Discussion question only Article Example | Topics and Well Written Essays - 750 words

Discussion question only - Article Example The weakest finding is that within the strength portion of the test. Having participated heavily in activities and pushed my limits in the physical arena I expected that all results would register well within the excellent range. However, my ability to reach during the flexibility test was not as high as I would have expected to attain. Flexibility is important in lifelong maintenance of physical well-being. According to the Advanced Centers for Orthopedic Surgery and Sports Medicine: I was able to answer all of the questions correctly accept for the final question. I was surprised to find out that additional protein in a diet does not increase muscle building. With the plethora of protein supplements in the form of pills, powders, drinks, and bars, I was convinced that building muscle was directly related to protein intake. However, according to the test There is no evidence that excess protein will lead to bigger muscles. Eating more protein than you need is a waste, since the excess will be converted to fat or burned for energy. If you want to increase the size and strength of your muscles, try strength training. (Test Your Physical IQ: Answers) While I knew the answer to be moderate intensity when questioned as to which level of intensity was most beneficial for burning fat, I am always surprised the truth of that answer. One feels like one is burning more at a higher intensity - and one is - but in order to burn more overall, one must keep an increased level of activity over a sustained period of time which can only be realistically achieved at a moderate level. About 65% of Americans fall within the sedentary to moderate range. Its important to keep in mind that activity level does not mean the same thing as fitness level (as measured by another test). You could be very fit and still have a light activity level. Seems odd, doesnt it? This can happen, though, because the activity

Organisational Structure Essay Example for Free

Organisational Structure Essay All organisations are designed to suit their objectives, role, and mission. Internal structure of an organisation is the way in which interrelated groups of an organisation are arranged in a particular fashion for effective communication and best possible coordination (Wikipedia, 2006). Organisational structure plays an important role in day-to-day functions of an organization. The organisational structure of an organization will dictate the delegation of authority, work specialization, and employee reporting framework. An efficient structure will facilitate decision making. A good organisational structure removes uncertainties and helps in planning for future expansion as well (Business Bureau-uk, 2002). A company would adopt a suitable combination of structure and control systems that are most effective for pursuing sustainable competitive advantage. In addition to coordinating strategy implementation, the role of structure and control is to motivate and provide incentives for superior performance. There are numerous internal and external factors affecting the way organizations structure themselves. This essay will scrutinize organisational structures of small and medium sized organizations in different countries. An evaluation of the factors affecting these structures has also been carried out coupled with an analysis of the response from these organizations to varying challenges. Organisational Structures Three major components of organisational structure identified by most theorists include complexity, formalisation, and centralisation (Robbins, 1987). Complexity is basically the degree of differentiation that exists within an organization. Horizontal differentiation considers the degree of separation between units of the same level and vertical differentiation refers to the depth of the organizational hierarchy. A well-known way of horizontal differentiation is the multidivisional (M-form) structure (Chandler, 1962). This structural form is used by firms to carry out most diverse economic activities. Other forms of horizontal differentiation are the functional structure in which people and tasks are grouped together on the basis of their common expertise and experience. Then there are the geographic structures, which use regional basis for organizing activities, and the product division structure which has a focus on products or product groups. The second component of organisational structure is the formalisation. The formalisation refers to the degree to which jobs within the organization are standardized. If a job is highly formalized, there are explicit job descriptions, lots of organizational rules, and clearly defined procedures. The formal organization however does not imply that the organisational structure will become inflexible. The informal organization on the other hand is any joint activity without conscious joint purpose, even though contributing to joint results (Barnard, 1964). The third component of organisational structure is the centralisation. It is defined by most theorists as the degree to which decision making is concentrated at a single point in the organization. Small and Medium-sized Enterprises (SMEs) in Different Countries SMEs are generally defined as having fewer than 250 employees and less than 50 million euros in annual turnover (Cardais, 2005). SMEs play a major role in developed economies. According to the United Nations Economic Commission for Europe, in 2000, 99. 8 per cent of enterprises in 19 countries in Western Europe were SMEs (Kuwayama, 2002). In the United States, small businesses employ more than half of the labor force. The SMEs constitute 96% of the total establishments and represented 69% of total employment in the US (APEC, 2006). SMEs are inherently adaptive to changing market and supply environments. SMEs help in deepening managerial and entrepreneurial skills, and are considered very attractive because of their diversity and competition in the supply of products and services. In United States, SMEs generate half of the national total sales. Most of these corporations develop market-like relationships between the different parts of their organisation. This is reflected in the greater use of the multidivisional structure form. In United States, companies are split into profit centres in pursuance of their market strategies. There is however heavy reliance on formal procedures and standardisation of organisational roles which makes American companies to coordinate a large diversity of economic activities. In Europe, 20 million small and medium sized enterprises comprise major chunk of the European economy. The SMEs in Eurpoe are providing around 65 million jobs. SMEs have greater opportunities to continuously evlove their structures keeping in view their diversified role and constantly changing competitive environments. Organisational Structure of SMEs is very dynamic in Europe. In Germany specially, SMEs are more centralized than US companies and planning and control is more integrated (Europa, 2006). The German SMEs are characterised by a strong linkage between enterprise and owner. This close relationship strongly influences the internal structure and market strategies of the enterprises (Hauser, 2000, pp. 1-2). Factors Reshaping Organisations There are many internal and external forces that can affect an organization. Internally an organization creates its own internal structure, mission, and fiscal policies. These internal forces are designed to meet the external challenges like competitors, the economy, and the demands of the customers. All these factors are having unified impact on organizations in United States and in Europe. Customer demands are influencing organizational structures directly in the same manner that supply can affect demand and vice versa. Another area influencing organizational designs is the constantly changing requirements of the human resources. Surveys conducted in United States have revealed changing workforce behaviour. Changing drives for motivating workers, and getting the best out of them affects the way a company needs to organise its resources. SMEs in developed economies are influenced by e-business to a great extent, allowing them to trade worldwide from a single website. Organisations in Europe and United States are deeply effected by the environment. The advancement of technology is forcing the companies to reengineer their processes. The general environment is dictating change in socio-cultural outlook of companies. With regard to the task environment, major forces playing their part in reshaping organisations include competitors, customers, suppliers, regulators, and strategic allies. High performance and customer satisfaction are directly related to structural design of a company. To compete effectively, the company must avoid becoming operated by a top-down approach. In an era of rapid change and high technology, companies are required to shift centralized management controls. The environment is dictating to focus on streamlining operations, and empowering workers with the knowledge, skills and resources to do their jobs. Analysis of Response to Changing Requirements Change is always viewed differently by the management and the employees. Top level management perceives change as an opportunity to strengthen the business and to advance in their career. The employees however do not welcome the change. They consider change as disruptive and intrusive. They may worry about their ability to meet new job demands. They may think that their job security is threatened, or they may simply dislike ambiguity. Some managers may also feel threatened by the change since it may be against their self-interests. Managers so affected may fight the change as well. But the change is inevitable. The only thing constant in this world is the change. Organizations in Europe and United States are changing and actively adapting to their environments. Organisations in United States are structuring to small business units to tackle complex, and highly uncertain environments in the face of huge competition. Organizations whose structures are not fitted to the environment can not perform well and eventually fail (Borgatti, 1996). The changes are being made to the tools, resources, and the physical or organizational settings of the company. Organisations in Europe and United States are redesigning their structures to meet new challenges. Customers, owners, suppliers, regulators, local communities, and other employees are changing their needs constantly which are compelling the SMEs to adopt a flexible and dynamic structure. The Impact of uncertainty avoidance dimension is forcing towards flexibility of jobs definition and task interchangeability which is quite visible in US and European companies nowadays (Hofstede, 1980). Conclusion The last decade of 20th century witnessed developments occurring within a frame work of rapidly expanding social and economic interdependence on a global scale. Organizations have evolved through periods of incremental or evolutionary change. The major work changes happening today are changes in organizational strategy, organizational structure and design, technology and human resources. In contrast to the classical scholars, most theorists today believe that there is no one best way to organize. What is important is that there be a fit between the organizations structure, its size, its technology, and the requirements of the environment including the competitors. References http://www.actetsme.org/usa/usa98.htm http://www.analytictech.com/mb021/orgtheory.htm http://en.wikipedia.org/wiki/Organizational_structure

