Social Inequality Essay Example | Topics and Well Written Essays - 750 words

Social Inequality - Essay Example Dan Croteau, a roman catholic, a widower and father of two daughters coming from a working class has met Cate Woolner, a Jew, a widow and mother of two sons coming from a rich aristocratic family and they decided to tie their relationship through a marriage after a long dating session. Both of them had failed marriages and hence they have taken extreme care in knowing each other well, before engage in a marriage relationship. (LEWIN) This paper analyses different perspectives of this marriage of two un-equals. Dan Croteau was a normal person coming from a working class family where as Cate Woolner was coming from an aristocratic family. The difference in wealth is a major factor which can make or break a marriage relationship. A male and female irrespective of their financial capabilities may fall in love due to infatuation. But after marriage, these financial differences often come into play. But in Croteau’s and Woolner’s case, both of them have taken extreme care in order to remove the bad influences of differences in financial capabilities in their married life. Ms Woolner has taken measures to raise the standard of living of Croteau. â€Å"Ms. Woolner gave him money to buy a new car and pay off some debts.† (LEWIN) Another difference between these two was the difference in their educational levels and earnings. In order to reduce the gap in education and also to increase the earning potential of Croteau, she agreed to pay for a $10,000 computer course that helped prepare him for his current job as a software analyst at the Cheshire Medical Center in Keene. (LEWIN) It was another wise move from the part of Ms. Woolner as it increased the earning potentials of Croteau which made him more comfortable in their life. Both Croteau and Woolner were coming from different religions; Christian and Jew respectively. But both of them were able to convince their family members about the strength of

Legislation on Stem Cell Research & Related Issues Essay

Legislation on Stem Cell Research & Related Issues - Essay Example The actual research on stem cells began after the 1950’s when a cure for leukemia and several immune-deficiency disorders were sought that were life-taking (UK Stem Cell Foundation 2011). Stem cell research produced a cure for leukemia through bone marrow transport from a sibling and within no time, people began to look forward at the same to develop a cure for several other disorders. People still consider stem cell research potentially providing a cure for several disorders including renal conditions (requiring renal transplantation, neuro-dengerative disorders, cardiac disorders, cancers, etc, wherein no cure for the same has been found till today using other forms of technology. In order to generate opportunities and cure for the disorder there needs to be greater funding from the Federal government in order to pioneer and support the development of such technology. In the past, stem cell research has also worked real-time cures for several disorders. For example, a person who had a gene resistant to the HIV virus, stem cell research helped the person to stop taking antiviral drugs. ... logy and that in sporadic cases, cures for several diseases have been obtained, there is no evidence to point out that stem cells can in fact proved a cure for diseases. These two points into consideration, the Bush Administration in 2001 decided to partially fund such research and slowly phase out the use of such technology. Stem cell research also involves harvesting body parts and for this reason the Congress sought a ban (Wertz, 2002). However, it should be noted that the Congress sought a ban only on that research that involved destruction of embryonic stem cells that had the potential to transform into living beings. Slowly with greater mileage and greater studies that proved that stem cells provided a cure for various disorders that were otherwise incurable, slowly stem cells research was sought as a necessity. In order to regulate the funding and projects under the stem cell banner, the California Institute for Regenerative Medicine was created in 2004; any organization that wanted sponsorship for stem cell research had to approach to the CIRM. With greater pressure on the Bush Administration on the policy of banning stem cell research, a partial reversal of the policy was taken by the Bush government. The Barack Obama Government which came to power in 2008 immediately signed an Executive Order that permitted stem cell on human embryos. A clarification was issued by the US Federal Government in 2011, which said that the funds could only be used for stem cell research and not on destruction of human embryos. Hence, research projects that wanted to use federal funds had to have a clear and constructive purpose for stem cell research and not mere destruction of human embryos that would otherwise be obtained from the leftover embryos from couples who undergo IVF

Effect of Human Resources on Global Expansion of MNCs

Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a Effect of Human Resources on Global Expansion of MNCs Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a

Black Holes: The Power Source for Future Space Travel? :: Space Exploration Essays

