Capital Punishment Essays (445 words) - Penology, Capital Punishment

Capital Punishment I strongly feel that capital punishment is essential in our legal system, as well as everyday life. Just as a toddler needs to be disciplined when he or she has a tantrum, a murderer needs to be punished for his or her actions. The death penalty solves many problems. It is a threat to any conspiring criminal-murderer. It promises the inescapable condition. It frees up jail space and cuts money spent on the inmate. The death penalty is also the closest thing to justice for the family and friends of the victim. If nothing else, capital punishment scares women and men of committing a serious crime that might put them on death row. If an individual knew he or she would definitely be put on death row, the individual might decide not to commit the crime. Although prison is made out to be a scary place, it could never repulse someone more than frying in the chair, dying of poison injection, or hanging. Why allow any vicious murderer the chance to escape prison and harm another person? People put an animal down once it has imperiled a human's life or safety. If humans are so concerned with their well being they ought to be guaranteed the same sanctuary from killers. Prisons, for the most part, are inescapable. But what if, the man that hunted you down, kidnapped you, and killed your friend, was the one of the few who successfully escaped from jail? One life was already taken; your life should not have to be lived in fear. Serial killers such as the Hillside Strangler prove that they need to kill and would do it again if given the chance. They by no means deserve to get that chance, or even a chance to dream about it. They have killed many and do not have a right to live. Killing the monsters that have already killed others gives the legal system spare money to spend on more important things. I find no logical reason why the government should spend money to feed, cloth, house, and entertain the murderers, when they could use the extra dollars to council, reprimand, and treat petty criminals to prevent more severe crimes in the future. Capital punishment brings closure to a victim's family and friends. No one can bring back a victim, but his or her life can be put to rest if justice is done, and his or her killer is also killed. As said in the video, an inmate can be visited by family, can receive phone calls, and can think, sing, and write. The victim no longer has a breathe in life, a song to sing, or poem to write, his or her family can only visit at the cemetery. I believe that when a person commits murderer he or she is no longer worthy of life.

Neils Bohr and Atomic Theory essays

Neils Bohr and Atomic Theory essays In ancient Greek the word atom meant the smallest indivisible particle that could be conceived. The atom was thought of as indestructible; in fact, the Greek word for atom means "not divisible." Knowledge about the size and make up of the atom grew very slowly as scientific theory progressed. What we know/theorize about the atom now began with a core theory devised by Democrotus, a Greek philosopher who proposed that matter consisted of various types of tiny discrete particles and that the properties of matter were determined by the properties of these particles. This core theory was then modified and altered over years by Dalton, Thompson, Rutherford, Bhor, and Chadwick. The atoms original structure was simple, but as more and more research was done the atom became more complex and puzzling The five atomic theories of the past two centuries represent the sudden advancement of science in modern times. Beginning with a basic theory on the behavior of atoms to the current model, some changes have been made, and some ideas are still the same. Ancient Greek philosophers believed that everything was made up of invisible particles called atoms. Since then the theory of atoms did not progress until 1803. John Dalton was the first scientist to compose a theory of matter based on atoms. Dalton's atomic theory is based on four concepts. He stated: "1. All elements are composed of atoms, which are indivisible and 2. All atoms of the same element are exactly alike; in particular, they 3. Atoms of different elements are different; in particular, they have 4. Compounds are formed by the joining of atoms of two or more All of Dalton's ideas account for the laws of definite and multiple proportions and the law of conservation of mass. Some of Dalton's points are still thought to be true, but over time this original theory has been modified. The first of these modifications came in 1897 when J.J. Thomson discovered ...