The Role of Instructional Technology in Change Management Essay

The Role of Instructional Technology in Change Management Businesses change processes and personnel to remain competitive. Essentially their bottom line is profit and efficiency. Change management can be described as implementing new ideas and processes by maximizing the positive components and minimizing the negative to management, employees, and customers (Anonymous, 1999, p. 76). There are many variables to consider when implementing a new process to an organization. This paper will focus on successful change management strategies and its significance to instructional technology. A majority of all change management projects are systems driven. "Aggressive companies are accelerating deployment of strategic business applications to achieve market dominance" (Fournier, 1999, p. a10). For example, an organization develops a new computer interface in order to help serve customers more effectively and efficiently. With the new system, employees have access to more account information that, in turn, requires less follow up time, and the customers’ request is handled faster. Furthermore, this new system will support new business initiatives that are scheduled in the near future. Change and configuration management strategies are necessary "†¦to ensure system reliability" (Fournier, 1999, p. a10). Configuration management is defined as "†¦the IT process concerned with identifying, documenting, controlling, and tracking the configuration of interrelated IT components, at discrete points in time, throughout the development or maintenance life cycles" (F ournier, 1999, p. a10). Moreover IT components are also known as configuration items, comprise "†¦a variety of interdependent software, hardware, and networking components" (Fournier, ... ...way’(Laabs, 1999, p. 48). References Anonymous. (1999, February). Zambia seminar on change management. ManagementAccounting-London, 77 (2), 76. Buchanan, D., Claydon, T., & Doyle, M. (1999). Organisation development and change: The legacy of the nineties. Human Resource Management Journal, 9 (2), 20-36. Elam, D., & Meyland, S. (1998, November). You play like you practice. Inform, 12 (10), 42-43. Ettore, B. (1999, May). Change management. Management Review, 88 (5), 8. Fournier, R. (1999, March 22). Keep your apps in top shape. Informationweek, 726, a10-a22. Hibbard, J. (1998, March 9). The learning revolution. Informationweek, 672, 44-60. Laabs, J. (1998, November). Show them where you’re headed. Workforce, 77 (11), 45-48. Wilbur, R., A. (1999, March). Making changes the right way. Workforce, (Workforce Extra Supplement), 12-13.