Everyone knows that the spaceships in Star Trek that travel faster than the speed of light are mere science fiction. According to Einstein's theory of relativity, if an object reached the speed of light, its mass would be immediately transformed into energy. Currently our spaceships can not even reach mars in less than five years. Now, with modern theories of black holes, trips to other solar systems may be possible at nearly the speed of light. Black holes were only proven to exist within the last twenty-five years and were only really considered to exist for the last seventy-five years. Yet these recently discovered objects could be the energy revolution of the future, much like nuclear power was in the sixties. Black holes generate tremendous amounts of energy in several different ways, and so can be harnessed in several ways to generate usable power. In order to understand how energy can be created from black holes, one must first have an understanding of black holes themselves. Black holes are formed by matter being crushed within a certain radius (call the Shwarzchild radius or event horizon). This radius can be calculated by the equation r = 2GM / c2, were G is Newton's gravitational constant, c is the speed of light, and M is the mass of the black hole. This shows that the density within the event horizon, which is equal to 3M / 4?r2 for a spherical object, will actually decrease as the mass increases. The gravitational field around a black hole will act same as an object of identical mass, so "if the sun were to suddenly †¦ [become] a black hole †¦ would the earth go plummeting into it? No, it would continue on its orbit †¦ things just get interesting close to the black hole" (Jebornak, 1998). There are three types of black holes that scientist currently believe are capable of becoming future power sources: Schwarzschild black holes, Newmann black holes, and primordial black holes. Schwarzschild black holes are the simplest black holes because they do not rotate and have no charge. The Newmann black hole, on the other hand, rotates and has a charge, but like the Schwarzschild black hole can have varying masses from a couple times our sun's mass to several billion times the mass of our sun. Primordial black holes were first theorized about "In the year 1973 [by] Stephen W.

Middle East History

The war between Iran and Iraq occurred when Iraq invaded Iran in September 1980 in an attempt to regain border territory it had ceded in 1975. Iraqi forces seized control of some Arab-populated border regions. After Iran drove Iraqi forces put of most of the invaded territory in 1982, the war turned into a stalemate. A cease fire went into effect in 1988. The factors that had let to this war were likely because of the conflict between the two countries regarding the border debate or argument. In Iraq, internal guerilla warfare began in 1961, when Iraq refused to grant self-government to its Kurdish tribesmen in the north. The in 1963, their leader was overthrown was overthrown in a military revolt. The new government followed a socialist, Arab nationalist policy, but was wracked by rivalry between factions supporting and opposing Egypt’s President, Nasser. A peace with the Kurds was concluded in 1966, but skirmishes continued. Iraq was a member of the Arab Alliance that was defeated in the Six Day War against Israel in June, 1967. However, few Iraqi troops were involved in combat. In 1968, the Kurds resumed hostilities against the government. In 1970, Kurdish autonomy was recognized, but many Kurds, supported by aid from Iran, continued the Rebellion. During the 1970’s, large increases in oil prices made it possible for the shah to accelerate the modernization of Iran and to build up the country’s military strength on a massive scale. In 1978 protests over the shah’s rule began to grow. Much of the opposition came from conservative religious leaders, led by the Ayatollah Ruhollah Khomeini, who opposed modernization because it was contrary to traditional Islamic ways. Many opponents, however, some of them socialists and Communists, demanded a more equal distribution of wealth and an end to dictatorial rule. In 1974, the country started giving weapons for war to the Kurds. In 1975 Iran agreed to end its aid to the Kurds in exchange for some disputed territory. The Kurdish rebellion then collapsed. Saddam wanted to occupy Iran’s near to the oil and its feeble military which Saddam though for revolutionary disorder. The aggressor was Saddam Hussein. Because he wanted that the river which they were arguing will be owned by Iraqi- Arab, to bring back the essence through the history and that they had all the rights over the river. The only thing that hinders or stops the two countries from fighting was the Arvand Rud waterway, where in they had an agreement. Saddam wanted to display to the whole nations his conquering of other place but was just using the area of dispute as a front. Reference; Marr, Phebe. The Modern History of Iraq (West view Press, 1985).

