Gas Laws free essay sample

Boles Law Introduction Air is surrounding us. We take noticeable all around with the goal that our body can get satisfactory gracefully of oxygen gas. Our lungs grow as they load up with air and take in oxygen, and unwind as they discharge carbon dioxide. Plants thus, go through the carbon dioxide during the procedure of photosynthesis to produce sugars. Life as we probably am aware it would not have been conceivable without the life-continuing gases found in the air Like breathing, numerous other human exercises include gases. At the point when air is siphoned into - 5_ a bike or car tire, a blend of gases is packed into a little volume. Helium gas make toy inflatables skim. Gas used to fill elastic rafts and vests applies pressure on its holders, giving them unbending nature and shape. Throughout recent centuries, researchers are interested about how gases carry on. Examinations on the conduct of gases primarily concern the relationship among the four significant properties of gases: illume, weight, temperature and sum in moles. We will compose a custom article test on Gas Laws or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page This exercise presents the connection among volume and weight at steady temperature, which is otherwise called Boles Law. What you will do Activity The addendum of 1 alludes to the first conditions while 2 alludes to the new conditions. The figure on the correct shows what befalls the volume of an example of gas when weight is expanded while keeping up the temperature. Note the backwards relationship of weight and volume. Figure 1. 3 Illustration of Boles Law Checkpoint Explain as far as Boles law what happens when you then again crush and discharge an empty elastic ball. Answer: When you crush an empty Auber ball, the volume diminishes and the weight inside the ball increments. W the crushing stops, the volume increments and the weight diminishes inside the ball. Is it accurate to say that you are prepared to encounter Boles Law in real life? Give these exercises a shot your own or along with a companion. - 8-Activity 1. 3 In this movement, you will exhibit Boles Law utilizing straightforward materials. You will require a few little marshmallows and a plastic syringe with a measurement sufficiently enormous to fit the marshmallows. You will likewise require the plastic top however not the needle of the syringe for this. Evacuate the unclogger of the syringe and put the marshmallows inside. Return the unclogger permitting just a little space for the marshmallows. Spot the top firmly (you might need to utilize wax to seal it). Gradually pull the unclogger away and perceive how the marshmallows mysteriously extend! They will come back to the first size in the event that you discharge the unclogger. Would you be able to clarify these perceptions as far as Boles Law? Attempt these Self-Test inquiries to check how well you comprehended Lesson 1 . Individual test 1. 1 Directions: Read every thing cautiously and flexibly the necessary data. 1 . A specific model of a vehicle has gas-filled safeguards to make the vehicle run smoother and less uneven. Portray the gases inside the safeguards hen the vehicle is loaded with travelers contrasted with when the vehicle is unfilled. 2. Which diagram exhibits Boles law? Vertical hub is V and level hub is P a. B. C. D. 3. In the event that the weight on a gas is diminished by one-half, what will befall its volume? 4. A 40 L swell is loaded up with gas at 4 ATM. What will be its new volume at standard weight of 1 ATM? 5. A gas at 30. ICC involves 500 ml at a weight of 1. 00 ATM. What will be its volume at a weight of 2. 50 ATM? Key to answers on page 21 . Exercise 2. Charles Law Introduction In this exercise, we will explore Charles Law, which relates changes in he temperature of a restricted gas kept at a consistent strain to the volume of the gas. You will be acquainted with another condition that decides the variety of gas volume with change in temperature. Conversation Jacques Charles was a French scientist popular for his analyses in expanding. Rather than sight-seeing, he utilized hydrogen gas to fill expands that could remain above water longer and travel farther. Figure 2. 1 Jacques Charles slaw/slaw. HTML Charles Law expresses that tort a given sum tot gas at steady weight, the volume is legitimately corresponding to the temperature in Kelvin, V a T. Charles Law is communicated in condition structure as: TIFT = TV.

