Categories for Employment

The same positive comments could not be made concerning the employment of black women Essay

The same positive comments could not be made concerning the employment of black women Essay

This was a major exclusion, for ‘Rosie the Riveter’ was just as likely to be black as white. Of the one million additional black workers who joined the labor force during the war, 600,000 were female, and much has now been written concerning this group of workers. Qualitative changes were, though, marginal. The raise in the number of black women workers in manufacturing was half that of black males, and most of the gains came late in the war and particularly occupational areas.

Most of the new jobs were in greatly male areas of work, outstandingly the foundries and shipyards; advances for African Americans in customary categories of female employment were negligible. The utmost area of employment for black women was still the service sector, but there was a shift from private domestic service to public service. The failure of black house servants was much bemoaned: one white Alabaman recalled her black servant giving up her employment for $15 per week to earn $100 per month in the torpedo factory.

In such instances it might be said that if ‘ Lincoln freed the Negroes from cotton picking … “Hitler was the one that got us out of the white folks’ kitchens. ” On the whole, however, as Karen Anderson accurately suggests, rather than a ‘Second Emancipation’ what is significant about the war experience for black women ‘is the degree to which barriers remained intact. ‘ 10 One of the most significant and liberating consequences of the war for black women and men alike was the movement of population.

As one black woman recalled that during the war ‘we got a chance to go places we had never been able to go before,’ another spoke for various Americans regardless of race when she said, ‘The impact of the war changed my life, gave me an opportunity to leave my small town and discover there was another way of life. ‘ Of course, African Americans had experienced a ‘Great Migration’ during World War I, and the emigration from the South had quickened in the 1920s.

Throughout the Depression the number of African Americans leaving the former Confederate states fell from 749,000 between 1920 and 1930 to 400,000 in the thirties. In that sense, the movement of half a million blacks, (17 per cent of black Southerners as opposed to only 3 per cent of whites) during World War II was simply a resumption of the pre-Depression trends. In the period after World War II, resistance to racial stratification and racial exclusion became major political issues. Anti-colonial and civil rights movements fought for national independence and democracy more severely than ever before.

They challenged the expropriation of southern resources land, labor, and primary goods by the northern metropoles. They required an end to the political dominance and exclusion that had differentiated colonial rule and racial subjection. They questioned political practices and global social structures that had suffered for centuries. These opposition movements were color-conscious, but they were usually not racially homogeneous. Indeed, anti-racist movements could typically count on a varied assortment of allies.

Of course, consciousness of race and racism counted; had not the colonial and slavery-based regimes that initiate movements for racial justice also been color-conscious? This dawning anti-racist politics took diverse forms and emphasized different issues in the various settings where it emerged. Often anti-racist mobilizations overlapped with labor movements—socialist, collective, or simply trade unionist—in their condemnations of the conditions under which “colored” labor was presented for utilization in the former colonies as well as the metropoles.

These anti-racist movements were largely harmonious with democratic ones: they condemned the old forms of political prohibiting as dictatorial, inconsistent with the libertarian and participative rhetoric that the mother countries, the winners (generally) of the recent global conflict had claimed they were fighting to protect. The global anti-racist challenge also called into question whole panoply of normal cultural icons: long established artistic, linguistic, scientific, and even thoughtful verities were revealed to be extremely problematic racially.

And beyond all this, on an entirely practical level the anti-racist movements of the postwar world drew on general experiences. Millions could recognize with their political demands—most particularly those who had undergone military mobilization followed by become disillusioned return to a segregated or colonized homeland. Movement adherents and activists not simply remembered the democratic ideals they had fought for, but also sought to apply those ideals to the anti-colonial and anti-racist norms they met at home.

Wartime experience gained in resisting the Axis powers translated moderately directly into national liberation and democratic movements as veterans were demobbed: in South Carolina or Vietnam, in South Africa or Indonesia, in Senegal, France, or Trinidad. The anti-racist and anti-colonial movements that sprang up all over the postwar world attained a recently transnational character, as growing northern labor demand and southern poverty sparkled widespread migration to the world’s metropolis.

The world had been transformed by the war, and was enduring significant changes in the war’s aftermath. The result was a strong enthusiasm, an influential summons, to complete the democratizing work begun a century before with slavery’s abolition. Demographically, socioeconomically, politically, culturally, there was a worldwide break with the usual practices and established institutions of white supremacy.

The racially based democratic movements that arose with this rupture demanded a series of social and political reforms from nationwide governments around the world. These ranged from decolonization to deferred enfranchisement and the granting of formal citizenship rights, from the delegitimation of state-enforced (de jure) racial isolation to the creation and completion of a “politics of recognition” 11 that attempted to valorize such norms as multiculturalism. These reforms were finally undertaken, although unequally; they were implemented, but less than thoroughly.

Still, although framed in uncertain and sometimes incongruous ways, a great wave of racial reforms swept over the world in the postwar decades, notably from the sixties on. By the end of that turbulent decade, the descendants of slaves and ex colonials had forced as a minimum the partial taking apart of most official forms of discrimination and empire. In great numbers they had left their “native reserves” and isolated communities, migrating not simply to their countries’ urban centers but overseas to the metropoles from which they had been ruled for centuries.

They had begun to participate in the limited but real new political and economic opportunities on offer in numerous national settings (notably in the northern, post-imperial countries). In those countries where relentless racist and dictatorial regimes still held sway, movements for racial equality and inclusion were revitalized by the successes achieved elsewhere, redoubled their activities in the seventies and after, and ultimately won democratic reforms as well. And yet the break was curtailed.

The rupture with the white supremacist past was not—and could not be—total. in spite of these epochal developments— decolonization, the performance of new civil rights laws, the undoing of long standing racial dictatorships, and the acceptance of cultural policies of a universalistic character—the global racial order entered a new period of volatility and tension in the last decades of the twentieth century. Though enigmatic and unjust, the racial categorization and racial hierarchization of the world was a deeply recognized sociohistorical fact.

No popular movement, no series of political reforms, no encounter with the moral negligence implicit in the comprehensive racism of the modern epoch, would have been enough to undo or remove it. Still, reform was preferable to in force or intransigence, even if it was also inadequate to the task of undoing the varied legacies of centuries of racial hierarchy, exploitation, and exclusion. With retrospection we can see that the various movements for inclusion and democracy would simply be partially satisfied by the reforms they could achieve.

We can understand today, better than we could in the heat of political struggle, why these movements found it hard to sustain their impetus in the aftermath of reform. Most centrally, racial domination was still very much present in the reform process: the diverse states and elites that had been tackled by anti-racist opposition demonstrated their capability to withstand it by incorporating it, at least in part. In the result of such transformations—which were the very heart and soul of the break, the real meaning of attaining racial “equality,” of overcoming the heritage of racism, became controversial.

What Du Bois had theorized approximately a century earlier as “the veil” the weird membrane of racial division that traversed both societies and individuals proved difficult to lift 12. And was its lifting even desirable? In a situation where significant racial inequality and injustice continued, where both identities and institutions still bore the indelible mark of centuries of racial domination, the claim that racism had now at last been remedied would certainly ring hollow.

The veil might well survive half-hearted, symbolic, or co-optative gestures at removing it. Though many blacks remained in the South, a substantial number still moved from the country to the city as a result of the further disintegration of sharecropping and the increase of job opportunities elsewhere. The intensifying urbanization of southern blacks contributed to a breakdown in traditional race relations and, with the wider effects of the war, formed a mood of change.

Jo Ann Robinson, for example, recalled that the Women’s Political Council began in Montgomery, Alabama, in 1946 after the arrest of people challenging isolation on the buses. ‘By 1955, we had members in every elementary, junior high, and senior high school, and in federal, state, and local jobs. ‘ 13. Therefore the foundations of the Montgomery bus boycott could be said to have been laid in the postwar era. Other proof of the new black mood in the South could be seen in the 10 per cent rise in the number registered to vote.

Urged on by the Supreme Court’s decision against the all-white primary in Smith v. Allwright in 1944 (the culmination of the NAACP campaign which began in 1923), African Americans in Mississippi, Louisiana, Georgia, Virginia, and South Carolina organized voter register drives and other political campaigns. Such campaigns were often led by or implicated returning servicemen, a group that has been seen as having a momentous role in shaping the new postwar mood of black Americans.

Nothing so summarized the ambivalence of wartime experience for blacks as military service, and the history of African Americans in the armed forces persists to be a subject of great interest. The permutation of political pressures and the practical demands of winning the war helped convey about a considerable shift in military policy. The protection of segregation was declared to be official policy in 1940, and at a conference for the black press in 1941 in Washington, D. C. , War Department officials persisted that the military would not act as a ‘sociological laboratory.

‘ Though, in practice segregation proved to be inefficient, not viable in some areas, and clearly harmful to black morale. In one example George Flynn pointed out, ‘The armed forces could not build their Jim Crow facilities fast enough to cope with the inevitable operations of the draft’s selection by numbers,’ and so slowed the recruitment of black servicemen 14. The incapability to provide segregated recreational facilities for all those in camps led to the beginning of an open access policy in 1944.

Conflict over transportation between Southern military bases and neighboring towns led to the overture of a first-come, first served service with no segregation the same year. The most essential departures were, of course, those that came in the Navy and in the Army during the Battle of the Bulge. By the end of the war more than one million African Americans had served in diverse branches of the military. Despite the changes there can be little doubt that for many armed service was a bitter and disenchanting experience.

Despite such comments, though, a recent study of the attitudes of black servicemen suggests that a much higher percentage of blacks than whites (41 per cent to 25 per cent) predictable to be better off as a result of their service, and that for many black soldiers service were ‘an eye opening experience. ‘ Really, as one soldier wrote, black soldiers ‘fight because of the opportunities it will make probable for them after the war. ‘ How are we to explain this obvious disagreement between the attitudes of black servicemen and their experiences?

It appears that whatever the limitations and undoubtedly there were many—military service gave numerous African Americans a modicum of self-respect and often give training and skills. Service outside the South or even overseas (in Britain, for instance) provided a first taste of parity which could have a lasting effect. John Modell and his associates have shown that black veterans were twice as likely to have moved to a different region after the war as whites, and by 1947 it was estimated that 75,000 black veterans had left the South.

There is also evidence of attitudinal change: Modell suggests that ‘the impact of military service influenced the structure of [black] aspirations in a way that contributed to their unwillingness to accept the prewar structure of racial dominance. ‘ 15 Aspirations in a way that put in to their unwillingness to recognize the prewar structure of racial dominance. ‘A former member of a black tank crew expressed this more obviously when he said, ‘After the close of hostilities, we just kept on fighting. It’s just that simple. ‘ There was much left to fight for.

though many white Americans supported racial change, the professional and demographic changes affecting African Americans almost always met with some confrontation from whites, mainly in the South. Of course attempts ‘to keep Negroes in their place’ in the South were not new—they were often obvious amid the uncertainty and economic antagonism of the Depression years—but they reached new levels and were perhaps even more widespread during the war years. The Rankins, Bilbos, and Talmadges were enthusiastic in their defense of white supremacy, and challenges to the color line were often met with violence.