Reaction Paper on Cybercrime Act of 2012

Cybercrime Law in the Philippines The Cybercrime Prevention Act of 2012, signed by President Benigno Aquino III on Sep. 12, aims to fight online pornography, hacking, identity theft and spamming following local law enforcement agencies' complaints over the lack of legal tools to combat cybercrime. However, the law came with tougher legal penalties for Internet defamation, compared to traditional media. It also allows authorities to collect data from personal user accounts on social media and listen in on voice and video applications such as Skype, without a warrant.Users who post defamatory comments on Facebook or Twitter, for example, could be sentenced to up 12 years in jail. The Cybercrime Prevention Act of 2012, also known as Republic Act 10175, may aim to bring crime-fighting into the 21st century by addressing harmful acts committed with the use of the worldwide web but it raises the risk of rights violations and curtailment of freedom of expression and of the press by expandin g the concept of the criminalized act of libel.The law also raises the penal sentence for libel committed in cyberspace one year longer than that imposed in the Revise Penal Code for libel in general. The salient features of the Act include internationally consistent definitions for certain cybercrimes, nuanced liability for perpetrators of cybercrimes, increased penalties, greater authority granted to law enforcement authorities, expansive jurisdictional authority to prosecute cybercrimes, provisions for international cybercrime coordination efforts and greater ability to combat cybercrimes.It is highly advisable that the imperfections in the law, the provisions that conflict with other aspects of good governance and national and international obligations, be corrected soon through amendments. Strong leadership does not shirk from acknowledging the need to revise and strengthen policy and law. The calls for amendment should not be seen as personal attacks on anyone’s charact er or effectiveness. The Office of the President has replied to the outcry against the libel provision in the new law by saying that freedom comes with responsibility.Yes, and, indeed we all have responsibilities to respect the rights of others and the press is obliged to observe professional ethical standards, but the regulation of freedom, in order to impose responsibility and order, should not cross the line into curtailment of the freedom or creating an environment in which such rights cannot be fully and equally enjoyed. While the Convention does allow sovereign governments to regulate freedom of expression, such regulation should be done in a way that does not curtail the freedom. The Committee further elaborates in General Comment No. 4 (2011), â€Å"States parties should consider the decriminalization of defamation and, in any case, the application of the criminal law should only be countenanced in the most serious of cases and imprisonment is never an appropriate penalty. † Among the ironies of the relatively quick passage of this legislation and the timing thereof: 1. It is not compliant with the ICCPR, which was ratified by President Corazon C. Aquino, after decades of non-ratification by President Ferdinand Marcos; 2. It was signed by President Benigno S.Aquino III days before the country marked the 40th anniversary of the declaration of Martial Law, a period whose chief characteristics include repression of the freedom of expression, freedom of the press, and the right to political participation and dissent; and 3. The 1987 Constitution, whom the President and all the lawmakers have sworn to uphold has a number of provisions with which this law is not consistent, including the provision that â€Å"No law shall be passed abridging the freedom of speech, of expression, or of the press†¦ â€Å" (Art. 3, Sec. ), the guarantee of â€Å"full respect for human rights,† the recognition of â€Å"the vital role of communication and inf ormation in nation-building,† and the inviolable â€Å"right of the people to be secure in their persons, papers and effects against unreasonable searches and seizures. † I believe that the cybercrime prevention law is constitutional. It has undergone many examinations before making it to the president’s office. The president himself examined and even signed it. If it were unconstitutional, the senate would have noticed it during the revision period.Many members of the senate should have reacted earlier than they did. Many of them only reacted when the law caught the public’s attention. I think, therefore, that the senators deemed it constitutional before their opinion was tainted with the public’s comments. I am neither against nor pro cybercrime prevention law. I believe the author of the law is only thinking of protecting his countrymen from malicious people of the internet. I would like to believe that he really didn’t mean to suppress ou r freedom of expression in writing this bill. The law itself does not really state that we can’t write anything we want.I guess the objective of this bill is to teach Filipino people responsible usage of the internet. People who are victims of slander and other libelous act done on the internet have no way to go when their reputation is being attacked. Due to the passage of this law, there can now be protection for these victims. On the other hand, the law has its own flaws. The public are feeling uncomfortable that there is a group of people monitoring their activity on the net. For some, especially socially awkward people like me, the web is their only escape from their life.And the idea that someone is watching over that new life you built is just plain unthinkable. It restricts the way you speak by simply being there. It is worse than having people actually look at the real you because you don’t know who would be looking and when they would be looking. The way you act will change whether you like it or not. There is also major mass hysterics because of the act of banning websites such as Piratebay where people can usually download stuffs for free. I, for one, is also against this. Students like me have limited allowance.How are we expected to pay for movies, songs, games? These free stuffs help us relax and unwind after heavy school work. How will we indulge ourselves in these luxuries if these sites will be banned? When the bill became a law and much more when no temporary restraining order was issued a day prior to its implementation, the whole Philippines was in rage. In Facebook and Twitter alone, various opinions on why it shouldn’t have been signed to become a law in the first place were shared by different people – concerned citizens, most of them.But it is not a secret that what enraged most Filipinos is the inclusion of Libel in the law. According to Article 353 of the Revised Penal Code: A libel is public and malicious imputation of a crime, or of a vice or defect, real or imaginary, or any act, omission, condition, status, or circumstance tending to cause the dishonor, discredit, or contempt of a natural or juridical person, or to blacken the memory of one who is dead. Although the definition is said to have been modified to fit the Internet, people still dispute this simply because it violates their rights for freedom of speech and expression.The lawmakers say that when a person says something ‘negative’ about something or someone that can already be grounds for libel. What if I say â€Å"I am so disappointed with [person/brand]. What a lousy service! † Is this libelous or what? What if I criticize a member of the Senate for his unlawful action? Can that person sue me for libel? What if the person who wrote an article was only disseminating valuable information that people should know? Will he/she be held liable for it? When they start with the amendments, our lawmakers shou ld not forget ARTICLE III Section 4 of the 1987 Constitution. Section 4.No law shall be passed abridging the freedom of speech, of expression, or of the press, or the right of the people peaceably to assemble and petition the government for redress of grievances. I believe a person’s entitled to his/her own opinion. And the whole Philippines shouldn’t carry the burden of being silenced just because other people couldn’t accept this fact. Sorces: http://www. zdnet. com/ph/philippine-cybercrime-law-under-fire-6th-petition-filed-7000005076/ http://www. interaksyon. com/article/44546/cybercrime-law-may-put-philippines-in-more-trouble-with-un-for-curtailing-press-freedom Roni Lyn B. Amaranto AT 110