Internet Entrepreneurship Assignment Example | Topics and Well Written Essays - 4000 words

Web Entrepreneurship - Assignment Example This paper subtleties the market open doors for giving a sheltered social net work for clients who are youngsters. The created site is named www.emuu.com and will be promoted in this name and style through the web. This paper is organized to introduce the market openings, proposed business methodology covering the client division and offer for the clients. What's more the paper likewise presents a business and income model for the advertising of www.emuu.com and the plan of the association and the issues that should be thought of while firing up the web business. The achievement of promoting an informal organization relies upon the choice of an appropriate social net work programming to plan the site and furthermore on the arrangement of the correct sort of administration to the clients so they remain longer with the site (Ron McNeil). The goal of the social net work is to enable the clients to develop enormous networks and gatherings over the time. The webpage ought to make more open doors for the clients to remain longer with the site and make the correct sort of client dedication which is a flat out need for effectively running a person to person communication site. ... The goal of the social net work is to enable the clients to develop huge networks and gatherings over the time. The webpage ought to make more open doors for the clients to remain longer with the site and make the correct sort of client reliability which is an outright need for effectively running a person to person communication site. In accordance with these perceptions, www.emuu.com is being advanced as social net work for more youthful individuals with the accompanying points and targets. 2.1 Aims and Objectives of the Internet Marketing Website emuu.com A definitive point of the site is to make a sheltered informal community for the youngsters which has a genuine incentive for the time and cash the youngsters spend on the site. So as to accomplish this point the site has the accompanying targets: (1) Providing various instructive games which have the impact of animating the brains of youthful clients; the games won't be the typical PC games however will have a decent instructive worth and will add to the creation and improvement of explanatory abilities among the small kids (2) Encouraging the correspondence between old companions and new ones who acclimated through the web; the webpage will go about as the base for the improvement of an important correspondence between the supporters and the guests to the site (3) Enhancing the significance of the web security by giving appropriate shields as encoded client names and passwords with the goal that the data provided on the system isn't being abused by fraudsters for ill-conceived purposes 2.2 Product Offering The site proposes to offer the accompanying items

Outline Writing and Essay free essay sample

You may survey models Of both the harsh and last drafts of a Take a Stand Essay. Beginning: Topic 2 Brainstorm: As an undergrad, it is significant for you to realize how to set up a paper. You should start the creative cycle by conceptualizing potential ideas you might need to compose on and inquire about. There are numerous ways you can conceptualize, for example, Free Writing Listing Mapping/Webbing Take some an opportunity to conceptualize potential thoughts for your exposition. Here are a few proposals for beginning: Focus on a solitary issue or issue that is essential to you.State the issue as an inquiry utilizing journalistic inquiries, for example, WHO, WHAT, WHERE, WHEN, and HOW? Loosen up the psyche and body! Unwinding improves sharpness, so set aside some effort to consider the point you chose. Conceptualize around three to four answers for the difficult you have picked. Give yourself a period limit. Set a period limit for your meeting to generate new ideas (1 0 minutes is suggested), however take into account a few arrangements or thoughts to your issue. We will compose a custom exposition test on Layout: Writing and Essay or then again any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page On the off chance that you begin to float off point; get pulled together or stop and return to the conceptualizing when you are invigorated or have additional time assigned. Assess your thoughts. When you have finished your meeting to generate new ideas, return and assess your thoughts and arrangements. Your answers ought to be discerning and reasonable, and reachable before you continue further with the creative cycle. Settle on your Audience: Who is the crowd you are wishing to address? Who do you need your crowd to think about the point, or would you like to illuminate them on the issue you are standing firm on? Will there be pieces of information in your exposition about who your crowd is? For this task and exposition, your educator will peruse your article; in this way you ought to compose your paper in Third Person.Third Person: The most well-known type of composing at the scholastic level, and how you will compose the greater part of your conventional papers. In Third Person, you are keeping in touch with a group of people, and giving knowledge and data to advise and you will utilize such pronouns as he, she, or they. Second Person: This is most uncommon perspective ut ilized, on the grounds that it is utilized to address someone else, for example, in a counsel segment or cookbook with bearings given. This perspective uses you to address someone else in the composition. First Person: Most generally utilized, and furthermore most erroneously utilized at the scholarly level.This is taken from your own point of view, so you see the utilization of l and we all through the composition. This type of composing ought to be utilized with individual point of view, reflection, or in personal histories. Build up a Thesis Statement: You have to start to arrange your considerations about your subject into a proposal proclamation. The theory explanation ought to educate the rest regarding your article by expressing your position and your supporting contentions unmistakably and briefly. Your postulation explanation ought to be 1-2 sentences long talking about your three primary concerns you wish to address in the body sections of your essay.This will be your last articulation in the presentation passage, and will likewise enable the peruser to perceive what will be examined in the accompanying passages. Kindly audit the talk notes on postulation composing on the off chance that you are not satisfactory on the organizing, as this is a significant component to get right before proceeding with your composition. Lead Research: Once you have made your postulation articulation and know the course of your article, you should start gathering information on your chose point to help you in supporting the answers for the issue you present in your essay.Using he GUCCI library, find three to five PEER REVIEWED sources identified with your proposition proclamation. Gather your information, sort out it, look at every reality; make an effort not to stall out on one arrangement as you have to show support inside every one of your supporting body sections. You are required to use at any rate 1 companion evaluated source inside your paper, anyway it is acceptable practice to start utilizing numerous sources as this will be a later desire in future courses. Make an Outline of your Essay: It is basic to compose your musings about your chose point by making an exposition outline.An blueprint will guarantee that you remain on theme all through your paper, just as adjust to your proposition articulation. *This will be a piece of your Topic 2 Assignment, so a framework organization will be given to you to follow. Composing your Rough and Final Drafts of the Essay: Topics 4 6 Rough Draft: Due in Topic 4 arrange every one of your considerations and thoughts and compose an unfinished copy of your paper. Refining thoughts is necessary to finishing the work in progress of any exposition or composing venture. To help you with this segment, it would be ideal if you get to the GU Style Guide and Template situated in: The Writing Center under the Student SuccessCenter in the Classroom. You should utilize this layout and manual for complete your unfinished copy to guarantee you have all arrangement components. There is likewise a task rubric that will furnish you with subtleties on what components will be assessed, and how your general evaluation will be looked into and applied to this task. Utilize the Academic Writing Resource situated in the Course Materials; this is an incredible instrument to use as you manufacture and furthermore audit your composition. Edit before submitting! You are relied upon to audit your spell and language structure checks before submitting to your teacher; there ought to be no odoriferously blunders!