Aristotle's Responsibility Essay Example | Topics and Well Written Essays - 1500 words

Aristotle's Responsibility - Essay Example If a person put his hand up and another one comes along and pulls it down that act could be described as an involuntary action. Conversely, if a person gave another food or drink that resulted in killing him unknowingly then, that could be said to be an involuntary action. Thus, an involuntary action does not shape the quality of a person as it is not an action that is done out of will (Höffe 97). Voluntary actions practiced by human beings shape their character, and how they deal with others, thus making some of them appear just, and others unjust depending on the situation that they are associated with. Apparently, actions shape peoples’ character and define them as who they are with regard to what they do. For instance, a harpist is a character that is associated with playing the harp, not by just theoretically being a harpist. The constant practicing and perfecting of playing the harp are what causes someone to be a harpist. None of the human being’s virtues of character come naturally. If anything, human beings are born with the ability to acquire them, and then use them through habits (Höffe 107). Never the less, habits allow us to perform virtues, but habituation cannot bring something by nature from one condition into another. According to Aristotle, the objection made at 1114B denotes that no one is answerable for their deeds because they feel their actions are the best for them. Any person who has the normal character to perform what is best for him or she automatically becomes a good person. Coincidentally, how a conclusion appears to someone is natural. This means that the purpose for everything someone does primarily appears as a good idea to them. People do not understand the impact of their actions but are more interested in attaining their means (Höffe 103).

Book Reflection--NOT A BOOK REVIEW Assignment Example | Topics and Well Written Essays - 1500 words

Book Reflection--NOT A BOOK REVIEW - Assignment Example The consequences of analysis exposed that commitment felony type, to a much less extent, institutional delinquency behavior considered heavily in decisions to raise adult portion of mixed sentence. Causes of Reoffending There is mounting recognition that institutional transgression may be an eminent cause of reoffending following the release institutionalization. It is unlucky that misbehavior when institutionalized has particularly been taken away from a comprehension of post release recidivism consequences. There is some pragmatic experience research on adult subject or juvenile delinquents. Procedures of delinquent behavior pre-incarceration, such as past delinquent and arrests adjudications that have had staples in reoffending research linking the juvenile delinquents. The absence of research on institutional misbehavior to recidivism is therefore astonishing making sure that delinquency behavior is a prime indicator of steadiness in misbehavior and many other antisocial performa nces (Trulson and Marquart, 30-60). Research Studies Even though the research is limited, some inquiry over affiliation of misbehavior to the post release recidivism for the juvenile delinquents is eminent for many reasons. First of all, the studies have shown that time institutionalization is important for several juvenile delinquents which give them the time to persist insulting on ‘inside’. For some time, at a grave pace and relatively common practice of juveniles show the persistence in criminal and other disruptive behaviors. In spite of institutionalization, there is tiny reason to think that these offenders will finish upsetting in instant period succeeding the instant period after getting done with their institutionalization (Trulson and Marquart, 70-72). Second, the institutional indicators of misbehavior are frequently the easiest recorded performances shown by aberrant offenders at the release point from the institutionalization. The delinquent history first measures and then other pre-incarceration variables regularly combined with recidivism. For instance, there are some years taken away from misbehavior when institutionalized and even further taken from the delinquent’s issue from incarceration. Existing behavior is closely linked with nearby past, the additional current behavioral systems of misbehavior may then assist to spread the comprehension of post release recidivism determinants. In fact, a rising body of literature has shown that primitive life circumstances are eminent part of elucidating the current behavior (Trulson and Marquart, 75-80). The final and the third, the connection or association among recidivism and misconduct has immense empirical implications for those people accountable for releasing the juvenile delinquents, mostly for release of most grave, chronic, or violent state leading up to juvenile offenders. The youngsters who come up to the state incarceration are most traumatic offenders in a juvenile ju stice system. Wholly, these are the offenders who still live on the growth side of total crime-age curve. These are the ones who are mostly on left hand side of offenders. When these

Reflective Review Essay Example | Topics and Well Written Essays - 2500 words