Richelsons The Wizards of Langley Inside the CIAs Directorate of Science and Technology. Book Review

Richelsons The Wizards of Langley Inside the CIAs Directorate of Science and Technology. Book Review Richelson offers an authentic account of the development and evolution of directorate of science and technology at the Central Intelligence Agency (CIA). CIA started its work in reports’ department before becoming an agency of scientific intelligence.Advertising We will write a custom essay sample on Richelsons The Wizards of Langley: Inside the CIAs Directorate of Science and Technology. Book Review specifically for you for only $16.05 $11/page Learn More The agency adopted science and technology as part of clandestine surveillance in its events in 1968. Some of the most noteworthy facilities acquired by the agency included the Corona photographic reconnaissance satellite and U-2 airplane (Richelson 54). These programs faced much criticism at first. However, the intelligence technology through use of satellites finally caught the hearts of officials in 1960 and later in 1980’s, after they realized that the programs did not leave any room for s usceptibility. Some of these officials of CIA were Allen Dulles who was the director and Eisenhower, the President. These two officials turned into firm supporters of the programs after they learnt that no gap for planned bombing prevailed as the U-2 missions revealed. The deals of the agency went on well until it ruined Bay Pigs in 1961. This annoyed the then U.S. president John Kennedy and what followed was the firing of Bissell who was a leader in the team that directed the attack. Bissel had also played a key role in developing satellite and aerial survey mediums to keep an eye on the Soviet tactical challenge. Following the Cuban fiasco, Wheelon became the directorate of the intelligence programs. Land and Killian nominated him when they realized that Kennedy wanted to stay far from the CIA. Their argument was that the programs were too intricate for military managers and that it was necessary to merge science and technology in a fresh CIA directorate. Following appointment, Wh eelon aided construction of a first class scientific laboratory, which executed advanced research in intelligence, medicine and military.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More The agency’s scientists also came up with systems for measuring the level of activity in Soviet atomic spots as well as a method of identifying breast tumor. Other systems developed by CIA scientists included retrieval machines as well as systems for translating languages. These scientists also created systems for identifying ghost aircrafts as well as human faces. Production of apparatus that could detect people’s faces was an excellent defense strategy in fighting terrorism. Later, CIA experts steered the killings of Fidel Castro and Lumumba. CIA technicians made pills with poison as well as strange murder arms, which they used to assassinate the two heroes. The agency handed the pills to mafia who plotted the killing of Fidel. CIA continued with producing drugs at science and technology directorate until when the media uncovered this deal. Later, an army man who was responsible for drug production at the agency committed suicide. Richelson gives an account of how the agency made use of science and technology for surveillance through tradecraft. The agency created apparatus that could mask voices and alter their bodily looks. Another scheme involved wiring a listening device to a cat so that it could record transmitted information from different areas. However, this scheme failed after a vehicle hit it hard in Paris. As explained by Richelson, successes of science and technology directorate were extraordinary, since their technical group was very efficient. Policy makers used information from surveillance to make regulations about disarmament. The directorate ensured that all arms sold to the Soviet Union underwent scrutiny by the CIA.Advertising We will write a c ustom essay sample on Richelsons The Wizards of Langley: Inside the CIAs Directorate of Science and Technology. Book Review specifically for you for only $16.05 $11/page Learn More The intelligence collected by CIA assisted in winning many fights. For instance, the agency offered satellite intelligence to President Nixon and he succeeded in signing an accord pertaining arms control against the wish of the military. The