Pete Daniel lists ‘six civilian riots, above twenty military riots and mutinies, and between forty and seventy-five lynchings’ occurring all through the war 16. As Mark Ethridge, first chairman of the Fair Employment Practices Committee and a Southerner, declared, ‘All the armies of the world could not force southerners to end isolation’ 17 Of course, the very fact of heightened white confrontation was a sign that things were changing. In innumerable ways white Americans were encountering blacks in new roles at work, in cities north and south, in politics, and in the armed services.

numerous did not like it. A theme which had its origins in the 1930s and which would achieve greater strength in the postwar era was already evident, specifically the charge that those demanding developments in America’s civil rights were ‘the crackpots, the communists, the parlor pinks of the country. ‘The more extensive mood, however, recognized the hypocrisy of fighting for freedom abroad as denying it to African Americans at home. Even Frank Dixon, the former governor of Alabama, recognized that ‘the Huns have wrecked the theory of the master race.

‘ As President Truman declared in his message to Congress in February 1948, the ‘world place of the United States’ now necessitated action in race relations. Truman’s record on civil rights is still much debated. For the majority historians his actions appeared more representative than real, calculated to gain the black vote and yet not estrange the white South. Despite their limitations Truman’s actions marked important new initiatives which set the program for future reform. It could be argued that the failure to turn principles into practice and deliver substantive change added to the aggravation which was to ‘explode’ in the mid-1950s.

Certainly any optimistic view of the postwar period has to be qualified. The occurrence of racial violence in both North and South must not be ignored: Arnold Hirsch points out, for example, that in Chicago 46 black homes were attacked between 1944 and 1946 and a total of 485 racial incidents were reported to the Chicago Housing Association between 1945 and 1950 18. But Hirsch also points to a significant change in ‘mood and belief’ among African Americans in Chicago, and it is clear that the response of both blacks and whites to postwar racial conflict was affected by wartime experiences and America’s position in international affairs.

Regardless of what the reservations, the catalogue of racial progress made throughout the 1940s, from the Fair Employment Practices Committee through to the beginning of integration in the armed forces, the establishing of a civil rights committee, and a series of Supreme Court decisions against favoritism in higher education and housing, coupled with employment gains, encouraged a mood of both optimism and determination among African Americans. At one point or another in U. S. history, thirty-eight states have passed anti miscegenation laws.

In some instances, couples were factually roused from their bed and arrested. In 1959, one such case involved a husband and wife from the state of Virginia. Richard Perry Loving, a white man, and Mildred Jeter, a woman of African and Native American descent, had gainned a legal marriage in neighboring Washington, D. C. Believing they had not broken the law since they had taken their marriage vows in Washington, the two were impolitely surprised when they were awakened and arrested in the middle of the night for violating the state of Virginia’s anti-miscegenation laws.

Unbeknownst to them, the state law integrated a decree that disallowed Virginia couples to marry across racial lines out of state and then return to Virginia to reside. The Virginia judge in the Loving case was a brutal defender and enactor of anti-miscegenation legislation. Over and above stating the fact that Virginia state law forbade whites and blacks from intermarrying, the judge reasoned that this decision reflected God’s intentions. “Almighty God created the races white, black, yellow, Malay, and red, and he placed them on separate continents.

And but for the intrusion with his arrangement there would be no cause for such marriages. The fact that he separated the races shows that he did not intend for the races to mix” 19. The Lovings were given the choice of either leaving the state for twenty-five years or serving a prison sentence 20. This decision was just one in a long list of cases in which antimiscegenation legislation was upheld by state supreme court decisions. However, despite still comparatively high levels of social disapproval, increasing numbers of Americans have started interracial relationships.

Several structural and cultural reasons put in to this increase in cross-racial couplings. The first and foremost legal influence is the 1967 Supreme Court decision to overturn the Loving v. Commonwealth of Virginia decree and overthrow laws that made interracial marriage a crime. Sixteen states still had anti-miscegenation legislation in 1967. An increase in interracial marriages followed the Loving verdict that repealed this legislation. A “biracial baby boom” began shortly subsequently. Close to fifty thousand children were born to black/white, interracial marriage partners in nineties alone 21.

The legalization of interracial marriage approved people all across the United States the legal authorize to marry whomever they choose (assuming they were heterosexual). With this decision, interracial marriage could no longer be viewed as unusual behavior. Deviant behavior itself was touted throughout the decade of the sixties. Protests from sit-ins to draft card burnings flourished all through that era. Tradition was suspect. Many of the youth of the day came to the conclusion that following the status quo had produced both domination at home and abroad. Civil rights, anti-war, and Black Nationalist protests takes in the sixties.

The Civil Rights Movement, culminating with the Civil Rights Act (1964) and the Voting Rights Act (1965), resulted in equality under the law for blacks and other racial minorities. Protests against the Vietnam War revealed that it is excessively the poor and minorities in America who bleed in U. S. wars. The Black Nationalist movement turned racism on its head with shouts of “black is beautiful! ” Spurred by aggravation at demands not met by the Civil Rights Movement, advocates of black independence gained wide support throughout the African American community in the late sixties and early seventies.

Movement leaders, inspired by Malcolm X, adopted the name “black” in place of “Negro. ” Malcolm X evidently differentiated between the Negro who “apologizes for his black skin” and has a “begging attitude” and the proud black man who, to a certain extent than apologizing, sees himself as “part of the vast majority [of the world] who outnumber whites, and therefore [do not] have to beg the white man for anything 22. Black nationalists demanded, rather than implored for equal rights. Black pride was manifest in the coronation of Robin Gregory as homecoming queen at Howard University in 1967.

Traditionally, homecoming queens at Howard were students who came close to typifying the European style and fashion of female beauty. Most were light-skinned, with straightened hair and European features. Robin Gregory was a black activist who wore her hair in an Afro. Her election as Howard’s homecoming queen was a “pivotal point” in the history of the university. A student-led drive to transform Howard into a symbol of black pride broke forth at the coronation. Shouts of “Black Power! ” spread throughout the packed auditorium as Gregory was revealed the winner of the homecoming queen election 23.

Blackness, rather than whiteness, became Howard’s symbol of beauty. While many other and varied stabbings on authority and tradition took place after the Civil Rights Movement peaked, it was the successes of the Movement that encouraged the latter challenges to the status quo. The Civil Rights Movement was a watershed. The roots of the current revolution of black-white racial identity can be traced back to it. On the structural level, legislation was enacted throughout that era that encouraged the treatment and discernment of blacks as equal to whites.

Culturally, the turbulence and protests of the late fifties and sixties throws in to an atmosphere in which interracial marriages and their biracial offspring were increasingly accepted by normal white America. As the sixties progressed, and Civil Rights protests were both convoyed and then followed by the War on Poverty, the Vietnam War, widespread experimentation with drugs, and sexual freedom, Americans began to turn inward. They were forced to confront defeat in both the domestic and the foreign war and frequent social upheaval at home.

Throughout the seventies, individualism and interest group politics were spawned. “The Black liberation movement, the women’s movement, the lesbian and gay movements, and others that emerged in the fifties, sixties, and seventies were part of a new tradition that embraced an ‘identity oriented paradigm’” 24. Identity-focused politics overwhelmed U. S. culture. It was out of these movements that today’s multiculturalism was born. Prior to the subsistence of multiculturalism, there was little debate on how biracial persons must identify themselves.

Black nationalists opposed interracial marriages. Many professed a black person marrying across the color line as a denial of blackness. In turn many African Americans, embracing “black pride,” maintained that the offspring of these parents must embrace their black heritage and identify with it completely. Meanwhile, whites continued to presume that if anyone had a black parent they were de facto black. Biracial Americans were ethnically defined by both blacks and whites as simply black. Today, though, racial identity is neither so promptly nor so easily defined.

Just as the protests of the sixties challenged custom and encouraged interracial relationships, multiculturalism has expectant the affirmation of all racial combinations. Noted psychologists and psychiatrists have come “to the opinion that for a person of mixed ancestry to abandon one or the other parent’s identity [is] to detract from a clear racial identity. ” Biracial support groups “came into existence in the early eighties on the explicit premise that both Black and non-Black identities [are] necessary to the well-being of both interracial marriages and their offspring” 25.

The result is that biracial Americans no longer have an obvious racial identity. Lots of older children of interracial marriages cling to the belief that, in our racially divided society, the only healthy way a biracial person can racially recognize is as black. On the other hand, a rising number of younger biracial Americans are opting to recognize both sides of their racial heritage.

References: References: 1. Bouvier Leon F. Peaceful Invasions: Immigration and Changing America. Lanham, Md. : (University Press of America, 1992). 49. 2. Marger Martin N. Race and Ethnic Relations. Belmont, Calif.: Wadsworth Publishing Company, 1994. 3. Mills Candy.

(Editorial) Interrace. (December 1994/ January 1995), p. 2. 4. Russell Buchanan, Black Americans in World War II, (New York, 1977) 35. 5. Richard Dalfiume, ‘ The “Forgotten Years” of the Negro Revolution,’ (Journal of American History, LV, June 1968), 6 6. Josh White, “‘Defense Factory Blues'”, Opportunity, (July— September 1944), 143. 7. August Meier and Elliott Rudwick, ‘ “The Origins of Nonviolent Direct Action in Afro American Protest: A Note on Historical Discontinuities”,’ in Along the Color Line: Explorations in the Black Experience, Urbana, Ill., Chicago, and London, 1976, 345. 8.

Sitkoff, Harvard, ‘ “Racial Militancy and Interracial Violence in the Second World War”,’ (Journal of American History, LVIII, 3, December 1971). 9. Sybil Lewis, in Harris et al. , The Home Front, 251. 10. Karen T. Anderson, ‘ “Last Hired, First Fired: Black Women Workers during World War II”,’ (Journal of American History, LXIX, 1, June 1982). 35 11. Taylor, Charles, et al. Multiculturalism and “The Politics of Recognition. ” (Princeton: Princeton University Press, 1992), 31. 12. Du Bois, W. E. B. “The Talented Tenth. ” In Booker T. Washington et al.