Technology and Educational Instruction Essay Example | Topics and Well Written Essays - 3750 words

Innovation and Educational Instruction - Essay Example PCs are instruments that can be utilized to achieve a horde of errands and accomplish any of various objectives. They can be utilized to advance higher request thinking aptitudes or to play careless games. In any case, explore will in general demonstrate that innovation isn't being utilized suitably in today’s study halls (Kleiman, 2000; Glennan and Melmed, 1995). One way that this device can be utilized is as an impetus for change. Specialists have discovered that when a study hall is submerged in innovation, numerous things start to change in the study hall. Educator/understudy connections change as educators escape from the job of teacher and start to come close by the understudy as facilitator or mentor. This is a consequence of an adjustment in the manner that instructors educate, moving from conventional guidance with talk, drill-and-practice, and repetition retention of realities toward a constructivist model which advances dynamic understudy learning through request, critical thinking, and joint effort with companions and grown-ups. Be that as it may, these are not by any means the only changes innovation can bring to the study hall. Innovation joining, done accurately, can prompt accomplishment for everybody (Apple Classrooms of Tomorrow, 1995). In 1996, President Clinton and Vice-President Gore presented the reason for innovation incorporation in the Technology Literacy Challenge. The explanation behind innovation in the study hall isn't to give best in class gear for the good of its own. Rather, the job of innovation is to build understudy accomplishment by utilizing this apparatus (Wenglinsky, 1998). Numerous states have put a large number of dollars into innovation. ... Educator/understudy connections change as educators escape from the job of teacher and start to come nearby the understudy as facilitator or mentor. This is an aftereffect of an adjustment in the manner that educators educate, moving from conventional guidance with talk, drill-and-practice, and repetition remembrance of realities toward a constructivist model which advances dynamic understudy learning through request, critical thinking, and coordinated effort with friends and grown-ups. Be that as it may, these are not by any means the only changes innovation can bring to the homeroom. Innovation joining, done accurately, can prompt accomplishment for everybody (Apple Classrooms of Tomorrow, 1995). In 1996, President Clinton and Vice-President Gore presented the reason for innovation joining in the Technology Literacy Challenge. The explanation behind innovation in the study hall isn't to give best in class gear for the wellbeing of its own. Rather, the job of innovation is to build understudy accomplishment by utilizing this device (Wenglinsky, 1998). Numerous states have put a large number of dollars into innovation. In 1996, Pennsylvania propelled a three-year program named Link to Learn, a venture costing $ 109 million (Yakel and Lamberski, 2000). The objective, as indicated by Governor Tom Ridge, was to keep Pennsylvania instructively and econmomiclaly serious in a world that inexorably depends on innovation, (Commonwealth of Pennsylvania, 1998). All the more explicitly, the ward needed toassist schools in getting innovation, to change instruction with the goal that it stretched out past the dividers of the schools, to give instructors assets and capacities to incorporate innovation in their homerooms, to empower schools and libraries to become innovation

Planning Strategic Human Resourse And Management Polices Business Essay - Free Essay Example

Introduction Planning Strategic Human Resource (SHR) is a part of Strategic Human Resource Management (SHRM) and planning SHR policies is an important aspect to be considered in every organization. Effective planning of human resource (HR) policies will lead an organization to work effectively and also improves productivity. Apart from this human resource strategies play an important role in achieving organizational objectives and goals. Apart from achieving organizational objectives, a good HR strategy also supports specific strategic objectives of operational, financial, marketing and technology departments. In the following sections we will discuss in detail the HR strategies and how they affect the school districts structure and changes, importance of SHR planning, SHRM approaches and how education councils formulate or plan SHR decisions and choices and the challenges of SHR planning process in detail. Human Resource Strategies For school districts to improve in the market place or to gain competitive advantage, changes in the HR strategy is a must and it is believed that changes in the HR policies and practices show a wider impact on the schools environment and some of which could be Changes in the overall employment marketplace such as pay levels, demographics etc. Cultural changes These changes could affect the future processes of recruitment or employment Changes in employee relations environment Changes in the work practices These changes could be due to the HR practices followed in other organizations or develop new work practices. Effective planning and designing HR policies and practices will maximize the companys likelihood of success considering this HR strategy should aim at effective people management through which organization is aiming at achieving long and short term . Based on this contradiction HR should ensure that It has the right people in the right place right job assigned to the right or eligible person. It has the right mix of skills eligible persons should have the necessary skills and knowledge to perform the work properly Employees show good attitudes and behavior Organizations should ensure that employees behavior is right and have a good attitude towards work and organization. Employees developed in a right way school districts HR should ensure that proper training, coaching etc are provided to the employees so as to improve their skill in the related job. Importance of Strategic Human Resource Planning Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the firm while meeting the needs of employees and other stakeholders- Before discussing the strategic HR policies and practices first let us see the importance of strategic HR planning. Strategic planning help school districts to work more effectively and efficiently by Setting the strategic direction Formulating effective strategies show positive outcomes which the school seeks to achieve and includes schools vision, mission, goals and values. Strategies are prepared based on the external environment. Strategies focus on supporting HR policies so as to accomplish organizations mission, vision