Reflective Review - Essay Example In the process, they critically analyse strong and weak points as well as asses the opportunities and threats that can improve or compromise their professional achievements. Ignorance of the reflection stage in one’s life is a common mistake based on the misguided notion that reflection is a stupid activity similar to soul searching which is largely subjective. On the contrary, reflection is a very objective and very specific process through which we contemplate our past, earn form our mistake through a deliberate observation of our lives through the disinterested eyes it requires we use. Therefore, one of the models of reflecting one can assume is an imaginary dialogue with younger version of themselves. I selected this particular model so that I could consider my growth in the eyes of the person who originated many of the ambitions I am striving to achieve. My career pathway was very clear to start with, I knew I wanted to work in marketing because I had been inspired and me ntored by my father who had been a successful marketer for as long as I could remember. After high school, I applied to study business in college with the intention of majoring in marketing. College has taught me invaluable lessons both from inside and outside the classroom about how to improve my chances of success while am on the business pathway, especially the many skills that I need to acquire so as to improve my employability and make me more marketable in the corporate world. For one, I have come to appreciate the need for taking the initiative in whatever I do, as opposed to waiting to be directed or instructed. Today’s business world requires innovation and creativity, therefore I have learnt to think outside the convectional parameters, and otherwise when by simply doing thing according to the textbooks you will likely only produce mediocre results. Social work is a vital part of my business-oriented pathway considering that business involves interacting with people and convincing them to visit in the product you are selling. This often requires that one presents himself as trustworthy and dependable, in the words of one of my lecturers who introduced me to marketing and finance, when one markets products, he or she has to put themselves in the market first and if the client decides that they are a worth investment, they can risk putting their money on them. Therefore, in addition to my business classes, I enrolled to a few sociology classes; moreover, I spent some of my free time volunteering to do social work and community service in our local church fund drive. These excursions provided me with numerous opportunities to learn interpersonal interaction, when you talk to people even especially when you are not trying to sell them something. I developed confidence and even more importantly gradually learnt how to make people trust me, it not difficult really, all one needs to do is to be sincere and passionate. This is because once people beli eve what one is saying; they are more inclined to believe him as opposed to when they think you have an ulterior motive. In addition, I have come to realize that business and politics are inseparable, no matter how talented or bright one thinks he/she is, they must recognize the hierarchy that exists. One’s seniors must be respected and even when one sometimes feels

Human Resource Management of HM

Human Resource Management of HM This is a case study on HM, from a Strategic Human Resource Management perspective, based on publicly available details of HM, which has been analyzed and presented within the context of the perspective. This case study was prepared to meet the requirements of an academic exercise. HM was established in Vasteras, Sweden in 1947 by Erling Persson. HM sell clothes and cosmetics in around 2,000 stores around the world operates in 37 countries and has 76,000 employees all working to the same philosophy: to bring you fashion and quality at the best price. HM is a hugely successful multinational company. The success of HM is primarily based on the business model of entire design being done internally and centrally, manufacturing totally outsourced, but quality ensured and local retailing with hired places, local staff and local shop managers empowered to take decisions. The success, business growth and expansion plans were possible because HM have formatted their HR strategy in line with the corporate strategy. As evident from their Annual Report (2008), when they expand into new markets they do not lose sight of their core values. They have succeeded to manage all components of HRM effectively to ensure that core values are upheld in all parts, regardless of country and cultural differences. Their strategic and coherent approach in recognizing that the organizations most valued assets are the people working there, INTRODUCTION COMPANY STRATEGY: Hennes Mauritz (HM) was established in Vasteras, Sweden in 1947 by Erling Persson. HM offers fashion and quality at the best price and offers fashion for women, men, teenagers and children. The collections are created centrally by around 100 in-house designers together with buyers and pattern makers. HM also sells own-brand cosmetics, accessories and footwear. The stores are refreshed daily with new fashion items. In Sweden, Norway, Denmark, Finland, the Netherlands, Germany and Austria HM offers fashion by Internet and catalogue sales. HM does not own any factories, but instead buys its goods from around 700 independent suppliers, primarily in Asia and Europe. HM has about 16 production offices around the world, mainly in Asia and Europe. The turnover in 2009 was SEK 118,697 million. HM primarily operates in Europe, North America and Asia, and have around 2,000 stores spread over in 37 countries. The company is headquartered in Stockholm, Sweden. HM has grown significantly since it s beginnings in 1947 and at the end of the financial year had around 76,000 employees. The average number of employees in the Group, converted to fulltime positions, was 53,476 (53,430), of which 4,874 (4,924) are employed in Sweden. Around 79 percent of the employees were women and 21 percent were men. Women held 77 percent of the positions of responsibility