The Negro Problem: A Series of Articles by Representative American Negroes of To-Day. (Miami: Mnemosyne, 1969 [1903]), 172. 13. Jo Ann Robinson in Henry Hampton and Steven Fayer, eds. , Voices of Freedom: An Oral History of the Civil Rights Movement from the 1950s through the 1980s, (New York, 1990), 22. 14. George Q. Flynn, ‘ “Selective Service and American Blacks During World War II”,’ (Journal of Negro History, LXIX. 1, Winter 1984), 19. 15. John Modell, Marc Goulden, and Sigurder Magnusson, ‘ “World War II in the Lives of Black Americans: Some Findings and an Interpretation”,’ Journal of American History.

LXXVI, 3, December 1989, 845. 16. Daniel, ‘ Going Among Strangers: Southern Reactions to World War II,’ 905-8. 17. Ethridge quoted in David Southern, ‘ “Beyond Jim Crow Liberalism”,’ (Journal of Negro History, LXVI, 3. Fall 1981), 211 18. Arnold R. Hirsch, Making the Second Ghetto: Race and Housing in Chicago, 1940-1960, Cambridge and London, 1983, 52- 53. 19. Henriques Fernando. Children of Conflict. (New York: E. P. Dutton and Company, 1975), 25 20. Henriques Fernando. Children of Conflict. (New York: E. P. Dutton and Company, 1975), 30 21. Sandor Gabrielle. “The Other Americans.

” (American Demographics, June 1994), 16( 6):36-43. 22. Henriques Fernando. Children of Conflict. (New York: E. P. Dutton and Company, 1975), 91, 92 23. Henry Hampton and Steven Fayer, eds. , Voices of Freedom: An Oral History of the Civil Rights Movement from the 1950s through the 1980s, (New York, 1990), 435,436 24. Schwerner Cassie. “Beyond Socialism and Identity Politics: The U. S. Left after the Fall. ” Pp. 32-45 in What’s Left, ed. Charles Derber, Amherst, Mass. : (The University of Massachusetts Press, 1995) 32-45. 25. Spickard Paul R. Mixed Blood. Madison: (University of Wisconsin Press, 1989), 339.

Manage Recruitment, Selection & Induction Essay

Manage Recruitment, Selection & Induction Essay

Question 1: Explain the role of probation as part of the recruitment process. All new staff employees are required to serve a probationary period. The probationary period allows the Department and the employee the opportunity to assess each others suitability. It is the responsibility of the Supervisor to continually review the services of staff on probation. An employee must be consulted if there are any problems with performance. Question 2: Explain the term ‘merit selection’ and its implication on equal employment opportunity.

Selection based on merit is where the best possible match is made between qualifications, knowledge, skills, abilities and relevant experience of the applicants, and the selection criteria in the Position Description.

When assessing applicants, only selection criteria are taken into account; that is, unlawful discrimination based on other applicant characteristics must not occur. In the case of casual and sessional staff, merit is determined by assessing applicants qualifications, skills, knowledge and experience against the duties to be performed. Question 3: Explain the relevant terms and conditions of employment.

Not every code of practice of the employer which is referenced within the contract may have any force, but rather, can be used as a guideline. Therefore, when considering whether or not a specific document imposes contractual obligations, the test to be applied in determining intention, is whether a reasonable person would come to the conclusion that the person making the promise, had the intention of being bound by the statement.

Question 4: Explain at least 2 valid psychometric testing that you can use in your selection process.

Aptitude or Ability Tests Aptitude or ability tests provide information on a person’s ability to perform certain tasks and their potential to learn and understand new information and tasks. The tests cover skills such as: Verbal reasoning (critical evaluation of written information) Comprehension/grammar

Numerical reasoning (logical interpretation of numerical and statistical information) Abstract, mechanical or spatial reasoning (pattern recognition) Information checking (checking errors / attention to detail tasks) IQ (how quickly you can learn and master a new task)

They can be designed to indicate suitability for specific tasks eg computing, keyboard or foreign?language skills. Work style questionnaires (personality/motivation/Emotional Intelligence) Work style questionnaires or inventories are concerned with how you typically behave, such as?the way you relate to others or the way you approach and solve problems. They generally?explore personality characteristics relevant to the world of work. To answer the questions you often need to think about what you would do in a work situation. If you have no formal work experience, think about how you behave in similar situations such as voluntary work, university activities or when you are participating in your hobbies. Work style questionnaires look at factors such as:

Ways of thinking, feeling and acting in different situations Interpersonal style, conflict style, leadership style Patterns of coping with stress Interests – how much do you like carrying out various types of activities at work. Motivations – look at the energy with which you approach your work, and the different conditions which increase or decrease your motivation. Work values– what factors make work worthwhile for you

How you interpret your own and others emotions and behaviours

Question 5: A. Explain the term outsourcing?

Outsourcing is the act of one company contracting with another company to provide services that might otherwise be performed by in-house employees. Often the tasks that are outsourced could be performed by the company itself, but in many cases there are financial advantages that come from outsourcing. Many large companies now outsource jobs such as call center services, e-mail services, and payroll. These jobs are handled by separate companies that specialize in each service, and are often located overseas.

b. What functions can Human Resources outsource in terms of recruitment selection and induction, please states advantages and disadvantages of each.

Functions include: – Employee assistance/counseling – Retirement planning help – Pension administration – Temporary staffing – Background checks – Training and management development programs – Executive development and coaching – Health care benefits administration – Employee benefit administration – Payroll – Risk management – Executive staffing – Employee relocation – HRIS selection, training implementation – Recruitment – Executive compensation and incentive plans – Policy writing – Administration of compensation/incentive plans – Wage and salary administration Advantages Brings new ideas/talent into the organization get needed competencies Helps organization get needed competencies Provides cross-industry insights May reduce training costs Helps organization meet equal employment opportunity/affirmative action goals Disadvantages May result in misplacements? Increases recruitment costs? May cause morale problems for internal candidates? Requires longer orientation or adjustment time

Question 6: Research the following links to assist you in your answer. a) What is the role of the HREOC?

Leading the promotion and protection of human rights in Australia by: Making human rights values part of everyday life and language. Empowering all people to understand and exercise their human rights. Working with individuals, community, business and government to inspire action. Keeping government accountable to national and international human rights standards. Securing an Australian charter of rights.

b) What types of complaint can you make to the Commission

The Australian Human Rights Commission can investigate and resolve complaints of discrimination, harassment and bullying based on a person’s: Sex, including pregnancy, marital status, breastfeeding, family responsibilities and sexual harassment Disability, including temporary and permanent disabilities; physical, intellectual, sensory, psychiatric disabilities, diseases or illnesses; medical conditions; work related injuries; past, present and future disabilities; and association with a person with a disability Race, including colour, descent, national or ethnic origin, immigrant status and racial hatred Age, covering young people and older people sexual preference, criminal record, trade union activity, political opinion, religion or social origin (in employment only)

c) Human Rights and Equal Opportunity Commission Act 1986

Grounds of discrimination – Breaches of human rights by any Commonwealth body or agency and discrimination in employment on the basis of race, colour, sex, religion, political opinion, national extraction, social origin, age, medical record, criminal record, marital status, impairment, disability, nationality, sexual preference, trade union activity.

Areas covered – Commonwealth body or agency; employment and occupation.

Process for decision making – Complaint must be in writing. It is then assessed and if within jurisdiction is investigated. If complaint is not declined, conciliation is attempted. If it cannot be conciliated, the Commission prepares a report to the federal Attorney General who then tables the report in Parliament.

Question 7 : Summarise the national 10 privacy principles.

There are ten National Privacy Principles (NPPs) that regulate how private sector organizations manage personal information. They cover the collection, use and disclosure, and secure management of personal information. They also allow individuals to access that information and have it corrected if it is wrong.

NPP 1: collection – Describes what an organization should do when collecting personal information and what is told to the individual on collection.

NPP 2: use and disclosure – Outlines how organization discloses and uses individual personal information. Under certain conditions and organization doesn’t always need the individuals consent to disclose personal information.

NPPs 3 & 4: information quality and security – An organisation must take steps to ensure the personal information it holds is accurate and up-to-date, and is kept secure from unauthorised use or access. NPP 5: openness – An organisation must have a policy on how it manages personal information, and make it available to anyone who asks for it. NPP 6: access and correction – Gives individuals a general right of access to their personal information, and the right to have that information corrected if it is inaccurate, incomplete or out-of-date. NPP 7: identifiers – Generally prevents an organisation from adopting an Australian Government identifier for an individual (e.g. Medicare numbers) as its own. NPP 8: anonymity – Where possible, organisations must give individuals the opportunity to do business with them without the individual having to identify themselves. NPP 9: transborder data flows – Outlines how organisations should protect personal information that they transfer outside Australia. NPP 10: sensitive information – Sensitive information includes information such as health, racial or ethnic background, or criminal record. Higher standards apply to the handling of sensitive information.

Question 8: List the elements contained in a contract of employment. The full name of employer and employee The address of the employer The place of work The title of job or nature of work The date the employment started If the contract is temporary, the expected duration of the contract If the contract of employment is for a fixed term, the details Details of rest periods and breaks as required by law The rate of pay or method of calculation of pay The pay reference period for the purposes of the National Minimum Wage Act 2000 Pay intervals Hours of work That the employee has the right to ask the employer for a written statement of his/her average hourly rate of pay as provided for in the National Minimum Wage Act 2000 Details of paid leave Sick pay and pension (if any) Period of notice to be given by employer or employee Details of any collective agreements that may affect the employee’s terms of employment

What are the relevant facts Essay

What are the relevant facts Essay

According to this case, Stacy is a new employee of a local CPA firm, who is on probation and asked to perform an advanced level jobs, because this firm has a heavy turnover. There are some morale and organizational problems with this CPA firm, so that a psychologist is brought into assess these problems. Both Stacy and other employees in this firm point out the same management problems, and some employees even have resigned from this firm. Stacy is helping interview candidates for the open accounting positions.

What are the ethical issues?

Generally, Stacy has a duty of loyalty to the firm when interviewing prospective job candidates. There are laws require that an employee refrain from behaving in a manner that would be contrary to his employer’s interests. But this duty of loyalty is not absolute; it is influenced by the responsibility and trust between employees and employers. Therefore, even Stacy has a duty of loyalty to the firm, he also can judge if employers’ decisions and arrangements are right.

He has no duty to provide truthful information to candidates. What are the primary stakeholders?

The partners of the CPA firm, Stacy, all other employees of the CPA firm, and prospective employees of the CPA firm, and clients are primary stakeholders. What are the possible alternatives? First, Stacy can resign from this CPA firm, if he thinks he can not do for the firm any more. Second, Stacy can be loyal to the firm and do what he is told to do. Third, he can tell the truth to the candidates about the information of this firm. What are the ethics of the alternatives?