Adultery and Society Essay

Much has already been said about Couples – John Updike’s controversial 1968 novel about the lives and indiscretions of well-off couples living in the suburban town of Tarbox, Boston. At first glance, the novel may seem like a run of the mill erotic novel – tawdry and titillating, but nothing more. This was, in fact, the common perception that greeted the novel on its debut in 1968, hence its notoriety as a â€Å"controversial† novel. Much of its hype, however, is not lost, considering the amount of sex – illicit and otherwise – that graces the pages of the novel, as well as the forthright manner with which Updike boldly discusses these activities. Scandal and notoriety prevented a proper and contextual understanding of Updike’s novel, leaving it languishing in literary purgatory. In time, however, with the changes in society and modern views on sex, Updike’s Couples has, to some degree, been resurrected and reevaluated with a different perspective and point of view. Though still shocking in its extensive discussion of adultery and lecherous behavior in general, the novel has finally emerged from under its tag as a bawdy piece of B-rated literature to become one of Updike’s signature novels. No longer viewed as eroticized sensationalism, the novel is now seen as a representation of Updike’s most striking leitmotif: suburban adultery. If not erotica for eroticism’s sake, what then is the central thought in Updike’s Couples? Such is the question that this paper now intends to answer. This paper posits that John Updike’s Couples reflects the collapse of traditional values in the face of modernity particularly in the early 1960s. With the parameters of sexuality shattered by the advent of birth control, wealthy men and women living the â€Å"perfect† life are actually morally in disarray. Society, despite its beautiful and urbane facade, is in reality rotting away and slowly experiencing a moral decay. The beauty of suburbia and its polished citizens stand in sharp contrast to the breakdown of social norms and propriety. Such is the theme of John Updike’s Couples. To prove so, it is necessary to first look into the writer himself, John Updike. Much of his writings reflect his personal opinions, of course, and understanding the writer will most certainly provide a better contextual understanding of the novel. Moreover, it is necessary that a discussion of the era (early 1960s, under the Kennedy administration) be conducted in order to fully relay the circumstances that give way to the morally reprehensible â€Å"system† established by the titular couples. Lastly, this paper shall look into the juxtaposition of aesthetics (the beauty of both the people and the suburban town they inhabit) and the rotten structure of banality they willingly cling to. These are the significant aspects of John Updike’s Couples that shall be discussed. First of all, who was John Updike? Little is known about Updike’s childhood, except that he was born to a middle class Pennsylvania family in 1932. John Updike’s interest in writing began with his mother’s instructions, herself a prolific writer. His mother’s influence proved intense and enduring, giving him the strength and courage to continue with writing. Despite the lack of sufficient funds for his education, Updike’s talents received recognition and earned him a full scholarship at Harvard University, where he joined the Harvard Lampoon. Upon graduation, he joined the New Yorker, which published his first story, Friends from Philadelphia, in 1954. The story would soon be followed by several more of his writings, all published through the New Yorker. By the end of the 1950s, Updike was reaping the fruits of a successful literary career (Pritchard 2000, p. 2). It was not, however, his writing technique that caught the fancy of critics. Though fluid and never boring, it is not his efficient style that gained support for John Updike. Unfortunately, his choice of subject matter overshadowed his style of writing, essentially giving way to the â€Å"controversial† tag. Couples is just one example of his unique point of view and manner of describing even the most intimate of details (Amidon 2005, p. 51). The mention and overt discussion of sex remained quite touchy, if not entirely taboo, even as society during the 1960s had significantly modernized. The effect of his controversial topics, however, had led to a period wherein his writings were shunned, to a certain degree, and remained misclassified as bawdy erotica. â€Å"Suburban adultery†, a topic most associated with John Updike, is born of his own experiences in grappling with the temptations of sex and desire. The writing of the novel Couples came at a time when he was completely confused in his personal life, particularly with regards to his marriage. Updike was in the middle of a passionate love affair and was, in fact, contemplating filing for a divorce. In the end, he decided not to push through with the plan for divorce (Pritchard 2000, p. 119). The topic, therefore, is described vividly in every scene of the novel, reflecting Updike’s own struggle with his inner demons and the destruction of the institution of marriage before his very eyes. The crumbling of his own marriage proved to be the very basis of Couples. To Updike, a certain degree of the story of a failed marriage is â€Å"sad magic† (Pritchard 2000, p. 124). Extramarital relations for Updike are not erotic, despite the manner with which he describes the sexual activities of his characters in the novel. Rather than titillating, the goal of Updike’s prose is to portray the emptiness that these affairs and illicit relationships cause. There is no desire to eroticize or sexualize the characters; the idea is to present the weaknesses of their personalities and the ramifications of unbridled desire. It is not specifically aiming for preaching either, focusing only on the emotional hollowness that gives birth to the seed of lust and temptations in the first place. As Updike himself explains, his idea of sex in his literary achievements is far from intentionally erotic. Rather, the idea is to create a portrait wherein sex is a tool; it is a means by which Updike indicts the weaknesses of society’s moral fiber. As he said of sex in his writings in an interview with CNN, â€Å"I’ve seen it said of my work that it’s ‘anti-aphrodisiac,’ that it doesn’t – that my descriptions of sex doesn’t turn you on. But they’re not really meant to do that. I mean, sex described in detail is not a turn-on† (Austin 1998). Updike is far from a prude, true, yet his writings are not erotic for eroticism’s sake. The goal is to present moral weaknesses, not join banality. Unlike the earlier accusation of critics, the story of Couples is far from erotic, despite its routine use of sexual scenes and explicit activities. The story revolves around the lives of several couples living in an upscale community in Tarbox – a fictional suburb located in Boston. These young couples live wealthy lifestyles and have enough time on their hands to fool around. Piet Hanema, for example, is a serial adulterer. He has trysts with Foxy, as well as with several more of the novel’s women. His decadence is merely one of the morally bankrupt scenes in the story. It is not just Piet, though, who experiences a life of immorality and lack of a moral center. The couples engage in â€Å"wife-swapping† activities, such as in the case of the Applebys and the Little-smiths. None of the members of the community are entirely above the erotic rondalla, sending everyone in the community into a moral tailspin. In the end, however, it is Piet and his mistress Foxy who are cast out from the lot. Piet, since the beginning of the novel, is insistent on gaining freedom from his marriage. Though initially not bent towards the destruction of his own marriage, in the end, Piet divorces his wife Angela and his thrown out of the apartment with his mistress. As Greiner (1984) points out, â€Å"lovers are drawn as much to what destroys marriage as to what supports it† (p. 146). They are far from completely beyond the trappings of love, hence its effect as a double-edged sword. While it is love that bound two souls together under the sacrament of marriage in the first place, it is also â€Å"love† or whatever passes for it that successfully questions the sacrament and stands as a threat to its stability. Despite accepting the sacrament of marriage and his chained life, Piet needs and wants room, seeking sex and love from elsewhere despite his wife’s presence. There is a need to hone his skills as an illicit lover, and the adrenaline rush of such relationships do exist. And yet despite their illicit activities and immoral actions, Updike refuses to view his characters as villains. They are far from perfect, given their morally unstable relationships, and they are all tottering over the edge of hell with their hypocritical Presybterian lives. None of them truly lives up to the Christian ideals, and they can be described as having their own religion – the religion of sex and lust. Despite these errors and flaws, however, the characters are not evil per se. They are, rather, personifications of Updike’s understanding of suburbia and the moral decay that goes on behind the facade of wealth and propriety. They are weak, not evil, and are merely caught in the struggle to keep up with the liberal times even with the significant changes in society during this period (Greiner 1984, p. 148). Unfortunately, the highlighting of adulterous Tarbox soon became news across every home in the United States. Rather than view the sublime veins incorporated in Updike’s novel, it was soon branded sensationalized and controversial. Protests emerged, decrying Updike’s use of explicit words and graphic portrayal of sex. Perhaps most important of these criticisms, however, may be Anatole Broyard’s criticism of Piet Hanema, noting that there could be no sympathy for a â€Å"fornicator† (Greiner 1984, p. 149). In this the critics see the point of Updike’s novel, yet completely miss it as well To classify Updike’s novel as no more than a potboiler is to ignore its finer and less prominent points. To many, the adulterous activities and their graphic descriptions are the core of the novel. Looking past beyond such however, is the only way to find the true meaning of Updike’s Couples. In the world of Tarbox, sex is just another ordinary day. Despite their preoccupation with it, sex is not the core of the community. It is, of course, an ironic glue that brings various couples together and inevitably unhinges them when the time comes. The characters are simply wandering from one relationship to another, in search not of true love, but of companionship and momentary beauty. Rather than portray the couples as treacherous villains determined to subvert the values of the day, Updike presents them as brats unwilling to succumb to the demands of married life. The central concept of their lives is â€Å"fun†, and with the end of each day, beyond the trappings of the suburban community, husband and wife find themselves alone with the bills, the children, the leftover food and the dishes