within the company, such as store managers and country managers (AR2 2009). HMs strategy is to offer fashion and quality at the best price. HMs annual report (AR1 2009) emphasizes that quality relates to both. HMs products exceeding customer expectations, and also customers being satisfied with the company itself. The report states Taking responsibility for how our operations affect people and the environment is also an essential prerequisite for HMs continued profitability and growth. HM is driven by strong values such as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship states in annual report (2009:13). The World of HM (HM 2010) Long-term strategic plan goals of HM HM which is in the fashion retail industry. HM has stores in 37 different countries and employs over 76,000 people. The business concept of HM is very clear. It is offering to clients qualitative fashion clothing for low price. The company has its own team of designers, its own interior designer team, its own production factories, production partners and team for purchasing other brands production. It usually stock up HM cosmetics supply, making sure that those products will be cheaper than in other stores. Long term objectives are strategic plans company make for future five years. These objectives are set in seven key areas- productivity, profitability, competition, employee development, employee relations, technological leadership and public responsibility and show were company wants to be when they are achieved. Long term objectives have to be motivating, flexible, measurable, suitable, understandable, realistic and acceptable by employees. Three main strategic goals for HM for the next five years would be linked with profitability, competition and technological leadership. HM has reported a rise in sales and profits and sales for the three months to 31 August. Net profit for the third quarter of 2009 rose 4.1% to 3.46bn Swedish crowns from 3.33bn crowns last year. Sales, excluding sales tax, increased by 13% to 23.6bn crowns. So first LTO is to maintain financial stability HM has achieved. HM plans to increase sales revenues by 20% and earnings per share by 30% till 2015. Secondly as main strategy of HM is expansion, LTO in competition is to increase number of stores by 10% to 15% every year. Today HM has as 1840 stores up from 1618 at the same time last year. New stores will be open in the cities HM already has stores and also in completely new markets. In the Annual Report (2008:7), HM, CEO Rolf Ericsson states that the long term goal is to Make fashion available to everyone, give the customer a fashion experience that strengthens HM brand. They also state the goal of a 10-15% increase in the number of stores every year, which would be funded internally (2009). The aim to increase sales in existing stores, while focusing on quality and continued high profitability. How does HM want to get there? To execute its strategy HM focuses on 3 main aspects of its business concept in the annual report of 2009. Price, which is controlled by limiting the number of middlemen, buying in large volumes, relying on its in-depth, extensive expertise within the design, fashion, and textile industries, buying the right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution procedures. Design: Products are designed in-house and production is completely outsourced. Quality: Central emphasis on quality with extensive testing and ensuring least environment damage. Merger and Acquisitions: Acquisitions (like FaBric Scandinavian, the Swedish design company), and Design Collaborations (collaboration with Mathew Williamson) are adopted. SWOT Analysis (S)trengths One of the main reasons for HMs popularity is because of its trendy items for such a low price. This store offers quality clothing at department store prices which is rare for many retailers today. Strength for this company is their overall delivery time. It only takes 12 weeks to get an item from the design to its retail state which is very impressive for a worldwide, low price retailer. The average for retailers is usually about 6 months which is double the time that HM uses. They also manage to keep the stores brands fresh with guest designers coming in for different lines in the store. Some of these have been Madonna and Robert Cavalli. They also keep the prices affordable by using very few middlemen and buy large volumes cost consciously. But with these strengths come weaknesses as well. (W)eaknesses One of the strengths I mentioned above can also be a weakness for this company. Buying large volumes means that there is no real guarantee that all the items will be sold. This means that theyre already low prices may have to be lowered in order to make room for the next collection. This means that if these items are not sold in time, then the company will have to pay more for extra storage for the items not sold. Another weakness could be its wide range of customers this brand provides for. The range is for men between the ages of 18-45. This is not including the childrens clothing and maternity wear and the huge wide range of different styles they provide depending on what store you go into. This can be difficult to manage especially in a vertical company because there is no real focus on a target customer and gets more expensive to provide machinery for all these different groups of people. But with these huge leaps there are many opportunities for this company flour ish. (O)pportunities One good opportunity would be for HM is to have matching clothes for mothers and children. I think this would be a good opportunity because there are also maternity wear and childrens clothes and I think that it would appeal to a larger crowd. They would like to dress their children