees have performed in the previous year and to provide examples of how employees have met their outcomes and core competencies. Receive constructive feedback from the line manager on how employees have been performing, both to recognise and assure employees in what they are doing well and to guide them in their on-going work performance and continuous professional development * Discuss how employees are working through a competence-based review, * Identifying learning and development needs and agree the resources they require meet those needs, and * Agreeing relevant and realistic outcomes to achieve over the next twelve months At the end of the meeting employees should develop and work-based development plan which will be signed off by the line manger and reviewed (or possibly amended in light of changes) regularly through the year during employees supervisions. Employees appraisal plan will be review and signed by a a second line manager for consistency and to provide any additional comments. Timeline (Appendix 5) Conclusion The present analysis was undertaken to answer the question of the value of rewards as motivators for employees. Intrinsic motivational factors have been found to be significant, in both the presence of Hestia’s training scheme and in its absence, this finding of the motivational importance of intrinsic factors within the organisation. Intrinsic rewards dominate extrinsic. Extrinsic motivators do play a role, but not to the extent that classical agency theory suggests a people are motivated by non-economic rewards. In addition, the importance of intrinsic motivators highlights the importance of context in the motivation of staff. It is through the organisation that employees are able to work with clients whom witness their successes, achieve a good work/life balance and have fun at work. Appendixes Figure 1. 1 Employment development Figure 1. 2 Referencing McKenna, E. , Beech, N. (2002) Human Resource Management a concise analysis. England. Armstrong, M. (1991) A Handbook of Personnel Management Practice. London BPP, (2010) Human Resource Management. London Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. NY. Available from: [30/01/2012]