to wash. To a certain degree, such a relationship is less exciting and not quite as desirable as spending time with the equally bored neighbors (Grenier, 1984, p. 151). The couples, therefore, are far from total villains and much easier to understand as adults with the minds of young children, unwilling accept responsibility yet entirely willing to pursue the cult of fun. To say that they are the product of a determinedly lost generation is to heap unnecessary blame on the characters. It is not that they preeminently wished for the structure of such a morally reprehensible situation. The issues in the novel are, in fact, the product of the times. The characters are merely swept up in the current, following the changing values and transitional problems that occur when modernity clashes with traditional values. There are changes in society, with growing wealth and scientific advances, and it is simply not possible to ignore the changes; the characters succumb to the call of the â€Å"wild† despite their surface urbanity. As mentioned earlier, it is not an innate â€Å"evilness† that Updike wishes to uncover in his Couples. The underlying core is less sinister than what critics and censors of his day had easily assumed. In truth, the story of Updike’s novel is no more a potboiler than a thriller. It is simply a portrayal of Updike’s own nostalgic view of the changes in society, including the slow deconstruction of a small town similar to the one he grew up in. Throughout the novel, the tone is largely wistful, reminiscent of a different past. There is something in the manner with which Updike contrasts the beautiful town and the rotting away of its core; a resounding sigh seems to escape Updike’s lips with every word. Much of the story’s very core is essentially reliant on the time frame of the novel. Updike pegs it on the early 1960s, under the Kennedy administration. As he himself pointed out, there is no way that the plot could’ve existed in a different era. He noted that the action â€Å"could have taken place only under Kennedy; the social currents it traces are as specific to those years as flowers in a meadow are to their moment of summer† (Neary 1992, p. 144). There is something specific in the era that Updike particularly takes note of: the introduction of the bill and the liberation of women from the yokes of pregnancy. Without fear of pregnancy hanging over their heads, sex outside of marriage becomes a much more realistic possibility. It is what Updike calls the â€Å"post-pill paradise† (Sheed 1968), a world wherein the problem of unwanted pregnancy no longer exists. Updike describes his characters as wealthier than their predecessors, having been born into an era of relative prosperity. There is no limit to their desire for fulfillment, regardless of the price. They are driven by the id, raised in a culture of â€Å"me† and supported by the changing society. It is not just Tarbox which is changing. It is far from a microcosm entirely separate from the rest of society. Updike does not portray the suburb as a cancer entirely separate and different from the rest of the country. Rather, the suburb of Tarbox is a representative of many. The characters, themselves generic, are easily interchangeable and quite possibly recognizable in any town across the United States. In this world of change, not omly the couples of Tarbox are transformed. They are part of a larger social transformation, and Updike’s focus on their interactions and illicit affairs present his understanding of society (not just suburbia) in general. The couples, though seemingly too deviant and unbelievable to be considered general stereotypes, are in fact Updike’s definition of the moral breakdown of society. It is not an indictment of suburban life (despite the use of the term â€Å"suburban adultery†). The location of his subjects is more of a realistic portrayal than an unfair indictment. His judgment is not one of localization. Rather, Updike is presenting the class most affected by the changes in the Kennedy administration, primarily due to their wealth and social status. It is also in this level that the reality of class versus crass becomes most realize. Behind the beautiful homes and educated facades, there is darkness. The players randomly select their next partner, playing a grand, elaborate and ritualistic game of musical chairs with their neighbors. Play, again, is a significant theme in Updike’s novel, being the central concept that drives the couples to pursue sexual adventures again and again. The significance of the time period should not be ignored. Updike describes his characters as the products of national tribulations. Following the Great Depression and World War II, these young couples find themselves thrust into a new America, one that struggles to keep up the facade of decency while slowly eroded away by modernity and the vulgarity of the new world order. These characters are far from intentionally indecent, however. Their initial goal was to be enveloped in beauty, separate from the staleness of the rest of the nation and the vulgarity that threatens to creep up the morality ladder (Sheed 1968). In the end, however, they find themselves in a vulgarity of their own making, hidden under the sheen of decency and beauty that the suburbs signify. Quoting Updike, â€Å"the ultimate influence of a government whose taxes and commissions and appetite for armaments set limits everywhere, introduced into a nation whose leadership allowed a toothless moralism [sic] to dissemble a certain practiced cunning, into a culture where adolescent passions and homosexual philosophies were not quite yet triumphant, a climate still furtively hedonist† (Neary 1992, p. 146). The passage describes Updike’s view of the world in which the couples were molded. For all their failures and flaws, these characters were but the products of a bigger problem. Society itself, led by the government, was far from the pristine, moral structure it once was. The Applebys, the Little-smiths, the Guerins, the Constantines, the Hanemas etc. are merely the by-products of a flawed era. The destruction of society, therefore, does not begin and end with suburban adultery. It is merely a microcosm of a larger decay – one that goes beyond the wife-swapping activities of the inhabitants of Tarbox, Boston. In part, Updike’s focus is on the period and the circumstances that give rise to the opportunities for suburban adultery. One significant detail that Updike notes is the introduction of birth control. Whereas the novels of the 1950s focused on the â€Å"everyone is pregnant† motif, in Updike’s novel it is more of an â€Å"everyone is guilty† narrative (Greiner 1984, p. 145). Previously, pregnancy outside of marriage was the biggest obstacle for illicit lovers. Physical consummation, after all, could always leave an undeniable proof in the woman’s womb. With the introduction of the pill, however, a new â€Å"paradise† is opened to the people, with the characters of Updike’s Couples taking full advantage of the situation. These new methods of birth control had, to some effect, liberated the characters from the burdens of pregnancy. Now as long as his mistresses would remain on the pill, Piet would have no problems keeping his affairs in order. No longer would the characters of Updike’s novel fear the repercussions of sex outside of marriage, hence the ease with which they gradually fall into the abyss of sexual debauchery and adultery. And yet it seems as if this is just the tip of Updike’s metaphorical discussion. More than an indictment of the potentially â€Å"evil† consequences of birth control (such as the encouragement of promiscuity, perhaps), Updike’s inclusion of the pill is less of a reproach and more of a symbolism. It is not the pill per se that drives the characters into the arms of others. It is the slow break-down of society, particularly religion. The pill is merely a tool by which society slowly presents its disintegration. In itself, it cannot be identified as the cause of social decay. Rather, it is a sign of the changing times – a symbol of the struggle of the old traditional values to keep up with the changes in the modern world. In Updike’s own point of view, the concept of the novel is not really adultery. It is a discussion of the disintegration of society through the disintegration of church. Marriage, after all, is a sacrament. The destruction of marriage, therefore, does not signify the end of a union alone. It is a metaphor for the slow destruction of the church and its foundations. Sex is the new religion (Greiner 1984, p. 149). With the church crumbling and religion not as reliable as it once was, the characters of Updike’s Couples seek comfort and solace from another source. Marriage is not enough to provide the human warmth the characters require. They are not villains, just people trapped by circumstances and incapable of escaping from the needs of the flesh. It is a religion in itself, this search for fun. Quoting from the jacket blurb of Couples, Sheed (1968) notes how one character is supposed to be a priest and the other a scapegoat. In some ways, the idea of a spiritual leader leading the empty towards greater hypocrisy and shallowness is apt for the story. Fred Thorne is identified as the priest, the leader who organizes parties and games for the bored couples. His party on the night of Kennedy’s assassination is telling; the couples swear to be solemn yet soon revert to their partying ways. In a sense, this invokes a feeling of emptiness, of floating through space. These characters have nothing else but their physical selves to cling to. The government’s leader is assassinated, God strikes his own church with lightning and society is giving way underground to new bores. In essence, they are free of religious and political encumbrances, only to realize that without these structures there is almost nothing to hold on to at all. In the end, there is nothing but the warmth that sex provides – be it illicit or otherwise – giving a physical reality to the world. Without this physical connection, they are lost. The couples move around, shuffle in their beautiful clothing and beautiful homes. Beyond the facade however, are emptiness and a world of gradual moral decay. Works Cited Amidon, Stephen. â€Å"Unzipped: John Updike’s Prose is as Supple as Ever in This Chronicle of a Lifetime’s Erotic Exploits. † New Statesman, 134. 4724(2005): 51 Austin, Jonathan. â€Å"His Characters Allow Updike to be ‘Free’. † CNN. Com, 16 November 1998. Available 27 April 2008, from http://edition. cnn. com/books/news/9811/16/updike/index. html Greiner, Donald. John Updike’s Novels. Athens, OH: Ohio University Press, 1984 Neary, John. Something and Nothingness: The Fiction of John Updike and John Fowles. Carbondale, IL: Southern Illinois University Press, 1992 Pritchard, William. Updike: America’s Man of Letters. South Royalton, VT: Steerforth Press, 2000 Sheed, Wilfrid. â€Å"Couples. † The New York Times, 7 April 1968. Available 27 April 2008, from http://www. nytimes. com/1968/04/07/books/updike-couples. html? pagewanted=1 Updike, John. Couples. NY: Ballantine Books, 1999