like them in the same styles. (T)hreats since HM is a brand that is very unique it has very few threats as far as retail chains go. One of these stores would have to be the clothing chain called ZARA. This is a store that also has fairly reasonable prices but is most famous for its rapid delivery time. It only takes two weeks for the design to make it into retail stores. Even with HMs time which is 50% faster than most retailers, cannot even compete with that time. The second threat to HM is Gap just because of their quality at reasonable prices and their wide range of people they reach as well with their vertical company as well. There is a market for babies as well as men and women Human Resources HMs corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also increases continuously. The growth target is 10-15 percent new stores each year, which means that 6,000 -7,000 new jobs each year. Their staff is spread across approximately 37 countries and come from different cultural backgrounds. Their strategy is to recruit locally whenever a new store opens as stated in the annual report (2008). The main area for which HM may have clearly articulated policies are listed below. The policy areas are based on the categorization by Armstrong (2006). Overall Policy and Values: HMs website indicates that their objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. To quote the Head of HR In order to meet peoples expectations of HM as an attractive employer, the company develops global guide lines on diversity, equal rights and against discrimination (AR1 2008).At HM, HR activities are guided by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company. This also indicates that the company has specific policies for areas such as Equal opportunity, Managing diversity, and Employee development, Health and Safety, among others. Employee Relations and Voice: HM has an open door policy granting all employees the right and the opportunity to discuss any work-related issue directly with management (AR1 2008). They also support their employees right and ability to organize and to decide who should represent them in the workplace (AR1 2008). HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider such cooperation to be essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). Promotion: In the annual report of HM (2008:34) the Head of HR quoted Internal recruitment and job rotation enable the company to grow quickly. This statement indicates that HM has policies related to promotion. Employee Development: To quote Mr. Par Darj, Head of HR at HM I tell employees, if you do not grow neither will HM (AR1 2008:34). This indicates that policies exist for this area. Rewards: According to the annual report (2008) HM focuses on rewarding people by providing more opportunities and responsibilities, and not through a promotions and job titles. This indicates that HM has policies for this area. Other areas with clearly defined policies might exist, but these are not evident from available sources. Organization Behaviour and Structure Structure: Corporate management is based at HMs head office in Stockholm. Stockholm is also where the main departments for design and buying, finance, accounts, expansion, interior design and display, advertising, communications, IR, HR, logistics, security, IT and CSR and environment are located. HM has around 16 country offices that are responsible for the various departments in each sales country. HM also has around 16 production offices which take care of contacts with the approximately 700 independent suppliers that HM works with. There are nine production offices in Europe, eleven in Asia and one in Africa. Behaviour: HM operates in 37 countries and has a work force belonging to these 37 countries because they recruit locally. HMs espoused values are stated to be the foundation for a multinational company in a multi cultural market where great respect is paid to the individual. Interviews with the CEO and Head of HR in the annual report indicate a participative culture where everyone is made to feel like a part of the companys success (AR1 2008:34). Par Darj (Head of HR) stated in the annual report the key word for continual growth is responsibility and commitment. We have committed employees and we are prepared to delegate responsibility at every level. The company encourages what it calls the The HM spirit employees committed to their work and prepared to take on new challenges, common sense, hard work and team spirit are encouraged. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, and opportunity to grow, and develop within the company (AR1 2008). Quotes from employees about the organizational climate indicate that the values above are values in use. These quotes can be found on the career section and in the annual report of HM. Based on this information; the prevalent culture appears to be primarily task oriented (Schein 1985). Such a culture can support HM HR related strategies and policies (like Open door, job rotation, freedom of association etc.). They also have a significant impact on HR aspects; Recruitment needs to focus on finding candidates with the right fit to the organizational culture irrespective of local culture, facilitating expatriation of experienced staff when new stores are opened, facilitating rewards schemes aligned with organizational culture, enabling HRD that can empower employees to take on new challenges and work in new teams. At HM, a lot of importance is given to personality development and for opportunity for the employees to grow within the organization. Various practices empowering the employees; like a Shop Manger being allowed to take independent decisions, and managing the business like an entrepreneur etc. are designed to increase employee loyalty and commitment to the organization and are great motivators (AR1 2008). The HR strategy for employee motivation; total reward with emphasis on Intrinsic Motivation (Armstrong 2006), has been proven, to be directly related to forming the success of the organization. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, opportunity to grow and develop within the company (AR1 2008) The prevailing organizational culture at HM encourages team work, supports effective leadership and provides adequate growth opportunity for employees. These HR strategic initiatives in turn make significant co ntributions to the organizational goals of continuing growth and profitability. Organization Culture HMs strong corporate culture the spirit of HM has existed ever since the days of HMs founder, Erling Persson. This strong culture is of great value and is a contributory factor to HMs successes over the years. The spirit of HM: The spirit of HM is based on a number of values that describe in simple terms how we want to work. These are in turn based on our business concept, fashion and quality at the best price. The fundamental values behind the spirit of HM are among other things common sense and own initiative. HM provide room for people to make their own decisions and take responsibility, and co-workers get regular feedback on their performance. An important part of HMs culture is to delegate responsibilities to the stores. Strong commitment and involvement are important, and co-workers are encouraged to take their own initiatives within a defined framework. Creativity and job satisfaction increase when there is a good working environment. Co-workers commitment makes a major contribution to HMs successes. HM believe in the abilities of the individual and encourage co-workers to develop further. Respect for the individual is a fundamental value at HM. This applies to everything from fair pay, reasonable working hours and freedom of association to the opportunity to grow and develop with the company. Job rotation is common at HM. In the stores, for example, duties may vary between the cash desk, fitting rooms, unpacking, display and follow-up of advertising and campaigns. Working in the store provides very important experience and is a way of getting to know HM from its very foundation. Attracting and retaining skilled staff is important for HMs success therefore HM work constantly on skills development and all training is carried out within HM. However, the biggest knowledge gain is made through active learning on the job. Information System HM has employee-scheduling system to improve its use of staff resources and maximise time spent by staff on the shop floor. The Swedish clothing company implemented. 30,000 employees swipe in and out with smartcards at the beginning and end of their shifts. The system reduced administration by recording shifts electronically and helped improve sales by scheduling shifts to coincide with the busiest times in stores. The scheduling application is linked to HMs human resources and payroll systems, which lets the retailer control staff costs more accurately. The Workforce Management application from software supplier Work Place Systems will be hosted at a data centre in Stockholm. Motivation at HM HM is a flat organization, which might give the impression that its hard to move up within HM, the organization is constantly evolving and is growing fast, thus providing more opportunities to its employees. Employees are motivated by providing new challenges; in another department, another role or, another country. HM encourages employees to try many different roles within their organization stated in annual report part 1 and 2 (2008). HM recruitment advertisements indicate possibilities like: working abroad, furthering education and learning new things. Their websites promotes that many in management today, actually started on the shop floor. HM also provides a comprehensive benefits package. HM fulfils employee aspirations by providing opportunities to take more responsibilities. Individual development versus organisational development. HMs annual report (AR1 2008) and website (Careers website), emphasize that working at HM is about commitment, both from the individual and the organization. HMs Head of HR emphasizes that organization can grow only if the individuals grow. HM wont make a career plans for their employees, but will provide them with tools to go as far as they possibly can on their own. This indicates that at HM, individuals are expected to drive their own development, within the framework that the organization provides. The organization appears to facilitate and promote cross-functional and cross-boundary development opportunities for individuals, which is aligned with their own development and growth strategies. To quote PÃ ¤r Darj, (Head of HR), We have committed employees and we are prepared to delegate responsibility at every level. I tell employees, if you do not grow neither will HM, (AR1 2008:34). This indicates that HM treats individual development and organizational development as tightly linked areas. Selection Recruitment The HR strategy, which is closely aligned with the organizational strategy to achieve continuing growth and profitability, envisages recruitment of people every year to run the new stores scheduled to be opened. For example, as per their Annual report (AR1 2008), about 6000 7000 employees are to be recruited during this financial year, to meet the requirements of the 225 new stores being opened worldwide. The planning and recruitment is based on the HR policy to recruit locally when a new store is opened. Future employees are evaluated and chosen according to certain criteria practiced by HM and based on the companys