and goals. Designing HRM system Effective HRM system is important in any school districts wherein the HR focuses on selecting, designing and alignment of human resource policies, plans and practices. Planning the complete workforce Planning school districts and work design or work structure is as important as designing workforce. Effective workforce planning helps in bringing out the expected results. Creating or producing the necessary human res ources Organizations need to effectively plan strategies for recruiting, selecting, appointments etc. Investing in HRD and performance Planning strategies for promotions, rewards, compensations, career planning, performance management etc. will help in better organizational and employee outcomes. Assessing and sustaining organizational performance and competence Effective strategies will lead to succession planning, good organizational culture and evaluating effectiveness of HR strategies. The overall purpose of SHR planning is to ensure enough human resources so as to meet the strategic and operational goals of the organization upgrade the social, economic, technological trends that effect human resource in the organization and finally to be flexible so that organizational change could be anticipated. Therefore, SHRM approaches play an important role in the process of effectively planning and implementing strategic human resources policies and practices. Strategic Human Resource Categories In an organization, HR strategy will add value when it is carefully considers the existing and developing plans so that it could identify and focus on common themes and implications that could probably happen or would never happen. According to major, HR practices fall into four major categories explained as following Flow of people It includes promotions, transfers, outplacements, training and development. Flow of performance Management This includes measuring job performance, appraisals, rewards and regular follow ups. Flow of information Organizations should keep in touch with the important external realities, manage internal communication and perfectly and/ or properly design information technology infrastructure. Flow of work This includes organization structure, work process design and other physical arrangements. Strategic Formulation Strategies and Choices Formulating and developing strategic HR policies is a part of strategic HR planning. Strategic formulation includes evaluating the interaction between the strategic factors and making strategic choices organizations should ensure that developing HR policies to support organizational strategies should include five major strategies so as to meet the organizations needs in future Restructuring strategies This strategy mainly includes reducing workforce either by termination or attrition, restructuring group tasks so as to create well designed jobs and recognize work units to be more efficient. strategy HR should see for the best approach keeping in view the cost effectiveness. Recruitment strategies This includes hiring new employees with the necessary skills and abilities that match the organizational needs (current needs and future needs). Considering the requirements and options organizations need to promote job openings and encourage suitable individuals to apply. This strategy helps organizations to choose the right candidate who can align with future changes planned for future. Training and development strategies This strategy includes providing training and other related processes to employees to take new roles (job responsibilities) and present staff with career developing opportunities (this also helps the organization to promote the same employees in future other than hiring new staff). Collaboration strategies It could also be called as merging strategies where in the organization could collaborate with other organizations which help the organization to be successful and also can overcome the shortage of certain skills. Outsourcing strategies This strategy looks for external sources (individuals or organizations) to do some of the organizational tasks (for example consultants and so on). Here organizations should also focus on the implications of such process and take necessary actions to assess the strategy before implementing. According to Purcell (2001) strategic choices could be upstream or downstream type of strategic decisions. Where in upstream look for long term decisions and down stream look for short term or new decisions on the structure of the firm. Challenges of Strategic HR Planning Organizations before planning should identify and focus on which plan or strategy are fundamental so as to achieve organizational goals and objectives. It is important for organizations to look in for the following Planning issues concerned to workforce (workforce requirements, recruiting)) Planning sequence (prioritizing work process) Planning for improving skills in workforce (trainings, coaching, conduct workshops etc.) Employment equity plans (compensations, benefits, promotions, rewards etc.) Issues related to motivation and fair treatment (appraisals, rewards, respect, attitude of management towards employees) Designing pay levels (recruiting new employees, retain, motivate people etc.) Developing a framework for performance management so as to meet the needs of all levels and sectors of organization Career development frameworks to develop employee skills and knowledge Apart from all the above, organizations must also focus on the various implicati on of implementing the proposed policies or practices. Improper planning and implementation of HR strategies could lead to many other issues in the organization such as employee job dissatisfaction, work load due to change in work processes, lack of effective skills, lack of good leadership and so on. So, it is also important for organizations to look for the organizational needs, available resources (operational and financial) and based on the needs and available resources formulate HR policies and communicate properly (use proper communication channels) and evaluate the policies and/ or strategies before implementing the strategies. Conclusion Strategic human resource management is an important aspect that needs to be considered in all the organizations. SHRM approaches help the organizations to effectively develop HR strategies and thereby planning and effectively implementing them. Good HR planning, practices and policies are very crucial and organizations could achieve competitive advantage, improve its market place, develop its employees which will in turn help the organization to perform better get more output both externally (income) and internally (through better employee performance). Effective planning and implementation of HR strategies therefore help the organization to achieve its goals and objectives.