agency also led to the signing of ABM treaty after persuading critics that the Soviet-surface-air missile apparatus was different from an anti-ballistic apparatus. Richelson depicts the CIA as a super agency. However, anyone will wonder why the agency did not foresee the collapse of the Soviet Union. The politicization that occurred during the reign of Casey and Gates addresses this query. The leaders manipulated estimations of CIA on Soviet militia power to rationalize the huge spending in U.S. defense force. For instance, the amount that Gates clai med to have spent on defense program differed from photography results. Thus, the CA failed to consider the information collected by photography and this shows that the CIA betrayed its role as an agent between policy and intelligence. Another thing that Richelson fails to consider is the fall of science and technology at the CIA, after the directorates of intelligence failed to realize the value of scientific unearthing. During the reign of Casey and William Colby, critics attacked the directorate leading to its fall. Richelson, however, does not mention or consider this occurrence in his work. Severe failure followed the decline of the agency’s science and technology directorates. For instance, both Chinese embassy and Sudan experienced bombing in 1998 and 1999, respectively. The nuclear program in India also lacked supervision. In addition, CIA directorate explains that the agency was not able to endorse the test restriction treaty and this made Clinton‘s government to lose senate endorsement.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More Presently, the CIA is unable to stay advanced in the field of communication intelligence due to control by military. Terrorists have advanced systems of communications, which they use to send swift messages and this undermines the intelligence when gathering information. This shortcoming together with the incompetency of the intelligence communities when it comes to analyzing all collected data led to the failure of CA to predict the attacks staged against America in 2001. The fact that the senate select committee on intelligence has ignored to weigh reasons that led to the fall of science and technology directorate is quite sad. The senate select committee supervises the CIA and therefore, it should have investigated the reason behind the fall as well as the effect of this fall on the scientific side of the intelligence society. The cases of Land, Killian and Wheelon should act as reference point to the committee on how to apply science on intelligence. Besides, the committee shoul d scrutinize the behavior of directors who made first research to end paving way for scientific application. In conclusion, Richelson describes various achievements of the CIA. The agency is the root of most accomplishments of intelligence technology. Some of the most noteworthy facilities acquired by the agency include the Corona photographic reconnaissance satellite and U-2 airplane. Use of technical systems like satellites and reconnaissance aircraft has assisted in watching over arms control and this has solved many disputes among nuclear powers. CIA has also led to many scientific advances especially in the medical field. Thus, we cannot ignore the contributions of CIA to modern intelligence technology. Richelson, Jeffrey. The Wizards of Langley: Inside the CIAs Directorate of Science and Technology. Boulder, MD: West view Press, 2002. Print.

Josh McDowell asks many questions in the book. What makes

Josh McDowell asks many questions in the book. What makes Josh McDowell asks many questions in the book. What makes Jesus so unique and different? What are some of the claims that Jesus makes these? How can one prove these claims? Is the Bible record accurate and correct? Why were so many willing to give up their lives to support what Jesus said? Why did Jesus have to die? What was the testimony of the apostle Paul about Jesus? What happened at the resurrection? Who was the historical Jesus? Is there only one way to God? Does Jesus change anything? Josh McDowell makes a strong argument for the historical Jesus.Josh McDowell states that Peter, Stephen, and Thomas all claim that Jesus is God. Mark and the other gospel writers claimed that he can forgive sin and that Jesus is the Christ. There is no evidence that he is a liar, he was willing to die for what he believed.American hard rock band members Josh McDowell (lef...