Hardware maintenance for checking the regular running equipments Essay

†¢ periodic replacement of hardware resources to keep it according to changing atmosphere (e. g. developmental plan revisions) †¢ system software also requires timely maintenance (fixing bugs, developing newer versions, revisions, etc) †¢ reports must be seriously checked for their correlation with system requirements (creating error logs, testing strategies, performance measures, etc) †¢ Maintenance and updation of system documentation for future reference and updations. Remedial maintenance – It is performed to bring the system to running condition after correcting the hardware or software fault (Mawer, 2000). The remedial service is likely to include: †¢ Create a Help Desk concept which will log and action any reports from the customer in the event of a fault. †¢ On-site or remote login concept of issue resolution. †¢ Engaging a third party service to resolve and manage the resolution. †¢ Updating documentation every time an event has taken place. In this case both the technical and non-technical staff must be made aware of the support strategies so that their response time is optimized for better handling the issues of the customer timely and professionally. 1. Sequence of activities: It includes the activities which must take place in sequence: Activity (Tasks) Duration (Days) Preceded By A Working out the feasibility of the system 1 _ B Collection of information from different groups and creating data flow diagrams 3 A C Internal review of information collected and its validity with the management 2 B D Identifying the relationships between the entities 3 C E Define the degree of interaction between entities 2 D F Creating E-R Model and establishing cardinality ratios with distributed feature taken into account (as the Center has 5 sub locations in the city) 2 D,E. G Identifying Functional dependencies and others and then Normalization of relations 1 F H Converting the normalized relations to tables in database 2 G I Creating primary key and foreign key relationships and implementing business rules using integrity constraints 1 H J Creating interfaces and report generation techniques 3 I K Connecting the database tables with the interfaces and distributing the application to become geographical independent 3 J L Testing the system 2 K M Implementing the system across locations 2 L N Create maintenance plans and documentations 1 L,M. O Final review report after installation 1 L,M,N Advantage to the Bead Bar: The merits of the technology would envelope the very nature of the technology which the enterprise needs to focus. The following are the various advantageous factors: †¢ The Bead Bar would get a global recognition and would be accepted by all. It would create trust and confidence in the eyes of the people. †¢ Having an internet website would make possible that it markets itself to the global pool of the internet and gets accessible quite possibly. Customers can access it online and order for purchase of products and services. †¢ The store would be able to reach a greater domain of customers so that it can be a good source for expanding their business. †¢ The store would require less budget for marketing as the website, in the form of information system would get the direct and indirect marketing done by itself. †¢ It can also reduce the human errors of wrong deliveries and other related factors. Computerized system would make it error-free and would enhance greater satisfaction of service (Hoffer, 2002). †¢ It can also generate revenue by marketing other related companies and their products in their website space. †¢ It can render services to other companies via its website so that other businesses can purchase its products in bulk for their enterprise requirements facilitating B2C model of ecommerce. †¢ Payment systems can be made quite secure so that customers can pay online and are not troubled by the in-hand payments. †¢ The Bar would have enough mechanism to track their product list and its availability so that timely action can be taken to update. †¢ The customers get a greater facility to compare products and judge the best one before taking them. Physically doing so would have taken them a lot of effort and time. Conclusion Bead Bar has taken a right step in the light of technology and it must exploit the very supreme nature of the latest technology. It has taken a great step which would place it above all its competitors and would enhance the very nature of competition. It must also take care of the innovative techniques for getting the customers using the website and the frequent updations that would make efficient handling of the information. The use of information system would make the Jewelry superstore organize and restructure itself so that it is able to depict organizational thought in every activity and would handle every resource productively and optimally. References/Bibliography Barry Mawer (2000). Systems Maintenance. Hoffer A. Jeffrey (2002). Modern systems analysis and design, third edition. Pearson Education Korth (2002). Database Management systems. Navathe Elmasri (2002). Fundamentals of Database systems, fourth edition. Pearson Education.

Memories essays

Memories essays Rising at the crack of dawn I raced down the stairs into the kitchen to find my grandmother cooking donuts! That remains one of my fondest memories of the many summers spent at grandmothers. The smell of the freshly cooked sugar or glazed donuts was enough to drive anyone out of their deep sleep. The recently made eggs and bacon, along with fresh squeezed orange juice, gave us the needed energy to go out and start our daily routine of chores. As I remained the youngest of the many of my cousins at the farm that summer, my tasks included feeding the cats, helping with dishes, and pretty much trying to stay out of as much trouble as I possibly could. My grandmother taught me many valuable lessons those summers about life, including humanity, laughter, strength, and most importantly the importance of family. Looking back at the all too short of a time I got to spend with my grandmother, she taught me some of the most valuable morals that I carry with me still today. One of the toughest lessons that I had to deal with was the death of some of my most loved animals. When lambing season came around, there were some very difficult decisions that had to be made. Sometimes, throughout the process of lambing, things go wrong. I remember losing my favorite ewe Breeze to a breach birth during lambing season. Through her death we did come out with two beautiful lambs; which we named after her in her memory. Decisions were tough but they had to be made in order to save the life of either the ewe or the lamb. At the time they were not decisions that I believed were acceptable. Now looking back, they are decisions I would never want to make. Dont get me wrong, I cope with death fine when it comes to animals that are raised for meat, such as cattle or chicken. In fact, one of my favorite meals is chicken. My grandma raised chickens and butchered them herself whenever a dish called for the delectable birds. I remember...