First, based on utilitarianism, Stacy should keep loyal to the firm and do not make frank communication with the candidates. Because this is related to his own job, he has to keep him away from being fired. Second, based on rights, candidates have rights to know the true information about the firm, so Stacy should tell them the truth. Third, based on fairness, tell the truth seems to be fair for candidates and him. But he may loss his job because of frank communication. This is an unfair burden for Stacy. What are the practical constraints?

If Stacy tells the true information to the candidates and new employees about the problems at the firm, he might be reprimanded again or even be fired. It may also influence him when seeking a future job. What actions should be taken?

Stacy may try to adapt the advanced level job by learning more skills, so that he can avoid making the same mistakes again. He can keep loyal to the firm when he is interviewing the candidates, and remind the new hires some problems privately. He can also make suggestions to the CPA firm.

Human Resources Management in Business Essay

Human Resources Management in Business Essay

Human resources department is a part of business that deals with its staff. The department is seen as part of strategic management, in the effort to achieve the goals of the business, and is crucial to the business’s success. Some of the human resources department’s responsibilities include recruitment, retention, selection, job enlargement/enrichment, motivation and leadership, job role allocations, training, and payroll appraisals. The department’s decisions are influenced by, however, internal issues for workforce planning. One of the issues could be the cost of its operations.

The business would want to minimize cost, so any decisions made by Human resources should be cost-effective. Another issue could be the company’s business strategy, for example when the company want to expand, the Human resources department would have to recruit more employees; if the company wants to cut costs and increase profit, the department would have to consider reducing the number of staff. It is also responsible for training current employees for any new equipments.

There are also external factors that affect how workforce planning is carried out.

These external factors include government actions that affect the business environment. For example, the government can impose new minimum wages that would increase the Human resources department’s spending on wages payment. The education situation of the country can also affect Human resources, as education is the means that workers gain their skills; without proper education, Human resources wouldn’t be able to recruit highly skilled workers without paying large salaries or recruit foreign nationals. An important external factor is the economic situation of the economy.

If unemployment rates are high, Human resources would be able to recruit new employees much easier and cheaper than when the economy is in boom, which makes labour more expensive. The age ranges of the labour force can affect Human resources decisions, since they don’t want to recruit too old of employees who are going to retire soon. The business often want more young employees who can potentially contribute to the company for a long period of time, and can also be more innovative. Another external factor is technology advancements, as this may result in the introduction of new equipments into the company.

The Human resources department would then have to organise training for their current staff to enable them to work with the newly acquired machineries. There are many benefits to Human Resources planning. One of the most important purpose of the Human Resources department is to motivate staff. This can be done by means of promotions, training, and rewards. Another benefit is that Human Resources help import important skills into the business through the process of recruitment. Human Resources would compose a recruitment process that selects the right people for the business.

Without a Human Resources department, a firm cannot efficiently recruit employees that they need. Also, the department helps the business plan the right number of workers. They make sure that there are no redundancy or shortages of labour in the company, and if there is any, Human Resources would fix this either by cutting or recruiting staff. Human Resources department also ensures smooth operations in regards to labour management. This means they make sure that employees arrive when they are needed, and are allocated to the right tasks, and that each workers know their role within the business.

In addition, they resolve whatever arguments that may arise between the workers and company management, making sure that the employees are clear of company regulations, and that management are clear of their workers’ conditions. Finally, the Human Resources department ensures that no laws are broken in regards to labour employment. For example, the recruitment process must not violate discrimination laws. All necessary laws are briefed to staff to ensure no illegal activities are conducted within the company.

Before selecting staff for any position, key skills needed for that particular job need to be identified, creating a list of criteria for candidate selection. British Sugar is one of the largest provider of sugar products in the UK. Their Human Resources department has been directed to recruit three new production managers, as part of the company’s expansion project in China. The Human Resources department has identified the key skills for a potential production manager: Confidence: the manager needs to be confident in handling large responsibilities, whether it be meeting production deadlines, ensuring worker safety etc.

They need confidence to be able to make decisive actions, taking the initiative without too much dependence on higher directives. As they direct the production process, confidence is also needed for negotiating with suppliers, making the best deals for the factory. Technical skills: a production manager has to be sufficiently knowledgeable about the production technology of their factory, to be able to understand and resolve technical problems should they arise. Technical knowledge of a manager does not have to be detailed, but must be sufficient to issue correct directives to the factory’s engineer force.

High technical skills is preferred, as the manager will be more likely to be innovative in improving production methods of the firm. Communication skills: a good production manager is able to communicate to all different divisions of the company. They are quick to absorb information from different levels of the company, whether it be top management or floor workers, and then provide quick and effective feedback. Communication skills are crucial in a manager, as it helps him ensure the coordination between different elements of the company.

Problem-solving skills: the production manager should be able to independently deal with problems within their factory. They will be extremely resourceful in coordinating factory or company-level efforts to solve problems. This requires an intelligent person that can improvise upon their resources to damage-control and reverse the problem and put the factory back onto its original course. Motivating staff is an important part of company operation, as it ensure the employees do their best and be productive while working for the company.

There is a variety of reasons why employees would want to work harder in their working environment. Such reasons could be money, bonuses, power, working with friends, social aspects of work, the need to provide for family, promotion, team work, and promotion. Frederick Taylor’s theory of motivation simply stated that all workers are worked by money. This means that in order to better motivate employees, the employer simply just has to raise their pay, and this would make them work harder. Taylor introduced the Theory of Scientific Management, which said that workers are naturally lazy and need close supervisions and control.

The theory also says that managers should break down work to the simplest tasks to their employees. Workers also need adequate training and equipment to perform their simple tasks as efficiently as possible, then they would be paid according to the amount of products they had produced. The theory is often applied in mass production lines which involves repetitive tasks. Elton Mayo later introduced a new theory of motivation of his own. He believed that money is only part of the worker’s concern, and social needs are more important in motivating workers at their work place.

Mayo published the Human Relation school of thought, which encourage managers to focus more on social interactions between workers. Mayo went further in his studies and conducted his own experiment at the Hawthorne factory in Chicago. From these series of experiments, he concluded that although physical conditions worsened, they do not affect the productivity of the Hawthorne workers. Instead, social factors such as better communication between workers and managers, better involvement in employees’ lives from their manager, and team work was what improved productivity levels.

In the 1950s, Abraham Maslow introduced the Neo-Human Relation school of thought. This new theory focus on the employee’s psychological needs, which are structured into five different levels of needs. The theory says that once a lower level of needs is satisfied, would then the worker could be motivated by an upper level of needs. These levels of needs in lower to higher order are physiological needs, safety needs, social needs, esteem needs, and self-actualisation respectively. Managers also need to realise that each worker moves up this ladder at a different pace, and therefore might need different sets of incentives from worker to worker.

In financial-related type of motivations, the most common motivation is salaries and wages. Salaries are what permanent employees are paid monthly or annually. Wages, on the other hand, is what is paid to workers per hour they have worked. These can motivate the employees, for the harder they work, the more they would earn. A piece rate system is when an employee is paid a fixed rate for each unit of production; In other words, they are paid by results, which motivate them to achieve better results. Commission and fees are similarly dependent on the results of the workers.

Commission is a percentage of the sale revenue, and fees are fixed amounts that are earned after sale. The more the employee sells, the more commission or fees they get, motivating them to sell more. Fringe benefits are any non-wage payment or benefit such as pension plans, profit-sharing programs, vacation pay, and company-paid life, health, and unemployment insurance. Having these extra benefit with their jobs can make the employees feel more secure and work harder. Performance-related pay or pay by performance is money paid relating to how well the employee works.

This would motivate them by giving them knowledge that the better they perform in their field, the better their assessment would be and the more they would be paid. Profit sharing is another way of motivating staff, it consists of a plan that gives employees a share in the profit of the company. Each employee receives a percentage of those profit based on the company’s earnings. This makes staff work harder, knowing the more their company earns, the more they would get in shared profit. Share ownership is when employees who have worked in the company for a long time are given part of the business as shares.

These shares would give the employees power, and they get to take part deciding how the company is run. Other than financial motivations, there are non-financial ones that could boost motivation while costing minimal for the business. Job redesign involves restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees. Job enlargement is basically increasing the employees’ work load, so that they feel more responsible and work harder.

Job rotation is when employees are moved between two or more jobs in a planned manner. The purpose of this is to expose the employees to different experiences and wider variety of skills to enhance job satisfaction and to cross-train them. Job enrichment is a variation of job enlargement. Job enrichment adds new sources of job satisfaction by giving the employee additional authority, autonomy, and control over the way the job is accomplished. Team work is a Cooperative effort by the members of a group or team to achieve a common goal.

Working in a team may motivate employees to do better to fulfill their part on the team. External link for employees motivating can be found here: http://www. forbes. com/sites/glennllopis/2012/06/04/top-9-things-that-ultimately-motivate-employees-to-achieve/ The fundamental method which British Sugar would use to motivate their staff is to make them feel safe. Feeling safe would clear the employees’ minds from external worries, helping them to focus more on their tasks and try harder to achieve. This method would include providing their employees with adequate facilities to work in.

This means that British Sugar’s factories and offices would to the most basic safety regulations such as fire safety, electrical safety, and protection from hazardous conditions inside their factories. British Sugar would also make sure that their facilities have appropriate security measures to protect employees and their possessions safe. This method of motivation is one of the most basic levels of Maslow’s hierarchy of needs. Another method that British Sugar uses is providing extra employee benefits beside their regular salaries and wages. They would give company cars for manager and directors, along with free O2 mobile phones.

British Sugar also looks after their employees by providing them with free healthcare in the form of free check-ups with company nurse, eyesight tests and glasses, and subsidised scheme with AXA. Families of employees can also enjoy company benefits with provided child vouchers and team meals for spouses. British Sugar’s factory workers are also provided with free safety work wear. There are numerous other benefits that employees can enjoy working for British Sugar, which includes sports clubs, gym facilities, free parking…etc. A popular method of motivation from Taylor’s school of thought is recognition.

British Sugar would give out tokens of appreciation and to recognise employees/teams that have made a significant contribution over and above that reasonably expected. Company managers would award their employees with vouchers, meals, bouquet of flowers, or bottles of wine to boost their work morale. Long Service Awards are given to employees with significant length of service. Annual bonuses of ? 400, ? 600, ? 800, and ? 900 are given to employees who have served 20, 30, 40, or 45 years in the company respectively. British Sugar also use chances of promotion to encourage their employees.

This is a process known as internal recruitment. When a position is open, employees are often promoted to fill the position instead of recruiting new people externally. This keeps the employees motivated to work harder, knowing there are chances of future promotion. Another method of motivation used by British Sugar is performance management. Performance management is a proactive and continuous process of communicating and clarifying role responsibilities, performance expectations and priorities in order to ensure mutual understanding between managers and employees.