Article Rebuttal Essay Example for Free (#2)

Article Rebuttal Essay Abortion is a disagreement that has been discuss for years. Kenny, Ph. D. and Swope (2013) of American Thinker has share with its’ audience the understanding of the struggle women has in making a decision to continue a pregnancy or to abort an unplanned pregnancy. In analyze the information in the article the reliability, credibility, and validity of the data used by Kenny, Ph. D. and Swope comes from independent psychological analysis of women’s hidden, emotional response to pregnancy, abortion, and motherhood (Kenny, Ph. The writers of this article indicated that the interviews took from 75 to 110 minutes, which require them to visualize, replicate, and use relaxation techniques in accessing these individual emotional minds, and to uncover deeply seated emotional needs and barriers (Kenny, Ph. D. & Swope, 2013). Significantly, some of these problems that relates to abortion are ethical, and religion. However, a woman has right to do whatever she want to her own body and upon her own judgment, whether it is to keep the baby or to have an abortion. In Fact, a woman has the authority to make the decision whether to have an abortion or not based on her personal desire, financial status, or unwanted pregnancy. Kenny, Ph. D. and Swope (2013) have provided information regarding the circumstances and how abortion can affect a woman mental state of mind. Most important is to deny a fetus by terminate the fetus merely does not mean that the person is slaughter a person. It could be that the pregnancy was an unplanned pregnancy from rape, incest, or the feeling of not wanting to bring a child in the world under certain circumstances. An example would be a medical condition that may be a live or dead situation or simply because she not ready for motherhood because of her age. For instant, a teenage girl between the age of 14 and 20 still in high school and going to college and who is struggling with finances are liable to have an abortion. She may become remorseful, but she has to think about how pregnancy can affect her future and life. In conclusion, a woman rights to be pregnant or to abort an unwanted pregnancy should solely be left up to her no matter what her reason may be. Because she is the one that have to deal with the issues of bring a child in the world or removing the fetus to remove the stress not those groups such as the pro-lifer. Article Rebuttal. (2016, Sep 16).

American Unjust Drug War Research Paper Example | Topics and Well Written Essays - 1250 words

American Unjust Drug War - Research Paper Example Such premises, as will be discussed below, are stronger than those which seek to justify the state’s tough anti-drug laws. II Thesis This paper asserts that America’s war against illegal drug use is unjust because it does not simply violates but violently repress the drug user’s inherent right to choose, putting the American society at greater risk. This argument strongly weakens the popular assertion of prohibitionists that illegal drug use poses extreme harm not only against users but the society as a whole, thus must be prohibited at all costs (Huemer 135). Moreover, this vividly illustrate that a law founded on distorted truth could create more rather than resolve problem, demonizing rather than humanizing society. Essentially so, the end could not justify the means; neither the means could justify the end. Democracy, which the American society proudly upholds, is founded on giving due respect to the inherent rights of every individual, as enshrined in the Bi ll of Rights of the Unites States Constitution. Violating any of these fundamental rights contradicts American principles on civil liberties, that could weaken the very foundation of this powerful nation. One of the rights inherent in every individual is no other than the right to choose, as this acknowledges the individual’s freedom to make personal decisions. This means, the body, self and life of the individual is his/hers alone. Whatever he/she would like to do about it is his/her sole right. Meaning, an individual has the fundamental right to choose and the freedom to decide whether or not he/she will use drugs, despite knowing the harm such choice may effect on him/her. As such, the government has no business over an individual’s decision on what to do with his/her body, self, and life. Therefore, America’s war against drug is unjust, because anti-drug laws do not simply deny but violently attack drug users of their personal autonomy, subsequently violatin g their other basic human rights such as the right to liberty and the right to life. This is not to say that criminalizing drug use unjustly tarnishes the user’s reputation, causing him/her to be socially isolated and depriving him/her of opportunities and decent life. Furthermore, since the right to choose is inherent in every individual, no one – not even the majority will and not even legislation – can take away this right from an individual; only the individual him/herself can surrender this right if he/she freely chooses to do so. Meaning, if the individual knowingly decides to subject him/herself to drug use regulation or prohibition, for example under medical care, then that is the only time that his/her drug use, specifically related only to the health problem being medicated, can become the business of the authority – in this case the medical health professional. But even under such circumstance, the failure of the individual to regulate or forbi d him/herself of drug use as medically prescribed does not make him/her a criminal. If the prohibition of drug use already violates the individual’s right to choose, criminalizing it is tantamount to state repression, further proving therefore, that America’