9 amazing powers of SEO Essay Example

9 amazing powers of SEO Essay Example 9 amazing powers of SEO Essay 9 amazing powers of SEO Essay SEO or Search Engine Optimization plays a crucial part in the success of your online website. If you have a website then you must make sure that it is Search Engine optimized, so that your products and services show up on the top of online searches. SEO plays a significant part in online marketing tactics, and generates greater footfalls and subsequently higher profits for your website. If you ignore SEO aspects, your website business will definitely suffer. SEO can do wonders for generating higher visibility for any website – here are some of the powers of SEO: Brand Recognition If you are floating a website then you should try to make your brand a popular one. SEO helps to establish the brand online. There are many websites across the internet, but all of them are not famous. Strong SEO parameters can make or break your brand. Higher Conversion If you are selling something online, then it is very important that you are able to convert your leads into profits. You have to draw web traffic to your product and convert them into sales and SEO helps with exactly this. The better is the SEO for your page; the higher is the conversion rate of your product. Better Outcome Marketing campaigns and marketing tools are more effective when the SEO or the optimization is done perfectly. You should understand the trends and work out your SEO strategy accordingly. It is important to implement the right SEO strategy on the website. Long Impact A short term effect is never satisfactory and SEO Training can help you understand that all SEO purposes are for long term impact. Any online business is made for better results and SEO makes sure that it passes the test of time. PR Building PR Building is very important for content distribution and the SEO is dependent on the content. Thus stronger is the PR; the better would be PR Building for your page and the product. Reputation Your online existence depends upon your reputation and thus it is important to have a high reputation for your webpage. You must understand the SEO gives you visibility and recognition and that ultimately brings higher recognition. Higher Customer Satisfaction Management rules are all based on customer satisfaction; and the SEO focuses on the same. A strong SEO strategy meets the expectations of the customers and thus attracts and impresses them. It also helps to get long term loyalty from customers. Cost-Effective Solution SEO saves huge costs on other forms of marketing. Digital marketing can enhance your brand, but stronger SEO reduces the cost significantly. There are many digital marketing workshops in India, and if you are in Bangalore, then the Digital Marketing Courses in Bangalore can give you a better understanding of the subject. Higher ROI The Return of Investment is important for any business and the SEO makes sure that you get the maximum ROI from the market. You can get more by investing less using the SEO techniques. These are the real powers of SEO that can turn around your online business at every stage.

Definition and Examples of the Habitual Present Tense

Definition and Examples of the Habitual Present Tense In English grammar, the habitual present is a verb in the  present tense  used to indicate an action that occurs regularly or repeatedly. It is also known as the present habitual. Typically, the habitual present employs dynamic verbs, not stative verbs, and it may be accompanied by an adverb of frequency such as always, often, or  seldom. Examples and Observations He  runs every morning in  New York. Twice around the reservoir. I know, because I go with him. I dont run, but I go.  (Wil Haygood, Sweet Thunder: The Life and Times of Sugar Ray Robinson. Knopf, 2009)In the movie 50 First Dates, Lucy Whitmore wakes up every day with no memory of the previous day as a result of an automobile accident that has virtually eliminated her short-term memory.His wife buys daily the food for that day in a permanent market of small stores and booths in the plaza in quantities so small as to astound and amaze an American housewife.(May N. Diaz, Tonal: Conservatism, Responsibility and Authority in a Mexican Town. University of California Press, 1966)Joshua Stillman must be old but nobody ever thinks of what his age might be, he is so very much alive. He goes to the city every day and comes back early every afternoon. As he so seldom talks about himself nobody knows exactly what he does except that it has to do with books and small print.(Katharine Reynol ds, Green Valley. Grosset Dunlap, 1919) Adverbs of Frequency with the Habitual Present Present tense is also used with active verbs to describe something that happens routinely or habitually. Like the present tense that is used for general statements of fact, the habitual present tense does not limit routine or habitual activities to a particular time span. Instead, it suggests a timeless quality; that is, the habit or routine that happens regularly also did so in the past and will do so in the future. Hurran uses his truck to carry food and water to his familys tent camps in the desert. When the present tense is used to describe a habitual or routine activity, it may have an adverb of frequency with it. Each Saturday, Hurran drives into town to get food and water supplies. He washes and waxes his truck each week. (Linda Bates, Transitions: An Interactive Reading, Writing, and Grammar Text, 2nd ed. Cambridge University Press, 2005) The Habitual Present and the Present Progressive The habitual present . . . is used with dynamic verbs to encode situations that occur habitually over time, even if the action is not being carried out at the moment of speaking. For instance, referring to the following examples, Tim may not actually be working, nor the leaves falling at the moment of speaking. Nevertheless, the recurrent situation holds as the normal course of things and is appropriately referred to by the present tense. Tim works in an insurance company. Many trees lose their leaves in autumn. Again, it must be pointed out that the plain present tense used for habitual and other meanings contrasts with the present progressive, which encodes an actual occurrence of a dynamic action observed in the process of happening, as in Tim is working late today. The trees are already losing their leaves. (Angela Downing and Philip Locke, English Grammar: A University Course, 2nd ed. Routledge, 2006)

MGT509 - Human Resource Management Mod 1 SLP Essay

MGT509 - Human Resource Management Mod 1 SLP - Essay Example It is no secret that recruiting, selection and onboarding are some of the most important processes for bringing in new talent in an organization. Companies spend a lot of time, money and energy into selecting and hiring the best recruits and can only hope that they will stay through the orientation programs and beyond and be a good fit with the organizational culture so that they can be contributing to its goals in the shortest time possible. In some ways, the success of the hiring program also depends to a great extent on the investment of time and energy in planning these aspects. As much as candidates try to show organizations that they are the best talent available, the organization also should try to show potential employees that they are the best employers. Coca Cola should know, it has over 100 years of experience and is a global enterprise having the world’s most recognized brand. As explained, I interviewed Miss Ceree Eberly, Human Resources Director for Coca Cola, USA. It was a short telephonic interview, but I think I got what I was looking for. She put me in touch with another HR representative who answered most of my questions on the company’s recruiting, selection and onboarding processes. One of the problems that HR is facing regards the verification of details on the forms and resumes of potential candidates. Like their Face book and Twitter profiles, resumes of candidates may be highly embellished or inflated with experiences and skills that they never had or used and roles they never played. The second difficulty is that candidates give up too easily during the hiring process and are frustrated because of current economic conditions in the USA. The company understands that this is partly because of post-recessionary trends seen in the economy, but society will have to adapt. They want candidates that are skilled and confident and see the job as a career, not just a stepping stone to another organization (SIOP, 2002). The third issue