To ensure the proper functioning of the business, British Sugar would have to maintain a high level of cooperation and satisfaction in its employees. Making employees cooperate would increase productivity, reduce labour turnover, and make sure that they can maintain the quantity and quality of work they are capable of. One of the methods of doing this is by communication. This method involves staying in touch with the staff to make sure they are updated with company information.

When staff have the information that they need for their job, they will be more likely to be oriented towards their tasks, and be able to do it correctly and more efficiently. Communication with employees can be done by many means. It includes emails, which are quick, efficient, and reliable. Face-to-face communication is an important form of communication, often in the form of meetings; however it has time and distance limitations , for example a manager might not have the time to see all of his employees to talk about new policies, while he could just send them all an email.

There are other methods such as telephone calls, which can be made easily over long distance or face-time technology that allows employees to communicate despite the long distance. Another way of improving employees’ cooperation and commitment in the business is making them more involved in it. In British sugar, this is know as the “quality circle”. British Sugar would engage its employees group discussions, where groups of workers meet and discuss the good and bad side of the issues that they face. The employees would try to resolve their problems together, and discuss ways to improve how they work and how the company works.

This method generates a feeling of involvement, employees would feel that they are a contributing part of a team, and therefore view their work more positively and become more inclined to cooperate with other employees as well as the company managers. Clear employment contracts also help boost staff cooperation and commitment. A clear contract would have to explicitly explain the details of the job, such as explaining the roles and duties that the employee is expected to carry out, along with the hours of work required.

The business would also need clearly identified procedures such as disciplinary policies or grievance policies. A clear pay structure that explains basic time as well as overtime is essential. All of these will reduce arguments in the company, enabling more efficiency and cooperation within the business. Motivational methods are a way of getting more cooperation from staff. Motivated employees would perform better while feeling better about their prospects than demotivated ones, therefore cooperating more in their work.

Similarly, training and charity links should also be used to boost the morale of workers. Training would increase the employees motivation and performance, as well as charitable activities such as helping out the local community. A well-motivated workforce with high morale is more likely to cooperate with the company and to each other. The culture of the business itself will also affect how its employees cooperate. If the company has a culture of cooperation and an atmosphere of teamwork, then the employees are more likely to have more cooperation in their work.

Training in a large organisation such as British Sugar is carried out extensively. An example of British Sugar’s training operation is their Graduate scheme, a scheme in which British Sugar finds apprentice in universities. The company would offer university graduates a period of vocational training, with the assurance of a job at the end of their training, in addition to have year-long job placements for engineering students. British Sugar also organises over 1000 training courses every year involves all levels from senior managers to new apprentices and our seasonal workers.

The company encourages its sites to play an active role in local communities through media visits, schools activities, agricultural and environmental events. British Sugar have regular dialogues with leading and local non-government organisations. They also organise sponsorships and charitable funds, allocated to their employee fundraising activities through a “Supporting YOU to support others” programme. Measuring the workforce can be done by a number of ways. This is generally looking at the key indicators in the business’ workforce such as labour productivity, health and safety, labour turnover and absenteeism.

Labour productivity is how much the workers produce in terms of goods and services per hour worked. In the business, it can be measured by looking at the efficiency of individual or teams. However, this method should be used with cation, because there are factors that could affect labour productivity such as the age of machinery, type of sector that the business is in or whether production is automated or labour-intensive. If machineries are old, they wouldn’t be able to produce as much, therefore being the cause of low labour productivity. A business in the secondary sector would be more

productive than one in the tertiary sector since manufacturing makes more products than service. Similarly, a business that has automated production will be much more productive than one with labour-intensive production, since machines are able to mass produce more products than individual workers. A business can try to improve labour productivity by using motivational tools such as bonuses. Training can also be used to add productivity to workers, and business plans help staff work more efficiently. The business can also buy new equipments to improve productivity of their workers.

Another measurement is health and safety. As it is one of the motivational factor, the quality of health and safety at the workplace can affect the staff. The better the health and safety standard, the better the staff will perform. The business must consider the possible causes of poor health and safety, such as poor equipment, dangerous environment and also the poor training in the matter. Labour turnover can also be used to measure a company’s workforce. Labour turnover is the proportion of staff leaving the business over a period of time, usually each year.

A company can lose their staff due to de-motivation, retirement, social factors, better opportunity elsewhere ,or that the employee wants to start their won business. Staff leaving can also be involuntarily as their positions become redundant or they are fired due to performance. A high labour turnover is generally not good because it spawns many problems such as the loss of productive capacity, the costs and the time taken to recruit new staff, and the extra training and induction programmes to new employees.

However, new staff can bring benefits such as introduction of new ideas to the business, or more efficient workers. Absenteeism is another measurement to the company’s workforce, as it tells managers how much their staff go on break from work. This can be a substantial problem for the business, because production output will suffer if employees are absent, projects will run into delays, and the quality of products affected due to the lack of staff. There are many other costs associated with absent staff, such as sick pay, and temporary staff pay, which is often expensive.

Absenteeism also cause de-motivation in the business, as other employees will have to take the work load of the absent employees. To lower the level of absenteeism, the business can issue fines to absent staff, improve the safety of the work environment so staff would want to be at work, and improve their motivational methods. British Sugar uses a range of performance indicators to evaluate and improve their performance. SMART targets are a set of criteria that are based on the specific words: specific, measurable, attainable, relevant and time-specific.

These criteria are applied in the process of making goals and objectives, to maximise the business chances of obtaining them. Punctuality is the characteristic of being able to complete a required task or fulfill an obligation before or at a previously designated time. Attendance is the frequency with which a person is present. An appraisal system, or performance management, is a proactive and continuous process of communicating and clarifying role responsibilities, performance expectations and priorities in order to ensure mutual understanding between managers and employees.

It is very useful as it is both a motivational strategy and a review system where mangers can assess their employees. The appraisal system would fulfill the employees’ social and recognition needs according Maslow’ theories, motivating to work harder to achieve more and be more recognised. The system is not without flaws, however. The appraisal system can be very costly, requiring a lot of administrative work, and is time-consuming. It is also exposed to favouritism. Managers can tend to trust and praise some employees more than others, causing distrust discontentment among team members.

Employee Performance Evaluation Essay

Employee Performance Evaluation Essay

Do you have any questions about what is expected of you on the job? Are there any areas that are unclear for you?

Being in the practice for more than 13 years, I believe I am performing well as a Clinical Coordinator at _________________. I know well my primary duties not only to the doctors but to the patients as well. Patient flow is one of my main tasks. Therefore, doing it for more than a decade has really helped me learn by heart the task that I am supposed and not supposed to do.

Extended duties, in addition, provide me with more skills development. Nonetheless, I still believe that committing to my work as a clinician, to the doctors, and to the patients is my key to being able to perform what is expected of me for this particular job. And I know I have worked hard for that.

For me, the most unclear, and also lacking, is the salary increase. I have been in this job for more than 13 years and my salary has been pretty much the same.

I love my job, that is why I always work hard for it, but taking into consideration practicality, the standard of living has been constantly increasing and I know I have to keep up with that.  It is quite disappointing that my co-employees and I are not getting fairly regular higher compensation grants.

What do you consider to be your most important accomplishment in this review period?

Being on the job itself and being able to practice what I love doing is one of the accomplishments that I have gained working here. Being able to be trained by professionals and get me going to my long-term goal of getting into Dental Hygiene program at this community college is a privileged appreciated for me. In addition, higher salary, maybe inasmuch as what I have received last year 2005, provides recognition for me as an employee for the decade or more that I have worked as a Clinical Coordinator.

What areas would you like to improve on your performance and how do you plan to do it? What can the doctors or other team members do to help you improve?

I have realized the joy and hardship of working as a clinician. At the same time, I get firsthand impressions of the satisfaction of the patients when they know that they are cured or will get better soon. This is one of the pleasures I get working here. That is why I want to be even more productive. However, of course, I, as well as my co-employees, want to be recognized and get rightfully compensative for the dedication we tender as clinical workers. It has always been known that additional compensation always boosts employee morale and encourages them to work better and become more productive and useful.

Please tell us about any special accomplishments or projects that you have involved into to improve any aspect of the practice.

As mentioned, I have been in the practice for over 13 years. More so I believe I have performed well enough indicated by being able to serve the same industry for more than a decade. As far as I know, I have accomplished what is expected of my performance. Otherwise, I would not have lasted long.

In addition, to be able to improve my skills, I practice well at work and really put my heart into what I am doing.  The doctors are continuously training me. And eventually, if given more recognition to pay costs for my schooling, I am planning to delve into a Dental Hygiene program sponsored by this community college to be able to enhance more my skills and become a more productive clinician.

Other comments? When an employee violates the rules in the practice repetitively in every category, what action do you take to make sure that the doctors get the respect they want out of the employees?
I believe one of my strengths is that I know well what I am doing and that I am confident of what I do as a clinical coordinator. As I have said, being on this job for a lot of years has put me in a position where I am assured of my capabilities, and my potentials.

With regards to respect, I believe in the cliché “give respect to earn it”. Doctors and employees alike, no matter who is the boss of whom, deserves to be respected and properly treated. This involves complying with the proper and professional orders of the doctors, for the sake of their professional work. And the doctors in turn, give to the employees also high regard for the dedication they put on their works and give them rightful recognition.

What are the areas that need improvement?

I think, training the new employees, especially the new ones must be given proper attention. It has always been good to start working with much needed meaningful experience. This will definitely improve the clinical employees’ skills and practice them even more making them knowledgeable and more experience when it comes to first hand practice and on the job training.

Where do you see yourself in the next year and what steps would you like to take to get there?

Probably a year from now, I would be taking one or two classes a quarter, hopefully halfway done with pre-requisites. I will still be working fulltime and hopefully be a super treatment coordinator and become more trained and knowledgeable in diagnosing treatments.

Two to three years from now, I hope to finish my pre-requisites and be able to prepare for dental hygiene examinations. But of course, I would not want to leave my work so I will still be working fulltime, probably 38 to 40 hours per week.

And about five years from now, I may have completed by dental hygiene program having passed the examination.

All these plans will help me not just boost my knowledge and skills, but also gain a higher degree of expertise about my chosen profession or career.

Employment Law Compliance Essay

Employment Law Compliance Essay

Our client, Bradley Stonefield, is planning to open a limousine service, Landslide Limousines, in the Austin, Texas area. Mr. Stonefield plans to hire approximately twenty-five people to provide first class transportation to a variety of clientele. Before Mr. Stonefield begins hiring it is imperative that he has an understanding of applicable employment laws. Title VII of the Civil Rights Act of 1964 (Title VII) is a well-known and widely used federal anti-discrimination law (LaMance, n. d. ). Title VII make it illegal for employers to discriminate against someone based on their race, religion, national origin or sex (U.