The relationship between HRM practice and employee work-related attitudes and examine whether different approaches to measurement of HRM gives different results - Free Essay Example

The relationship between HRM practice and employee work-related attitudes Introduction The concept of human resource management (HRM) has received focussed attention for around 20 years, with the catalyst being that many US companies found they were being rivalled and in some instances overtaken, in markets they had dominated (Ehrlich, 1994, p. 492). As Lodge (1985, p. 319) observes: By the early 1980s there was still little disagreement that US corporate managers, employees and trade unions would have to change their ways in order to compete successfully for markets in America and abroad. Harvard university academics introduced a new compulsory component of HRM into their MBA syllabus and reinforced this so-called Harvard Model with influential books and articles (Beer et al., 1984; Walton, 1985b; Walton and Lawrence, 1985). While there would surely have been a genuine desire to help US business, US society, and even US employees, there was also a long-term effort to ensure that the Harvard Business School faculty provided leadership in human resource management (Walton and Lawrence, 1985, p. xx). The Harvard concept stresses that HRM should lead to employee commitment not simply as a means to employer objectives of improved productivity and profits, but because the fulfilment of many employee needs is taken as a goal rather than merely a means to an end (Walton, 1985a, p. 49). At about the same time as the Harvard concept was being developed another viewpoint was being promulgated by academics who supported a strategic concept of HRM, with the major work edited by Fombrun et al. (1984). This work emphasises that the four generic human resource activities of all organisations: selection/promotion/placement process; reward process; development process; and appraisal process (Tichy et al., 1984, p. 26) need to be strategically aligned with the organisations overall strategic objectives. Hard and soft HRM British writers have focused on the differences between the Harvard commitment concept of HRM and the strategic HRM concept. Keenoy (1990, p. 368) sees the Harvard concept as philosophically grounded in the recognition of multiple stakeholders and the belief that the practice and benefits of HRM can be achieved through neo-pluralist mechanisms, while the strategic concept is almost uniformly unitarist in orientation and displays a quite singular endorsement of managerial values. The former is frequently referred to as soft HRM, while the latter is hard HRM. In theory, soft HRM fulfils employee needs as an end in itself, and the favourable attitudes generated from the use of appropriate HRM practices (Guest, 1997) together with communication, motivation and leadership (Storey, 1987, p. 6), result in commitment to the organisation and improved performance. Hard HRM is only concerned with the effective utilisation of employees (Guest, 2002) and emphasises the quantitative, calculative and business strategic aspects of managing the head count resource in as natural a way as for any other economic factor (Storey, 1987, p. 6). If the reality of soft HRM practice was that it produced the benefits referred to in the rhetoric of academic evangelists such as Richard Walton then it should be highly favoured by both employees and employers. Questions have been raised by a number of researchers, however, about the ability of soft HRM to achieve these benefits. There are two concerns. The first is that the real motive behind its introduction is to undermine unions (Sisson, 1994). Indeed, going back to the introduction of the Harvard concept of soft HRM, Lawrence (1985, p. 362) writes about a seminal colloquium on HRM between 35 senior executives and Harvard academics. He claims that the question as to whether HRM was designed to keep the union out was emphatically denied, and he protested that all but three of the firms represented were at least partially unionised, with several having had a significant number of units of both kinds, with their older plants unionised and the newer ones not. An unreasonable interpr etation therefore would be that these leaders of commitment HRM will happily dispense with unions given the opportunity. Indeed, Lawrence (1985, p. 362) admits that there was a general view that in a well-managed unit with decision-sharing, a union was not needed to represent employee interests. Guest (1990, p. 389) concludes, the main impact of HRM in the United States may have been to provide a smokescreen behind which management can introduce non-unionism or obtain significant concessions from trade unions. The second concern is that meeting the needs of employees has never been an objective in itself, and has simply been the normative view of what Harvard academics would like to see as the employment relationship. Truss et al. (1997, p. 70) in a study of soft and hard models of HRM, concluded that even if the rhetoric of HRM is soft, the reality is almost always hard, with the interests of the organisation prevailing over those of the individual. Similar conclusions have been reached by Keenoy (1990), Poole and Mansfield (1992), Guest (1995) and Legge (1995a, b, 1998). If the soft model of HRM has validity, then there should be a clear relationship between the experience of soft HRM practice and positive employee attitudes (reflecting their needs are being met) and increasing employee commitment as well as improved productivity. Surprisingly, however, most of the research and reporting on HRM has ignored the views of employees. Legge (1998, p. 14) points out: when reading accounts of HRM practice in the UK and North America it is noticeable the extent to which the data are (literally) the voices of management. Guest (1999, p. 5) agrees, claiming that from its conception human resource management reflected a management agenda to the neglect of workers concerns. Some studies have considered employee reactions to HRM (Gibb, 2001; Appelbaum and Berg, 2000; Mabey et al., 1998) but Guest (2002, p. 335) is perceptive in his criticism that a feature of both advocates and critics of HRM is their neglect of direct evidence about the role and reactions of w orkers. Even the exceptions noted which gave employee reactions to HRM did not relate the employee experience of HRM practices to their reactions, and Guest (1997) argues for a research agenda that addresses this gap. This paper aims to contribute to this gap by fulfilling two major objectives. The first is to add to the limited number of studies which have tested to see if there is a relationship between HRM practice and positive employee attitudes. The second objective is to see if there is a significantly stronger relationship between HRM practice and employee attitudes if employee perceptions of HRM practice are taken as the measure of HRM rather than employer perceptions, which has been the approach taken in general by previous researchers. HRM practice and employee work-related attitudes The soft model of HRM, as stated previously, suggests a relationship exists between the use of appropriate HRM practices and positive employee attitudes, and while theoretically these relationships remain poorly developed (Guest, 1997, 2001), a number of attitudes are nonetheless widely considered to be an outcome of soft HRM. For example, levels of job satisfaction, which is the affective perception that results from the achievement of desired outcomes (Harber