culture. They look for people with personality who can perform well within the culture, growth and motivational framework provided at HM. Par Darj, Head of HR stated, At HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. Of course, we do welcome those things, but what we are really looking for, more than anything, is people with the right personality. This is based on the belief that one can always gather skills as you go along, but personality and attitude cant be taught. Either youve got it or you dont. One of the most important things we look for is drive (AR1 2008). HM values personal qualities much more than formal qualifications. Since HM is a fast company and the tempo is always high, they need employees who are self-driven and capable of well direct communication. Hence HM recruits people who like responsibility and decision-making also it indicates that a love of fashion combined with a focus on sales is perceived as an adva ntage. These appear to form the basis for HMs recruitment requirements (and person specifications), programmes and drive its selection processes. At HM selection interview approach is usually face to face and mostly structured situational based According to Armstrong (2006) In a situational based interview the focus in on a number of situation or incidents in which behaviour can be regarded as being particularly suggestive of succeeding performance. This is followed by panel interviews and aptitude/work sample tests. It appears that candidates are filtered at each stage of the process in HM. Sources of candidates: Internal Recruitment: This is their first choice for a new job opening. External recruitment is considered only if no internal options are available. External recruitment: Potential recruits (minimum age is 16 years) are encouraged to apply directly to the local store, from the careers website. HM does not offer summer jobs or work experience placements. Buying is centralized in Stockholm, and so is the recruitment for the same. HM recruits locally to its new stores (AR1 2008). Organisational learning and management development in HM. The average numbers of training days per employee in 2008 are, 10 for new sales staff, 1 for existing sales staff and 5 for existing management positions. HM usually conducts all training in-house (classroom, stores and one to one), written and produced by HM staff. External training has been considered for some areas like buying. E-learning has also been initiated for a few subjects (AR 2008). However, indications are that HM today focuses more on on-the-job, just- in time, hands on learning. For example, when they opened their first HM store in Japan, locally recruited employees were sent to Norway and Germany for gaining experience in existing operations. Also, during the sales intensive opening phase of a new store, colleagues from other countries are brought in temporarily (AR 2008). The head of HR quoted in annual report (2008:34) As an employee of HM, you can be an entrepreneur and you will be given responsibility early on. HM claims to provide structured opportunities for on-the-job, hands on and work place based training. To summarize, it appears that HM focuses on experiential Self-directed learning today as defined by Armstrong (2006), however, they are moving towards incorporating a blended approach with including simulation and e-learning. Ensuring Learning and Development opportunities for its employees is an integral part of the HR strategy at HM (AR1 2008), and these essential ingredients contribute significantly to the success of the organization. Human Resource Development is a continuing process at HM, the new recruits being sent to already existing shops for gaining valuable experience, experienced employees being brought to new shops to support the new local recruits during the intensive opening period activity etc. This is critical to the process of organizational learning and helps them climb the learning curve faster. Keeping employees highly motivated is essential to the success of HM, due to the nature of its business of dealing in high fashion consumer goods. The various concepts that can be adopted to increase performance (like job satisfaction as a reward management tool) are very effectively employed and as the employees themselves state, they are happy to be there and every day is a challenge (AR1 200 9). Expectancy Theory, which states that if individuals feel that the outcome of learning is likely to benefit them, they will be more inclined to prove it (Armstrong 2006) has been proven on the shop floors of HM. The HR practice of giving responsibility to the employees early on in their career, treating them as entrepreneurs rather than just employees is a definite and positive step towards their development. Considering the employees as capable of shaping its results and improving it in big and small ways and is key to HMs approach to learning and development. Reward Management The reward management process of HM and its potential influence on human resource management. HMs careers website indicates that the company offers a comprehensive benefits package, which includes staff discounts, incentive bonuses, company sick pay, private health care a pension scheme. Share options are not provided. The head of HR, indicates that they do not consider titles and pay structures as motivational tools. Opportunities to fulfil an employees aspirations by wanting more responsibility, as a means of getting on with in the organization quickly, are provided. Apart from these, as stated by different categories of employees on the careers site and the annual report, the main reward is the job satisfaction they derive. Thus, HM appears to provide a total reward framework, with greater emphasis on relational