S. EEOC, 2014). The Act also made it illegal for employers to retaliate against a person who files a complaint of discrimination or participates in a discrimination investigation (U. S. EEOC, 2014). An employer who violates Title VII may find themselves subjected to a number of legal consequences such as having to pay large sums for damages and being required to readjust the company’s policies (LaMance, n.

d. ). To avoid violating Title VII Mr. Stonefield and his managers should treat all employees and applicants equally without regard to any characteristics except job performance (HR Specialist, 2013).

The Texas Payday Law covers all business entities in the state of Texas, regardless of size except public employers such as the state or federal government (TWC, 2013). This law gives the Texas Workforce Commission (TWC) the authority to enforce wage laws and investigate wage claims (TWC, 2013). Texas Payday Law covers compensation for services rendered, commissions and bonuses, and certain other fringe benefits according to a written agreement with or policy of the employer (TWC, 2013).

The law states that employers must pay employees for all hours worked and these wages must be received by the employee no later than payday (TWC, 2013). If the employer lays off, discharges or fires an employee they must pay all wages owed to that employee within six calendar days of the date of separation (TWC, 2013). If an employee voluntarily quits or retires their final payment of wages is due to them on the payday following the date of separation (TWC, 2013). If an employer violates the Texas Payday Law they may be fined the lesser of the wages claimed or $1,000 (TWC, 2013).

To avoid violating this law Mr. Stonefield should make sure that employees are paid for all hours worked and that all wages due are paid to employees on time. The Age Discrimination in Employment Act applies to all employers that employ twenty or more employees (U. S. EEOC, 2008). The Act states that it is “unlawful to discriminate against a person because of his or her age with respect to any term, condition or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments and training” (U. S. EEOC, 2008).

Violating the Age Discrimination in Employment Act can cause the business to incur legal liability and require payment of large monetary judgments (Mayfair, n. d. ). Mr. Stonefield and his managers can avoid violating this Act by never taking a person’s age or proximity to retirement into consideration when making decisions about hiring, firing, pay, benefits or promotions (HR Specialist, 2013). The Immigration Reform and Control Act of 1986 prohibits an employer from knowingly hire, recruit or refer for pay any person who is unauthorized to work in the United States (Boston University, n. d.

). If an employer violates this law they can be fined from $100 to $1,000 and the fine is not just for the employer but also for each employee working for them illegally (Boston University, n. d. ). There is also the possibility of imprisonment for employers that are deemed to show a pattern of violating this Act (Boston University, n. d. ). To avoid violating the Immigration Reform and Control Act Mr. Stonefield must verify the identity and employment eligibility of each employee he hires. He must complete and retain a complete INS Form I-9 documenting this verification (Boston University, n.

d. ). Conclusion It is important that Mr. Stonefield and his management team understand that labor laws were passed in order to provide protection for both employees and employers. That is why the government puts so much emphasis on making sure organizations take them seriously by enforcing the laws with strict consequences for noncompliance. Staying in compliance with these laws is not only important to avoid legal penalties but will also protect the business from gaining a negative public image that can be extremely damaging to their bottom line.

You may also be interested in the following: why does employment law exist

Effect of Employee Satisfaction of Driving Customer Satisfaction Essay

Effect of Employee Satisfaction of Driving Customer Satisfaction Essay

“Its common sense when people feel great about the place where they work… they provide better customer service” Dick Clark, Group leader of Financial services at Monsanto

Customer satisfaction is the main aim of every organization running a business everywhere. Various level managers consider the importance of customer satisfaction and try to pass this issue to the lower levels that have direct contact with the customers. Those front-line employees should be satisfied themselves in order to deliver customer value. (bulgarella, 2005). Some researchers and business pioneers went further to include employees as “internal customers” whom they seek to satisfy their needs in order to make sure that they will do the same with the external customers (Harrison, 2003) and this highlights the direction towards the study on the employee satisfaction and its factors.

In Egypt, employee satisfaction should be one of the most highlighted topics in every business field and should gain wider interest day after day. The emphasis on these kinds of studies will help improve the service standards and, consequently, raises the satisfaction levels of employees and external customers of any organization.

From this perspective, the researchers decided to investigate the sense of career development and its effect on employee satisfaction (Research1 or R1). The second part of the research will be devoted to measure the effect of employee satisfaction on delivering customer satisfaction (Research2 or R2). The main research questions are designed as:

Q1: How can the sense of career development affect employee satisfaction? Q2: what is the effect of employee satisfaction on customer satisfaction? Hypotheses:
H1: Sense of career development has an effect on employee satisfaction. * Components of career development on this research paper are: * Quality of Employees ‘Lives.
* Social and economic contribution to society.

H2: sense of employee satisfactions affects Customer satisfaction. R1: The relation between sense of career development and employee satisfaction. When the researchers decided to define employee satisfaction, they called back the definition of the word “satisfaction” from the dictionary and it was found as “gratification of an appetite and pleasure” (Wilson Learning, 2006). Satisfaction researchers can never ignore Maslow’s human satisfaction pyramid that starts with physiological needs, safety needs, social needs, self-esteem and self-actualization needs (Parvin, 2011) Scholars vary in their definitions to employee satisfaction; Reilly defines job satisfaction as “the feeling that a worker has about his job or a general attitude towards work or a job and it is influenced by the perception of one’s job”. (C.R.Reilly, 1991).

Some employee-satisfaction theories depends mainly on the individual factor or the employee himself; employee’s objectives, age, social status, gender and education level have the major impact on determining the degree of his satisfaction and loyalty in his job (Ann, 1992) while others, such as Alan Witt, go in deeper analysis to study “Fit or Lack of Fit” or the “Want-Have Dilemma” between the employee’s requirements and the organizational offerings (Ann, 1992) Papers agree on a main drive for employee satisfaction in any organization; employers must work on enhancing the sense of career development for their employees. However, career development itself is a broad concept that needs to be clarified. Sears defined career development as the total group of physiological, sociological, educational, physical and economic factors that direct the individual’s career (Patton & McMahon, 2006). This definition classifies the components career development to:

1. Physiological component
2. Sociological component
3. Educational component
4. Physical component
5. Economic component

When going to a deeper practical definition, Careers England, one of the most recognized organizations in career guidance industry that has a wide variety of partnerships with various associations (Careers England, 2012), defined career development as follows: “Career development is the lifelong process of managing progression in learning and work. The quality of this process significantly determines the nature and quality of individuals’ lives: the kind of people they become, the sense of purpose they have, the income at their disposal. It also determines the social and economic contribution they make to the communities and societies of which they are part” (Careers England, 2012)

This definition analysis “Career Development” terminology to the following components * Quality of individuals’ lives * Social and economic contribution to society

When linking both definitions together, the researchers can identify the main components of career development to two main categories
1. Quality of individual lives:
a. Salary paid to employees
b. working conditions
c. physiological and safety needs
d. the purpose they have
2. Contribution to society
* Achievements and contribution to society economically and socially

R2: the relation between employee satisfaction and customer satisfaction.

To measure the degree of employee satisfaction’s effect on customer satisfaction, the meaning of customer satisfaction should be clear for the researches and the readers; A comprehensive definition of customer satisfaction in terms of pleasurable fulfillment is given by Oliver (1997): “satisfaction is the consumer’s fulfillment response. It is a judgment that a product or service feature, or the product or service itself, providing (or is providing) a pleasurable level of consumption-related fulfillment, including under or over fulfillment” (Siskos, 2010)

According to an exhaustive review of Yi (1991), customer satisfaction may be defined into 2 basic ways: either as an outcome, or as a process: 1- The first approach defines satisfaction as a final situation or as an end-state resulting from the consumption experience. 2- The second approach emphasizes the perceptual, evaluative and psychological process that contributes to satisfaction. (Siskos, 2010) (R2) will try to measure the degree of dependence of both factors on each other through surveys with employees and customers.

Ann, M. (1992). A STUDY OF THE RELATIONSHIP. SOUTHWEST TEXAS STATE UNIVERSITY, Political Science. Texas: The Digital Library. attia, s. (2008). Healthcare quality and moder. emerald insight, 3. bulgarella, C. (2005). Employee Satisfaction & Customer Satisfaction. Guide Star rerearch. C.R.Reilly. (1991). Organizational Behavior. Annual Review of Psychology,
pp. 427- 458. Careers England. (2012). MAKING A POSITIVE IMPACT. Careers England. Careers England. Careers England. (2012). Why Career Development Matters. 1.

Harrison, C. (2003, 11). Turning Customer Service Inside Out! Retrieved 10 1, 2012, from Parvin, M. (2011, December). FACTORS AFFECTING EMPLOYEE JOB SATISFACTION OF PHARMACEUTICAL SECTOR. Australian Journal of Business and Management Research, 1, 115. Patton, W., & McMahon, M. (2006). Career Development and Systems Theory. QueensLand university, Faculty of Education. Rotterdam: Sense Publishers. Siskos, E. G. (2010). Customer Satisfaction Evaluation. Greece: Springer Science+Business Media. Wilson Learning. (2006). Redefining employee satisfaction: business performance, employee fullfilment and leadership practices. Edina: Wilson Learning Inc.

Employment and Delegation Essay

Employment and Delegation Essay

In the scenario given there were five behaviors of delegation used. They were: clarifying the assignment, specifying the employee’s range of discretion, allow the employees to participate, inform others that delegation has occurred, and establish proper feedback channels. In this paper, each behavior will be discussed as used in the scenario, and will give specific detail of how we as managers would have handled the delegation. Clarity of the assignment, is providing clear expectations of an assignment with details, deadlines, an audience, and the importance of the assignment being done on time.

This is the first step in the delegation process of the project. If we ask someone to complete one of our assignments, we would want to be sure that the assignment is done the way we would have completed it. There’s a reason why we asked that particular person. If it was something anyone could do you can ask for volunteers. Informing others that delegation has occurred is essential behavior in the delegation process.

Obviously Ricky has other employees that he manages. So it is important to inform those employees about the delegation as well. He chose Bill because of his three year experience in the contracts group.

However, there isn’t any mention of addressing Ricky’s other employees. Since he assigned Bill to this project what about Bill’s daily duties? Is Ricky going to provide Bill with help in regards to his daily work, or will he be required to complete both the project and his work? That’s what we do not know, but they were having a meeting in the morning to discuss the assignment. These are issues Ricky has to figure out now, along with informing his staff, because if Ricky did not inform his other employees, they may perceive it as favoritism and think he is trying to hide it from everyone.