et al., 1997), are found to be related to levels of HRM practice (Guest, 2002; Ting, 1997). High levels of employee commitment have also been found to be related to the use of appropriate HRM practice (Guest, 2002), and results from investing in HRM practices which benefit employees. For example, the provision of opportunities for training and skill development benefits the employee by equipping them with the necessary knowledge, skills and attitudes to function autonomously and responsibly (Guest, 2002). Furthermore, it impro ves retention and enables them to cope with change in the work environment (Guest, 2002). Organisational fairness is the term used to describe the role of fairness as it directly relates to the workplace and is concerned with the ways employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Moorman, 1991, p. 845). The HRM systems, policies, and procedures that operate in an organisation have been identified as impacting on an individuals perceptions of bias and fairness (Kurland and Egan, 1999; Greenberg, 1990). Studies show that where employees believe they are treated fairly in the workplace then they hold positive attitudes towards the organisation (Moorman, 1991), whereas HRM practices that are perceived to be unfair have been found to result in the employee feeling bewildered and betrayed and thus less committed (Schappe, 1996). As far as the relationship between HRM practice and employee attitudes is concerned, the HRM practice dimension has been measured by collecting data from employers in one of the two ways using additive measures of HRM practice or self-reports about the extent to which particular HRM practices have been operationalised. A possible third approach would be to collect employee views about the operationalisation of HRM practice and then relate these reactions to their attitudes. These approaches are described below. The additive approach To date the most common approach for assessing the relationship between HRM practice and employee work-related attitudes is the additive approach. This involves employers indicating, using a yes/no response format, which HRM practices from a predetermined list currently operate in their organisations. The yes responses are then added together, and the assumption is that a higher sum indicates better HRM. Researchers using the additive approach usually correlate the total number of practices with the HRM outcomes being examined. Research exploring this relationship show a strong correlation between high numbers of HRM practice and positive employee attitudes (Fiorito, 2002; Guest, 1999; Guest and Conway, 2002; Appelbaum and Berg, 2000). While this approach is frequently used, it has attracted criticism (Fiorito, 2002; Guest, 1997, 2002). The additive approach is very simplistic. If an employer claims a practice is utilised there is no differentiation on the basis on how well, or to what extent the practice exists. For example, there could be token training and development, or a high level of commitment to a professional and effective training and development programme. Both examples are credited as a yes. This perceived weakness has led some researchers to use employer self-reports about the strength of HRM practice. Employer self-reports about the strength of HRM practice Guest and Peccei (1994) suggest that an improvement on the additive approach is to assess the extent or strength of practice using response bands such as those contained in Likert scales. Such an approach sees employers self-reporting, either on the extent they consider particular HRM practices to be effective (Delaney and Huselid, 1996), or alternatively on the extent to which HRM practices have been operationalised (i.e. to what extent practices are practised) in their workplace (Kane et al., 1999). Guest (2001, p. 1099) claims further research is needed to test the extent that employer and employee views on HRM practices coincide or differ. Specifically he suggests: There is now a need for more research comparing the responses of managers responsible for developing and overseeing HRM practice and employees to identify levels of agreement about the operation of practices such evidence as it is possible to glean from reports about levels of autonomy and consultation suggest that levels of agreement might be quite low. Support for this assertion has already been found. For example, Appelbaum and Bergs (2000) study comparing supervisor and employee perceptions about participative initiatives in US organisations found wide differences. Similarly, Kane et al. (1999) also found evidence of perceptual differences about HRM between different organisational stakeholders. While managers and employers are important stakeholders, so too are employees. This has led to a strong call for employee voice to be heard in HRM research (Guest, 2001). Employee self-reports about the strength of HRM practice Given the apparent perceptual differences between employers and employees perceptions of HRM then a third approach that could be used would see employees reports on the strength of operationalised HRM practice analysed in relation to their levels of work-related attitudes. There is now growing support for assessing HRM from the employee perspective emerging in the literature (Fiorito, 2002; Gibb, 2001; Guest, 2001), and given that where the concern is employee attitudes, then it is intuitively logical to relate that to employee rather than employer perceptions of the effectiveness of HRM policies and practices. Method The most common approach employed in studies assessing the relationship between HRM practice and employee work-related attitudes is the survey (Cully et al., 2000; Guest, 1999), and this is the method of data collection used in this study. Four areas of HRM practice are examined good and safe working conditions, training and development, equal employment opportunities (EEO), and recruitment and selection. These areas of HRM have been selected because they have previously been identified as those likely to have the greatest impact on employee behaviour and attitudes (Guest, 2001). Three employee work-related attitudes are examined organisational commitment, job satisfaction and organisational fairness. These attitudes are generally considered to be desirable outcomes that result from the use of soft HRM (Meyer and Smith, 2000; Guest, 1997). Measurement Three approaches are used to measure HRM practice an additive measure completed by the employer, and two perceptual measures, one completed by employers and one completed by employees. All three measures relate to practices characterised in the literature as soft HRM or best practice HRM (Guest, 1999; Guest and Peccei, 1992; Johnson, 2000; Kane et al., 1999). They are employee-centred (i.e. they should produce benefits for employees when operationalised), and thus should impact on employee work-related attitudes. The additive measure, as stated, is the one most commonly used in research of this type. The additive measure used in this study asks employers to indicate, using a yes/no response format, which practices, from a comprehensive list of 80 practices (20 for each functional area covered), currently operate in their organisation (for example, Do you consult employees on their training needs?). A 20-item scale consisting of statements about HRM practice is used to assess the strength of HRM practices (five items for each of the four functional areas). Respondents are asked to indicate, using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree, the extent they consider