rewards even though transactional rewards are provided (Armstrong 2006). HMs reward management is consistent with other HR areas, including organizational culture, recruitment/selection etc. and is also in sync with the overall HR strategy of open doors, job rotation etc. which is essential to fulfil HMs strategy of fast growth. HM has implemented the concept of Total Reward Management very successfully. Apart from the financial compensation, job satisfaction as a reward has motivated the employees to perform and contribute their maximum to ensure customer satisfaction and business success through increased sales. This is evident in the statements by the employees from various levels on the HM website. As a stated policy, there is more emphasis on personality development through delegated authority in the decision making process and greater autonomy to local elements of the organizational structure. Being a multinational company with employees of different cultures, this decentralized decision making process and empowerment of employees have proven direct impact on the success of HM (AR1 2008) Various techniques associated with basic motivation have been given more importance and priority than the extrinsic aspects. Work environment related parameters like leadership, employee voice, recognition, achievement etc. have been built in to the HR policy and practiced to leverage the critical business goals of continuing growth and increased profitability. Performance Management HM has adopted a strategic and integrated approach to achieve organizational success through improved performance of its employees. HM employees have been told that the growth of the employees and the organization are closely linked (AR1 2008). The practice of Shop Managers going through a process of reviewing that days business with their subordinates on a daily basis is part of the performance management activity. This underlines the fact that HM has recognized the importance of such a practice, and built in that process by which managers and their subordinates work together, agree on what needs to be done and how it is done. They are able to plan, prioritize and develop their sales team in a customer-focused environment (AR1 2008). At HM a shop manager is in charge of the daily running of the store like running their own business. The HR strategy of delegating authority for managing the shops activities is a key factor contributing to the success of the organization. Managing Diversity in teams and groups HM is expanding its business to open new shops in countries where they are currently not present. By their HR policy and procedures, when a new shop is opened the staff recruited locally. They also have the practice of job rotation and movement of employees from one location to another based on internal recruitment (promotions). This brings together people of different cultural back grounds together in the same team, and successfully managing such a team is crucial to the success of the organization. The HR strategy is, not to have very rigid procedures, and the corporate culture of respect to the individual. As stated in their Annual Report (AR1 2008), the HR strategy ensure the following: 1. In order to meet peoples expectations of HM as an attractive employer, company develops global guide lines on diversity, equal rights and against discrimination. 2. HMs objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. The whole of their activity is shaped by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company (AR1, 2008). 3. HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider that cooperation is essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). (AR 2008) HMs success in executing their strategy of continuous international growth and expansion, while maintaining its Swedish organizational culture, indicates that its HR practices have contributed to the successful management of diversity in teams and groups. Recommendations Conclusion Issue and challenge at HM could be: nurturing and maintaining a balanced relationship with employees. Line managers may need good awareness of their reporters aspirations, to enable motivation by providing responsibilities and opportunities al

Female Serial Killers Essay -- essays research papers

Female Serial Killers While most of the violent crimes that happens most are them are belongs to men, women have not been the wilting flowers promoted so heartily by Victorian adorers and (right or wrong) often evident in today's society. Before we get into detail about the fascinating phenomenon of the Black Widow, it is worth a brief overview of women's escalating role in the world of violent crime, particularly in the United States. Since 1970, there has been an increasing and alarming rise 138 percent of violent crimes committed by women. Still, while the equivalent percentage compared to male violence is small 15 percent to 85 percent the fact that the numbers have elevated so drastically points to something changing in society. Sociologists try to explain it, so do criminologists, theologizes, politicians and world historians, but the resulting message is clear, and that message is that females are not alien to committing violent acts. In recent years, women have committed some of the most heinous crimes. Darlie Routier killed her two sons for reasons blamed on personal economics. Diane Downs killed one of her three children (she tried to kill all of them) in order to win back a lover who didn't want kids. Susan Smith drowned her boys in a neighborhood lake because her boyfriend did not want the responsibility of raising some other man's children. Karla Homolka and husband Paul Bernardo sexually assaulted, tortured and killed several young women for thrills. There a...