Ricky should also inform Bill of the reasons he chose him at their meeting in the morning, and also let him know he will be communicating the project to the rest of the team so they are aware Bill will be working on the assignment for the given time frame. Normally in those situations you look to the person who may be capable of doing the job based on previous experience. It is important to share the wealth when it comes to delegating task to the staff. I would assume that Bill is one of the go-to guys that can and is able to complete task with assigned deadlines.

However, the behavior skills that stick out to me the most are clarify the assignment, inform others that the delegation has occurred, and establish feedback channel. It is important that Ricky clarifies with Anne what the guidelines for the new manual are so that he can clearly communicate them Bill. Setting up one-on-one sessions or a team meeting will be useful to inform all team members of the decision. Lastly, Ricky should set up periodic reviews with Bill to check on his progress and also see if any assistance is needed. agree that some of the delegation skills where used in this scenario, but not all were used fully.

I like the point made earlier in the discussion that Ricky probably manages more then one employee, In the scenario I think Anne did a poor job for a few reasons. 1) Ricky already was working on a major project, and as his boss she should have been aware of that before she asked him to do it. She may have been, but this is what we don’t know. 2) Anne asked Ricky to do the assignment. Obviously there was a reason why she asked him, so when he requested Bill to replace him why did she allow it? If I delegate an assignment to my employee I want the person to do what I asked.

I feel that clarifying the assignment, specifying the employee’s range of discretion, allow the employee to participate were the delegation skills used the most in the scenario, while establishing feedback channels and inform others that delegation has occured wasn’t as much if any. I remember an old saying form a manager I had who would say, “inspect what you expect! ” We are tasked to ensure what we empower our workforce to accomplish is completed the way we expect it to be done. However, if we do not adequately communicate our expectations to the employee, than how will we be able to hold them reliable for the job.

Now, am I saying we should micro-manage? Never! And i’m sure no body wants to spend time micro-managing. What we do want to ensure though is task completion and work from a decentralized form of management so the employee doesn’t get frustrated in their job. Bottom line, we empower people everyday, the question is how much do we trust them? “Allow the employee to participate. ” We have that found the employees participation is the best means to empower them not only in their job, but it gives them personal satisfaction. Now, this can be somewhat dangerous because you never want to give them an unchecked decision machine.

As the section mention, you allow the employee to participate in that decision and then a set limit of authority is transferred to them for the project. We know, from experience that you must maintain that channel of communication with the employee so to keep them on the right direction. This will be training opportunities for managers with the employee in how to better make decisions without being biased. I know it can be challenging at times and personal matters may strive to cloud our decision process, but over time the employee will learn how to set aside personal reasoning.

Selection and Induction Essay

Selection and Induction Essay

Inadequate recruitment can lead to labour shortages, or problems in management decision making. Recruitment is however not just a simple selection process but also requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation.

The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen.

(State Government of Victoria State Services Authority, 2008) The housekeeping department is the most important department in hospitality world. Housekeeping is responsible for cleaning the hotel’s guestrooms and public areas. This department has the largest amount staff, and its operations are the most influential from both external and internal factors. Thus they have an ever chancing requirement for staff.


French and Rees (2010) Defines recruitment as, “a process to discover the sources of man power to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. ” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization. ” In simple words recruitment can be defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. For a more detailed specification: (see Attachment 1) The process 1. A need is created through any number of factors within an establishment. From the change in seasonal occupancy, personal factors of staff or managerial requirements. As in the case of the ABS Hotel, a member of the housekeeping department has been granted a transfer due to personal issues. Now a position has been created that needs to be filled.

The HOD of the department will now access the vacancy and if need be, he will file a request for the recruitment of a new staff member. (See Attachment 2) 2. The request will be filled and accessed by the Hotel’s Human resources Manager, and he will then have a meeting with the HOD from the Housekeeping department to discuss the need for a new staff member. If the HR manager finds the request valid he will then go about discussing the positions measurable standard with the HOD. This will result in the Job analysis of the required room attendant by which applicants will be measured. See Attachment 3) 3. The HR manager must then apply to the Hotels Chief Financial Officer if there are funds available for both the recruitment process and the annual salary of the new staff member. As is the case with the current position at the ABC Hotel, the annual salary can be paid as it would have been paid to the previous room attendant. 4. Once the CFO has validated the financial aspect of the request, the HR manager and the HOD of the housekeeping department must apply to the General Manager for his approval of the recruitment. . If the GM denies their request, the process will stop. If the GM accepts the request the HOD’s part of recruitment has been completed, and the HR manager starts the formal process of recruitment. 6. The HR manager does research into the Labour market, Economy and the Expansion of the company. The Labour market’s geographical and demographical information will assist the HR manager in calculating the environment were the best suitable candidates can be found and through use of which measure can they best be reached.

The studying of the economical present and future will assist the manager in accessing if it would be affordable to hire the new employee and what the market rate for the positions salary is. The growth of the company has the biggest impact on the recruitment process, for if the company has to decline or plans to “float” through the following year then the appointment of a new staff member will result in a profit expenditure, which renders the recruitment process a loss. As is the current state of the ABC Hotel the three factors are all positive and thus the HR manager will continue with the recruitment process. . The HR manager must utilise the company resources to decide whether to advertise the vacancy internally, externally and by which technique to best reach the required labour market. [ For an explanation of internal-, and external advertising, (see Attachment 1) ] 8. The HR manager must now utilise the information gathered from the previous two steps to thoroughly plan the advertisement. All relevant information regarding the position needs to be within the method of advertising and must create a positive image for the organisation. (see Attachment 4) 9.

If the HR Manager has done his job correctly, persons will apply for the position. SELECTION The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Selection is defined by French (2012, p. 76) as the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employee’s work. Any mismatch in this regard can cost an organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate negative information about the company, causing incalculable harm to the company in the long run.

Effective election, therefore, demands constant monitoring of the ‘fit’ between people the job. (French and Rees, 2012, p. 176) The Process 1. The Curriculum Vitae’ of applicants are received. 2. The applications will now be scrutinised according to the measurable standard. 3. A database is created wherein all the information of applicants are entered and stored. This database is a very essential and useful tool. It has all the information applicants included on their CV’s, this information can be used as a record of how applicants were chosen or declined.

It holds the record to prove that the selection process was neither biased nor discriminative and has complied with both the Labour Relations – and the Employment Equity Acts. It is also a useful reference base which can be used for future manpower forecasting or a base of possible employees for future positions. Thus saving on recruitment costs. 4. The applications are now sorted by the HR manager into three “piles”. Successful-, For Review- and Unsuccessful applicants. 5. The unsuccessful applicants must be sent a letter of their unsuccessful attempt.

The letter will contain the reason the establishment declined their application and will wish them well for future applications. 6. From the Successful applicants a short list will now be drawn up, by both the HR Manager and the Housekeeping HOD, to show the best possible candidates for the position. This can sometimes be a difficult and time consuming process. To ease the process follow these guidelines. (see Attachment 5) 7. Once the best possible candidates have been chosen from the shortlist, they will be telephonically contacted and informed that they are a possible candidate for the position.

During the phone call a short pre-interview will be conducted to confirm the critical information with the candidate and to inform them of their formal interview. 8. Application forms are sent via email or post to the candidates for them to formally apply for the position. These need to be sent back to the establishment as they will be used to gather information on candidates to better structure the interviews. 9. Using the candidates I. D. numbers a background check will be done on applicants for criminal record or blacklisting. According to JHON BOTHA, director of the Production Management Institute, this has become a necessary step due to the Labour laws in South Africa. Business Day October 11th, 2012. see Attachment 6 ] 10. The HR manager and HOD of the Housekeeping department must setup the formal interview structure and question the candidates. 11. After the interview the candidates will write a short aptitude test to see if their norms, values and attitudes align with the establishments. 12. The HR manager and The HOD will now decide on the best candidate for the position.

If none of the candidates are suitable for the position, they may refer back to the candidates which didn’t make the short list or the applicants for review and repeat steps 8-11. If no candidate or applicant meets the requirements, then the recruitment and selection process must be reviewed and restarted. 13. If a candidate has been chosen for the position, they will be informed of their success telephonically and given further instructions regarding their first day of employment and induction. If the chosen candidate declines the offer then the HR manager must choose another and repeat step 12 and 13. 4. The unsuccessful candidates will receive a phone call informing them of their unsuccessful attempt but will assure them that they will be considered for future positions. INDUCTION Induction can be defined as the first step towards gaining an employees’ commitment, it is aimed at introducing the job and organization to the recruit and him or her to the organization. It involves orientation and training of the employee in the organizational culture, and showing how he or she is interconnected to (and interdependent on) everyone else in the organization.

See also orientation. (Target Selection 1986) The Induction process has several important objectives (Grobler et al. 2002) : •Acquainting new employees with job procedures. •Establishing relationships with co-workers. •Creating a sense of belonging among employees. •Acquainting new employees with the goals of the organisation. •Indicating to the employees the preferred means by which these goals should be achieved. •Identifying the basic responsibilities of the job. •Indicating the required behaviour patterns for effective job performance. (Grobler et al. 2002)

The Process Day 1: Introduction to the establishment and work area – Person Responsible: HR Manager •Mission, Vision, Objectives of work area •How the work area fits in to the wider establishment •All key operational and social areas to be visited. Introduction to other members of staff – Person Responsible: HR Manager •Go through organisation chart •Discuss roles and responsibilities of staff in general terms. •May also want to extend time to allow visits to key contacts out with work area. Introduction to the other teams within the Work area – Person Responsible –

Line Manager •Purpose/Activities of the other teams/work areas •How the team fits in to the work area •How the work area fits into the University Day 2: Terms and Conditions – Person Responsible – Line Manager •Ensure new start has viewed and understood information contained in the Information for New Employees this contains important information on terms and conditions. Performance Standards – Person Responsible – Line Manager •Outline specifics of job role – (job description) •Define goals, objectives, and expectations •Review probation and performance and development review/ ADR/ appraisal process.