each practice occurs in their organisation, for example, EEO is promoted within this organisation (see Appendix 1 for a full list of statements). The same scale is used for both the employer and the employee groups, with the wording amended to reflect their different perspectives. Employer and employee assessments of HRM using this measure are, therefore, concerned with the judgements these groups make about the extent a particular HRM practice has been operationalised in the workplace. The ÃŽÂ ± coefficients for the five item measures relating to each of the four areas of HRM practice examined ranged from 0.83 to 0.88, suggesting high internal consistency exists (Browne, 2000). T he statements about HRM practice on the perceptual measure closely reflect the ones used in the additive measure, but there is not a direct correspondence as that would have resulted in an excessively long measure. Three widely accepted measures of employee attitudes are used. Guest (1997) suggests organisational commitment should be measured using the standard measure developed by Mowday et al. (1979) the organisational commitment questionnaire (OCQ) because this scale captures the extent the employee identifies with the organisation, their desire to remain in the organisation and their willingness to exert effort on behalf of the organisation. An adapted and shortened version of the OCQ is used in this study to measure organisational commitment. Again, respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽÂ ±=0.8535). To measure job satisfaction, an adapted and shortened form of the Minnesota satisfaction questionnaire (Weiss et al., 1967) is used. The scale has six items and respondents are asked to indicate how satisfied they are with respect to each of the statements, using a five-point Likert scale ranging from 1=very dissatisfied to 5=very satisfied (ÃŽÂ ±=0.8664). While organisational fairness has two dimensions distributive and procedural this study is concerned only with procedural fairness and HRM policy and practice. The measure used is an adapted and shortened six-item version of the procedural justice scale used by Moorman (1991). This measures employees perceptions about the way formal procedures are carried out. Respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽÂ ±=0.9160). Employer and employee respondents were also asked to provide a range of demographic information. Analysis Data are analysed using SPSS, Version 11, using matched employer and aggregated employee data from 37 organisations. Correlations, using Pearsons r, are completed to explore the relationships between HRM practice and employee attitudes. The multiple linear regression technique is used to explore the differential impacts of the three approaches being tested. The sample In total, 234 organisations were originally contacted to participate in this study. A total of 40 organisations agreed to participate. The person most responsible for operationalising HRM practice was requested to complete the employer survey. Employee participation was voluntary, and the company fully endorsed their participation. The employer participant was requested to distribute the surveys to a representative sample of their workforce, in terms of occupational classification, ethnicity and gender. The targeted population of employees consisted of a total of 1,075 full- and part-time employees from the 40 participating organisations. A total of 626 employees responded (a response rate of 58 per cent) by completing the survey and returning it in the reply-paid envelope provided. In total, 37 usable matched sets of data were obtained. These 37 matched data sets comprise one completed employer questionnaire (total usable employer responses=37) and on average 15 employee questionnai res for each organisation (total usable employee responses=572). The number of actual employee responses received for each organisation varied with workplace size, and ranged from eight to 31. The demographics for the employer and employee samples are reported in Table I. New Zealand is a relatively small country and organisations employing in excess of 100 employees are usually classified as large, with those having between 50 and 99 employees classified as medium and organisations with under 50 employees as small. Three-fifths of the organisations participating in this study can be classified as large; one-fifth are medium, and the remaining five small. Of the 37 participating organisations, 19 are located in the private sector, 18 in the public sector. Around 35 per cent of the participating organisations are located in the service industry, with this group being evenly represented across both sectors. All other organisations are classified in the manufacturing, transport, retail, sales, education and health industries. Both the employer and the employee samples are reasonably a representative of organisations and the composition of the workforce in New Zealand, with the only notable exception being the employee sample is skewed in terms of occupation towards professional and semi-professional groups. Results The first analysis examines the relationship between additive measures of HRM practice and attitudes. The number of practices for each functional area varied considerably between organisations. Generally it is found that there are relatively high levels of practice for the areas of good and safe working conditions (M=15.95, SD=3.22), training and development (M=16.77, SD=2.76), along with recruitment and selection (M=16.52, SD=2.50). EEO is the one area, on the other hand, where a considerably lower mean level of practice exists (M=12.17, SD=5.96). According to prior research, high numbers of HRM practice are associated with positive employee attitudes (Guest, 1999). The results of the analysis for this relationship are reported in Table II. These findings differ from those previously reported. Using aggregated employee means, when levels of organisational commitment (M=3.72, SD=0.78), job satisfaction (M=3.72, SD=0.79) and organisational fairness (M=3.70, SD=0.86) are correlated with the combined additive measure of HRM practice, the results show that higher index scores in the number of HRM practices are not related to higher levels of organisational commitment (r=0.155, df=35, p=0.05), job satisfaction (r=0.085, df=35, p=0.05) or organisational fairness (r=0.146, df=35, p=0.05). When this relationship is examined by functional area the correlations are also found not to be significant. Next the relationship between HRM practice and employee attitudes is examined using first employer self-reports, and second employee self-reports. These results are also reported in Table II. Statistically significant correlations are found to exist between the three attitudes measured and employee assessments of HRM practice for all the functional areas examined. However, no significant correlations are found between employer self-reports about the strength of HRM practice and employee attitudes. Data are then analysed using a regression technique, enabling the predictive qualities of each of the three approaches for assessing HRM practice to be explored. The model used for regressions is shown in Figure 1. All the measures of HRM practices were entered into a multiple regression[1] equation so that the character of the relationship between different measures of HRM practice and employee attitudes could be explored. It is found that nearly 51 per cent of the variance in organisational commitment (R 2=0.506, p;0.000), 58 per cent of the variance in job satisfaction (R 2=0.578, p0.000) and 61 per cent of the variance in organisational fairness (R 2=0.610, p0.000) can be explained by one or more of the measures of HRM practice. The results of the regressions for the three measures of HRM practice, along with the three measures of employee attitudes, are presented in Table III. When the results of the regression for the three different measures of HRM practice are analysed it becomes evident that employee assessments have the greatest level of predictive power for attitudes. The regression reveals that numbers of HRM practice and employer assessments about the strength of HRM practice account for very little of the variance in attitudes. On the other hand, employee assessments of HRM practice appear to be very influential. Around 47 per cent of the variance in organisational commitment is explained by employee assessments of practice across the four HRM areas examined, with even larger and equally significant levels of variance being explained by this for job satisfaction and organisational fairness. If we exclude employee assessments related to EEO from the analysis, as it uniformly records the lowest ÃŽÂ ² across all three attitudes, the ÃŽÂ ² statistic for the remaining three functional areas of HRM practice implies that for every increment in employee assessments, levels of attitudes increase by between 0.17 and 0.34. The most statistically significant and consistent increments are in relation to employee assessments of good and safe working conditions, along with training and development, and these are found to apply to all aspects of work-related attitudes measured. Also worth noting is that, not surprisingly, assessments of recruitment and selection practices accounted for the largest variance in levels of organisational fairness. Discussion and concluding remarks Consistent with the work of Appelbaum and Berg (2000), Cully et al. (2000) and Guest (1999), this study also finds that a significant relationship exists between HRM practice and employee work-related attitudes. There is a strong statistically significant relationship when HRM is researched from the employee perspective. However, there was no significant relationship when HRM practice was measured using the additive approach or employer self-reports. These results have implications for current approaches used to assess the HRM practice-employee work-related attitudes relationship. This study demonstrates that by far the greatest correlate of employee attitudes are employees own assessments of the strength of HRM practice. Interestingly, higher levels of HRM practice, using an additive measure, are not found to be significantly associated with attitudes across any of the four functional areas of HRM examined. In fact, it is revealed that higher levels of HRM practice are in some cases related to decreased levels of job satisfaction and organisational fairness. For example, looking at the data for each functional HRM area, it is possible that higher levels of EEO practice may actually have no, or even a negative, effect on employee attitudes, with a strong inverse relationship being found for job satisfaction. Similarly, weak relationships are found when the relationship between employer assessments about operationalised practice and attitudes are examined. So while Guest and Peccei (1994) suggest these areas are important aspects of best practice HRM, this study finds them to be unrelated to attitudes when data are collected from employers. Put together these results suggest that if managers want to maximise employee attitudes, then implementing lots of practices is not sufficient. Practitioners need to be aware that the way they implement their HRM practices may be a more important determinant of employee attitudes than the number of practices they put in place. This builds on the research findings of other recent studies (Armstrong, 2001) that suggest it is possible that it is the quality of the practice that counts and not the quantity. It may be that practitioners may need to undertake regular attitudinal surveys to assess employee reactions to current HRM practice and assess these on a longitudinal basis to identify what is working and what is not. It was beyond the parameters of this study to examine the complex relationship between HRM practice, employee attitudes and business performance; it has, however, explored the narrower relationship between HRM practice (for the areas of good and safe working conditions, training and development, EEO and recruitment and selection) and three employee attitudes (organisational commitment, job satisfaction and organisational fairness). While regressions tell us nothing about the cause-effect nature of relationships between assessments of HRM practice and employee attitudes, these findings strongly suggest that incorporating the employees experience of HRM into analyses exploring the HRM practice, employee attitudes relationship will contribute further to our understanding about what aspects of HRM have the potential to yield the greatest performance outcomes. Arguably, more so, it would appear, than exploring this particular relationship solely using additive measures or employer self-re ports. This study has some limitations. This study found the standard deviations for assessments of HRM practice and work-related attitudes amongst employee groups within each organisation to be reasonably low, showing close agreement. Nonetheless the aggregated data has been developed from a relatively small sample, thus it may not be representative of the bulk of employee views. The evaluative nature of the questions used introduces the possibility of common method variance (i.e. an artificial correlation across questions due to mood or other contaminants (Fiorito, 2002)). Also, the HRM practices used in this study are supposedly best practice; however, there is still insufficient evidence available to confirm that they are indeed best practice. Finally, Gibb (2001) suggests effective HRM is about implementing best practice. While this may very well be true, it is clear from this study that simply introducing best practice, or even assessing the effectiveness of practice from the employers viewpoint, is no guarantee that they have been successfully implemented. If the organisations objective is to improve employees workplace attitudes, then possibly a better way to confirm which HRM practices are having the greatest impact, and hence are effective, is to correlate employees assessment of them with employees attitudes. 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A Dystopian Future in Brave New World Essay examples

Brave New World is a remarkable journey into the future wherein mankind is dehumanized by the progress and misuse of technology to the point where society is a laboratory produced race of beings who are clones devoid of identity only able to worship the three things they have been preconditioned to love: Henry Ford, their idol; Soma, a wonder drug; and sex (Dusterhoof, Guynn, Patterson, Shaw, Wroten and Yuhasz 1). The misuse of perfected technologies, especially those allowing the manipulation of the human brain and genes, have created a pleasure-seeking world where there is no such thing as spiritual experience, just pleasures of the flesh. In the face of a transcendent religion, the inhabitants (genetically engineered to exist in†¦show more content†¦Regardless of the progress of technology, the real issue is not the capabilities and potential uses of new sciences. 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