Important Characteristics of the Clinical Instructors in Radiology Research Paper

Important Characteristics of the Clinical Instructors in Radiology - Research Paper Example There have been numerous studies, carried out to examine the characteristics of clinical instructors in nursing and related health programs. These studies have much information that relates to radiography. The article is about behavioral characteristics that clinical instructors should adopt in radiography and which characteristics they should designate. The journal targets clinical instructors to enable them to improve their behavioral characteristics for better clinical experiences. The journal mostly focuses on the behavioral characteristics of clinical instructors, there are numerous challenges encountered in the clinical education. One of the problems is that each student may not be able to spend enough time with the clinical supervisor. This may originate from various causes one of them being that there may not be enough patients for students to gain experience. The importance of identifying these problems is in order not to be restricted into thinking that the clinical instruc tor solely bears the responsibility of student learning experience. The challenges, however, are minor with the clinical instructor playing the leading role in students learning experience. According to Jennett, clinical instructors have a significant effect on the success or failure of a student in the clinic. The instructors supervise, advice, coach and facilitate students in solving problems, decision-making, and critical thinking. They also have the responsibility of providing a learning environment conducive to their students.

Sam 322 unit 5 Assignment Example | Topics and Well Written Essays - 250 words

Sam 322 unit 5 - Assignment Example Biomechanics provides essential information on the safest and efficient movement patterns and relevant exercise to improve human motion. Therefore, kinesiology and biomechanics work together to help determine what exercise, should a person do, how the workout should be conducted, how effective it is and if the exercise is safe. Biomechanics act as a tool for studying kinesiology. Through the study of kinesiology, the sport professional are capable of learning various body motion mechanisms. They can determine the structure of the musculoskeletal system and their mechanical properties that aid body movement. The biomechanical qualitative and quantitative analysis also provides vital information to analyze human movements to improve effectiveness. The analysis in both quantitative and qualitative involves identification of the factors that affect human movement performance which is interpreted and solved through high levels of critical thinking. The procedure is useful for sports professionals in understanding body motions. Lastly, the study of biomechanics fundamentals such as mechanics, dynamic such as kinematics and kinetics are all vital in explaining the human body movement. For example, a sports professional will use fluid mechanics to study swimming, heart valves, or adapting sports equipment to minimize air

Nucor case Term Paper Example | Topics and Well Written Essays - 1000 words

Nucor case - Term Paper Example With improving economies’ growth is expected to boost desire for many to purchase the product in the medium term. Steel producers and mini-mill companies are situated in the midst of a very competitive environment in both domestic and global scale, which adversely affects their profitability. This competition among steelmakers is to capture a significant portion of the steel market in light of the fact that, the global supply of steel far exceeds the demand for steel products (Thompson 207). The first competitive forces impacting steelmakers is the force to drive down the profitability of steel industry, steelmakers are primarily affected by the abundant steel supply versus demand, which depresses the market price of steel as a commodity. Competition among steelmakers is to lower product prices in order to capture a significant portion of potential customers. Secondly steel producers are adversely impacted by the entry of foreign players into the domestic steel market that are able to advantage of lower labor costs in the country. The influx of cheap imports from foreign steelmakers stiffens the existing price competition among rival steel producers hence lowering prices of steel imports; dragging down steel market prices. Lastly, steel producers are more vulnerable to the increasing cost of raw materials. This rising cost of materials has led to increase in the cost of production making it difficult for them to be price competitive. The difficult in product differentiation in the steel commodity market makes it necessary for min-mills to be able to compete with their rivals based on price, that is; pricing and market niche (Hitt, Ireland & Hoskisson 33). The driving forces in the steel industry; the technology evolution which is a change in the steel making technology has revolutionized the world’s steel industry. The use of COREX technology in the production of steel has increased profit and its environmental

Peter eisenman building germany holocaust memorial Essay

Peter eisenman building germany holocaust memorial - Essay Example Peter Eisenman: Building Germany’s Holocaust Memorial chronicles the creation of a major public sculpture in the center of Berlin. This sculpture was created by American architect Peter Eisenman and is a memorial for the Jews killed in the Holocaust during the Nazi regime of Germany. The public memorial is a soccer field size space filled with 2711 concrete stele. The stele are of varying heights, tipping to the left and right on a shifting, wavy ground. This has the effect of reminding the audience of a wheat field tossed by strong winds. The idea of this memorial was first propagated by a group of German journalists led by Lea Rosh in the year 1988. Two design competitions were held and finally the entry of American architect Peter Eisenman was accepted by German chancellor Helmut Kohl. The project was finally implemented in the year 1999 when the Bundestag (lower house of the German parliament) provided the financing for the project. Peter Eisenman succeeded brilliantly in completing the memorial when it was finally dedicated to the memory of the Jews killed in the Nazi genocide. The documentary also documents the feelings and impressions on the memorial of some prominent German politicians, academicians, literati and general visitors to the German Holocaust memorial. The documentary Peter Eisenman: Building Germany’s Holocaust Memorial is a well-shot one and is an example of the Cinema verite style of documentary filmmaking.

Nucor case Term Paper Example | Topics and Well Written Essays - 1000 words

Nucor case - Term Paper Example With improving economies’ growth is expected to boost desire for many to purchase the product in the medium term. Steel producers and mini-mill companies are situated in the midst of a very competitive environment in both domestic and global scale, which adversely affects their profitability. This competition among steelmakers is to capture a significant portion of the steel market in light of the fact that, the global supply of steel far exceeds the demand for steel products (Thompson 207). The first competitive forces impacting steelmakers is the force to drive down the profitability of steel industry, steelmakers are primarily affected by the abundant steel supply versus demand, which depresses the market price of steel as a commodity. Competition among steelmakers is to lower product prices in order to capture a significant portion of potential customers. Secondly steel producers are adversely impacted by the entry of foreign players into the domestic steel market that are able to advantage of lower labor costs in the country. The influx of cheap imports from foreign steelmakers stiffens the existing price competition among rival steel producers hence lowering prices of steel imports; dragging down steel market prices. Lastly, steel producers are more vulnerable to the increasing cost of raw materials. This rising cost of materials has led to increase in the cost of production making it difficult for them to be price competitive. The difficult in product differentiation in the steel commodity market makes it necessary for min-mills to be able to compete with their rivals based on price, that is; pricing and market niche (Hitt, Ireland & Hoskisson 33). The driving forces in the steel industry; the technology evolution which is a change in the steel making technology has revolutionized the world’s steel industry. The use of COREX technology in the production of steel has increased profit and its environmental