Culture of the Work area – Person Responsible – Line Manager/Nominee •Make new start aware of local arrangements regarding hours of work, holiday requests, sickness procedure, after hours working, dress code, lunch arrangements, etc. •Other University procedures e. g. internet and e-mail usage, transportation and parking, etc. Office Systems – Person Responsible – Line Manager/Nominee •Review processes for using office equipment such as: computer, telephone, voicemail, fax, printer, photocopier, etc. •Review processes for using other university equipment/systems such as: libraries, laboratories, open access computers, etc. Review computer security, and software usage. •Consider environmental efficiencies (waste, recycling, energy) Health and Safety – Person Responsible – Health ; Safety Co-ordinator/ Line Manager •Physical – fire exits, fire alarms, fire evacuation procedure, fire-training arrangements, manual handling, first-aid arrangements, VDU usage, and other arrangements as required. Day 3 and 4 Job Specific Training and Development -Person Responsible – Line Manager/Nominee •Role specific development needs should be reviewed and a suitable programme of training should be planned that aligns the individual’s skills to their core duties. Staff with line management responsibilities should be clear as to their duties and attend any relevant training. •Outline the use of annual performance and development reviews/ ADR as one method for determining on-going role specific development needs. •Introduce University wide training and development opportunities available to staff. •Review use of personal development planning tools (i. e. PDP) Week 1 – 4: The new employee should be partnered with a buddy / mentor and work with and alongside them to learn the operations, in’s-and-out’s and daily routines of the position. Week 5 – 6:

The new employee should now be able to function independently, but will still require supervision. Week 7: Monitoring and Evaluation – Person Responsible – Line Manager •It is important that the Induction programme is monitored and reviewed. •Throughout the period regular review meetings should be held and any adjustments made. •The new employee should be informally interviewed to access his progress and experience of the working environment. Week 8 – 12: Probation -Person Responsible – Line Manager For new staff the Probation Policy will apply, at the end of three months the new employee will now be a permanent employee.

This will have ensured continued efficiency and productivity. CONCLUSION At the end of what could be a short or long process the ABC Hotel will now have the new room attendant which would have fit in perfectly into the organisation to ensure continued productivity and efficiency. If each of the steps of all three processes of Recruitment, Selection and Induction have been followed and done according to the Hotel’s policies and procedures and the standards set by management then the present and future manpower planning will be a success.

An awareness of issues and concepts within this area is an important tool for all those involved with leading, managing and developing people – even if they are not human resource managers per se. A recognition of the importance of this aspect of people management is not new, and ‘success’ in this field has often been linked with the avoidance of critical failure factors including undesirable levels of staff turnover and claims of discrimination from unsuccessful job applicants.

It has been argued here that it is also possible to identify aspects of recruitment and selection which link with critical success factors in the 21st century context, differentiating organisational performance and going some way to delivering employees who can act as ‘thinking performers’. It is proposed, for example, that a competencies approach focusing on abilities needed to perform a job well may be preferable to the use of a more traditional matching of job and person. (French 2010)

The Philippine Overseas Employment Administration Essay

The Philippine Overseas Employment Administration Essay

The Philippine Overseas Employment Administration (POEA) is an agency of the Government of the Philippines responsible for opening the benefits of the overseas employment program of the Philippines. It is the main government agency assigned to monitor and supervise recruitment agencies in the Philippines. The POEA’s office is located at EDSA corner Ortigas Avenue, Mandaluyong City, Philippines. The POEA has an organizational structure with the POEA Governing Board at the top.

The Secretary of Labor and Employment heads the Governing Board, and the POEA Administrator as vice-chairman and representatives from the private, women, sea-based and land-based sectors as members.

The Philippine Overseas Employment Administration was established in 1982 through Executive Order No. 797. The goal of the agency’s establishment was to promote and monitor the overseas employment of Filipino workers. The POEA was reorganized in 1987 through Executive Order No. 47 in order to respond to changing markets and economic conditions, and to strengthen components that would protect Filipino workers and the regulatory components of the overseas employment program The Migrant Workers and Overseas Filipinos Act of 1995 instituted State policies of overseas employment and established standards for protection and promotion of welfare for migrant workers and their families, and for overseas Filipinos in distress.

The act specifies, “Migrant worker refers to a person who is to be engaged, is engaged or has been engaged in a remunerated activity in a state of which he or she is not a legal resident; to be used interchangeably with overseas Filipino worker. Regarding deployment of migrant workers, the act mandates, “The State shall deploy overseas Filipino workers only in countries where the rights of Filipino migrant workers are protected In 2010, Republic Act No. 10022 amended some of these provisions, including those quoted above.

Among other changes, the paragraph defining the term Migrant worker was amended to read, “‘Overseas Filipino worker’ refers to a person who is to be engaged, is engaged or has been engaged in a remunerated activity in a state of which he or she is not a citizen or on board a vessel navigating the foreign seas other than a government ship used for military or non-commercial purposes or on an installation located offshore or on the high seas; to be used interchangeably with migrant worker. , and the introductory text regarding deployment was amended to read, “The State shall allow the deployment of overseas Filipino workers only in countries where the rights of Filipino migrant workers are protected. The POEA is an attached agency of the Department of Labor & Employment (DOLE) tasked to manage the country’s labor migration program. Their vision: Excellence in governance for world-class Filipino migrant workers.

While regarding their mission: POEA connects to the world, and, in partnership with all stakeholders, facilitates the generation and preservation of decent jobs for Filipino migrant workers, promotes their protection and advocates their smooth reintegration into Philippine society. Structure The POEA Administrator oversees the daily operations of the agency and is supported by three deputy administrators.

The Deputy Administrator for Employment and Welfare oversees the Pre-Employment Services Office and the Welfare and Employment Office. Under the Deputy Administrator for Adjudication and Employment Regulation are the Licensing and Regulation Office and the Adjudication Office. The Deputy Administrator for Management handles the general administrative and support services of the administration. The POEA has three (3) Regional Centers which are located in

La Union for Luzon, Cebu for the Visayas region and Davao for the Mindanao area. Regional Extension Units are in Baguio-Cordillera Administrative Region, Iloilo, Cagayan de Oro and Zamboanga while satellite offices are located in Pampanga, Calamba, Laguna, Legaspi, Bacolod and Tacloban. Core Functions In terms of Industry Regulation, it issues license to engage in overseas recruitment and manning to private recruitment agencies and ship manning companies.

Hears and arbitrates complaints and cases filed against recruitment and manning agencies, foreign principals and employers, and overseas workers for reported violation of POEA rules and regulations, except for money claims. They also implement a system of incentives and penalty for private sector participants and sets minimum labor standards. Monitors overseas job advertisements on print, broadcast and television and lastly supervises the government’s program on anti-illegal recruitment. And lastly imposes disciplinary actions on erring employers and workers and seafarers.

Regarding their employment facilitation, they accredits/ registers foreign principals and employers hiring Filipino workers, approves manpower requests of foreign principals and employers, evaluates and processes employment contract, assists departing workers at the ports of exit, develops and monitors markets and conducts market research, conducts marketing missions, enters into memorandum of understanding on the hiring of Filipino workers with labor–receiving countries facilitates the deployment of workers hired through government-to-government arrangement and lastly they provides a system of worker’s registry.

On provision of on-site remedies to OFWs to file complaints against employer or agency, OFWs may file complaints for violations of POEA rules against principal, employer, and/or Philippine recruitment agency at the Philippine Overseas Labor Office s (POLOs). Worker’s Protection The company (POEA), intensifies public education and information campaign, conducts pre-employment orientation and anti-illegal recruitment seminars nationwide, conducts Pre-Deployment Orientation Seminars (PDOS) to workers hired through the government-to-government arrangement and name hires, provides technical assistance in the drafting of bilateral and multilateral greement, provides legal assistance to victims of illegal recruitment, prepares OFW global mapping and profiling, implements gender-sensitive programs, networks with non-government organizations, workers’ organizations, etc. And they provides repatriation assistance Philippine Overseas Employment Administration, composed also the General Administration and Support Services which includes Human Resources Development, Property and Supplies Management, Financial Management, Information and Communication Technology, Plans and Policy Development and Quality Management System

Summary of Activities The trainee completed a total of Two Hundred Forty Hours (240) of internship in Philippine Overseas Employment Administration (POEA). The first day of on-the-job training (OJT) of the trainee started on the 15th day of April. On the first day, she’s quite excited and nervous of what she’ll do on the company and on what department or division we’ll she assigned. On the next day, the trainee deployed on her respective department & together with her two co-trainees, she was assigned at the “Cash Division”.

This department’s job is divided into two: first, the department collects payment of OFW’s, agencies & other contractor connected to POEA, secondly the department also assigned in releasing of checks. It’s superior because the trainee was assigned based on her path. During her training days, the trainee practice herself to wake up early in the morning just to be on time and until now her so proud to herself because she maintains it. The first task assigned was to segregate of used official receipts and filing vouchers by its nature.

Before the trainee does the entire job, her person in charge, well-informed first before they allowed performing what operation she’ll have to do. On the first week, she was also assigned to balance and record to the journal the collection report per collecting officer. They do this job weekly. After balancing and recording, the trainee encode the collection report in the course of which it includes; HDMF, BMAD, OWWA, PHILHEALTH. But regularly, the trainee performed releasing of checks, answering phone calls, receiving vouchers and recording those checks by its nature from the office n charge (OIC) unto General fund (salaries of employees), MDS Trust (claimants), LBP trust (payments for the service rendered by POEA). She was also assigning to photocopy some documents, filing the vouchers of the clients and designate to sign the clients on the voucher for the proof that the checks have been received. Regarding the participation, the trainee participate as a cashier 1 on the department when the time comes that some employees are not present. She acts as a cashier because there are a lot of OFW’s who made their payments on their department.

During the training at POEA, the trainee learned to interact with other people especially to her co-trainees came from different States, Universities & Colleges. We know that people have different characteristics and attitudes; however making friends with the trainee’s co-workers doesn’t make difficult. From the interaction the trainee made with them, the later learned to work with patience. She also learned from her co-worker’s experiences and mistakes and applies them whenever she needed it.

The setting also on the department get pleasure from her employer’s because the entire person above her was so accommodating, supportive and concerned to her. They also encourage the trainee to go on with her studies until she become a professional. It was a good experienced for her to train her ability on the POEA. The trainee also well-read how to be converted into a hardworking person and be on time, pursue the policy and information that are specified to them. All of what she learned in the company will brought her sooner or later, especially when she’s on a veracity of employment.

And she’s so grateful that at least in some way, for a short period of time, she became a part of the company (POEA). Recommendation to the Company The company created a good service to their clients and gave the best training for the students. The trainee highly recommends to the Philippine Overseas Employment Administration to increase their employees/ manpower in every division. We all know that almost thousands of people, especially OFW’s reports and go to the company.

The trainee easily observed that the company must focus in terms of their manpower so that they must attain their general objectives which assigned as quickly as they can monitor and supervise recruitment agencies in the Philippines. Recommendation to the School Based on what she have experienced, it’s hard to have an on the job training in far places because it’s too exhausting and costly, for the reason that most of the companies doesn’t offer salary or allowance for their student trainees.

That’s why they have to shoulder all the expenses from foods, house up to the other essential that they need. What can she recommend is that, they should allow students to have their on the job training within Cavite because she believe that it is more progressive than before. There are lots of big companies and banks now that can also help students to develop their ability and comprehension and be more competitive someday.