Organizations' pursuit of continuing resources from their environment Research Paper

Organizations' pursuit of continuing resources from their environment - Research Paper Example However, successful organizations enjoy the growth and organizational effectiveness. With the increasing globalization, the competition among the organizations is increasing because in the previous years, only a few organizations used to compete for the resources in a specific geographical location whereas, today, the organizations across the geographical region can also enter to compete for resources. The aim of this study is to discuss the organizations’ pursuit of continuing resources from their environment. How organizations compete for resources? What are the consequences and costs of obtaining resources? How the attainment of resources varies based on the type of organization, environment and organizations’ stages of development? In this research study, the answers to all of these questions will be given. In order to investigate the research objectives in this research study, a qualitative research methodology has been used. The secondary information and the research work of the other researchers have been used. The academic publications, theoretical framework, real examples and empirical research have been used to determine the answers to the mentioned questions. Because of the nature of the study and the adopted methodology, the critical analysis approach has been used to quantitatively analyze the collected data and literature. The organizations are highly dependent on their environment to attain the resources for their survival and growth. The interdependence exists between the organizations and environment in the form of transactions, in which the limited resources are exchanged under a competitive environment. Since the organizations compete for these resources therefore, to what extent they have been able to access the resources over a period time, determine their success and organizational effectiveness (Yuchtman & Seashore, 1967).Various relationships exist among organizations

Modern and Contemporary Asian Art Article Example | Topics and Well Written Essays - 2000 words

Modern and Contemporary Asian Art - Article Example Marko Mori was born in 1967, in Tokyo Japan. Her father was an inventor and real estate manager. On the other hand, her mother was a historian of European art. Mori started working as a fashion model in 1980 while studying at Bunka Fashion College in Tokyo. She later on moved to London to study at the Chelsea College of art and design. She studied there until 1992 when she moved to New York and took part in the independent program at the Whitney Museum of American art. Mariko currently resides in New York and Tokyo. Marko Mori was born in 1967, in Tokyo Japan. Her father was an inventor and real estate manager. On the other hand, her mother was a historian of European art. Mori started working as a fashion model in 1980 while studying at Bunka Fashion College in Tokyo. She later on moved to London to study at the Chelsea College of art and design. She studied there until 1992 when she moved to New York and took part in the independent program at the Whitney Museum of American art. Ma riko currently resides in New York and Tokyo. In 1996, Marko Mori released a video titled, link of the moon. In the video, the five aspects of humanity get clearly illustrated (Bailey 2000, p.4). These are birth, death, love, sex and beauty. The video uses DVD on five screens to display the movements involve in martial arts. In the video, Marko Mori holds a crystal ball which symbolizes transformation and transportation. There are curious passers-by who seem less concerned with Marko Mori. They pass by her. The passers-by can be symbolized in the capsule as colorful distortions. Marko Mori started her large scale self portrait in the mid 1990’s. She used multimedia techniques to establish herself with performances and videos of the traditional Japanese rituals. Her themes illustrate everything in the modern Japan while showing the trends in fashion experienced in Japan. One can hardly point out on a style used by Mori. Hers is a collection of many styles blended together. Her belief, which is neither Buddhist nor Shiro, comes out clearly in her artworks (Smith et al 2008, p.6). Her belief seems to stem from technology. Technology in some aspects can be described to be Mori’s religion. Her use of technology in an artwork is quite well blended. She manages to integrate the two, technology and art, to bring out the ideas she wants to express. In Nirvana, which got released in 1997, Mori transforms into a flying divinity. This can be said to have been borrowed from the Buddhism religion. She, however, does not recreate a symbol with this art. She rather manages to express a divinity of the future. This is the extent to which Mori manages to use technology in her artistic work (Wu et al 2010, p.1).