Business research-Second cup Essay Example | Topics and Well Written Essays - 500 words

Business research-Second cup - Essay Example Every employee is trained by baristas (coffee experts) on the various aspects of coffee making, including selection of beans, crushing, roasting and other technical aspects connected with the processing of the beans. Hence, all the employees receive training in all aspects of coffee making, including knowledge about growing of coffee etc. (Starbucks Corporation: Competing in a global market, 2003). Starbucks lays special emphasis on building a unique culture with its people – it believes that its true strength are its employees and therefore, they are given good benefits and remuneration and also given stock options, or ownerships in the Company. (Starbucks Corporation: Competing in a global market, 2003). Starbucks does not offer franchises to anybody nor does it envisage doing franchisee business in the foreseeable future. In the North of America, majority of shops are bought, owned and operated by Starbucks itself; however, in exceptional cases, where real estate ownership may not be forthcoming, such as airport locations, grocery chains and major foodstuff establishments, the Company enters into licentiate agreements with Companies who provide access to these places. However, the shops are manned by Starbucks personnel themselves. (Business opportunities. 2007). The reasons why Starbucks do not franchise is because the franchisees may not be able to maintain the highest standards of quality and service which forms the bulwark of Starbucks’ reputation. However, their competitor, First Cup operates through a chain of franchisees. The main problem with franchisees is that consistency of franchises performance over all the territories have to be maintained, and a greater degree of control has to be established. Franchisee reporting also has to be delineated. The degree of autonomy and chain of command which is available to own staff cannot be extended for the

Conservatism and Liberalism Essay Example for Free

Conservatism and Liberalism Essay While there are a multitude of political philosophies in the United States, two have emerged as the dominant and pre-eminent philosophies. They are, of course, liberalism which name derives from liberty and conservatism which derives from conserving the constitution. While there is nothing inherently wrong with either philosophy the minefield of political exclusivity has led to a bitter dispute between both factions that have raged for decades. Many of these disputes are ideological as there are pronounced differences between the two philosophies. In this essay, two major differences will be examined.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One common difference is that liberalism prefers that a centralized government will guide the economy. Conservatism prefers that the government would play a smaller role in the economy with the hopes that the market will govern itself. In terms of public policy, this has led to a number of battles over regulation vs. deregulation, increased taxes vs. decreased taxes, etc with ach having varying degrees of success at different points in history.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In terms of foreign policy, conservatism has always stressed American exceptionalism whereas liberalism has stressed a more unified one world approach to government. The effect this has had on public policy over the years is evidenced in how often or how little American foreign policy is vetted through the United Nations or under accordance with allies overseas.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Of course, there are many more differences between the two but these two examples illustrate major differences between the two on both domestic and international levels.

High Employee Turnover in the Retail Industry

High Employee Turnover in the Retail Industry Executive Summary This dissertation has been written to determine why the employee turnover in the retail industry is so high. The reason for this is that managers are not following the basic human resource principles such as offering employees competitive wages, opportunities of promotion or challenging work in order to keep employees motivated. As individuals are not motivated at work, they look elsewhere for better paid jobs where they can develop themselves further so they can progress with their careers. The researcher has also recognised that employees want flexibility at work. This is due to many of the participants of the survey having personal priorities that are more important to them such as children or studying while working. There are clear recommendations for employers stating what can be done with the intention of reducing the employee turnover rate. The most vital are that managers find out specifically why employees are leaving, this can be done by using exit interviews. Once this is determined, they will be able to pinpoint the causes for employees leaving them so that they can then make the necessary changes to keep staff attracted to the job. The study has also shown that it is of vast importance for employers to offer more flexibility in the workplace in order to be able to cater for the employees requirements. The estimated basic turnover cost for a retail assistant is  £1,425 per individual. (Taylor, S 2002:47) This total only includes the expenses of the employee leaving i.e. the paper work and the recruitment process to replace the individual. The total does not account for overtime being paid out to the individuals colleagues or temporary staffs who may be hired to fill the vacancy on a short-term basis. The employee turnover rate for people working in retail is considerably high at 31.3%; retail has the highest employee turnover rate throughout all sectors. (CBI Labour and Absence Survey 2004) The researcher has been working in sales for almost four years now and it is of great interest to the individual as to why staff turnover is so high and what can be done to prevent it and how the company can benefit from retaining staffs. To the researcher, it seems more practical to retain staffs rather then recruit new employees. If employers invested money into staffs, they may find that this will save a lot of money in recruiting and training new staffs. Aims The aims of the dissertation are to: Identify the cause of high employee turnover rates within the retail sector Find out what employees in this sector want from an organisation Establish what can be done by employers to retain people in this particular segment of the labour market. Rationale This dissertation seeks to inform businesses of how high employee turnover can be costly and time consuming which is why the well-known idiom can be used to express the basis of the dissertation: â€Å"prevention is better then cure.† In the business context, this relates to investing more in staff in order to retain them rather then recruiting, selecting and training new staff. High staff turnovers can influence a businesses performance as it is the employees who are in direct contact with the customers and if they are not satisfied with their jobs, they will not be providing the best service possible to the customers. Limitation: This dissertation is concerned with the retail sector as motivation and retention methods vary in different environments. The proposal does not focus on a particular company but on the retail segment as a whole in order to establish the factors, which account for retention within the sector. The study will be based in London; and will focus on individuals who have had experience of working within the retail sector. Literature Review 7.1 Definition of Employee Turnover When employees leave an organisation, several factors need to be considered which all lead to expenses on behalf of the organisation. The organisation will need somebody to cover the workload of the employee that has left the company and the process of recruiting will need to take place in order to fill the vacancy. The higher the employee turnover rate is of a business, the higher the costs will be to replace these workers which is why it is so important for businesses to calculate. To evaluate the labour turnover, the following calculation can be used: (CIPD 2004) â€Å"Crude Wastage Method† ___Number of leavers in a set period_____ x100 Average number employed in the same period Once labour turnover rates have been identified, it will then be possible for the organisation to recognise the extent that staff turnover can affect them by. Reducing labour turnover will mean that less people are leaving the organisation therefore; there will be less wastage of employees so that money can be saved, as less people will need to be recruited. However, not all organisations calculate the cost of employee wastage. In fact, over 50% of organisations believe that this information is not relevant and 31% believe that it takes up too much time and is not worth the effort. (Recruitment, retention and turnover Survey, CIPD, 2004:33) If organisations do not calculate the employee turnover rate, it will be difficult for them to distinguish its affect and recognise the benefits of reducing it. 7.2 The Effect of Employee Turnover on Staff When an individual leaves a job, either a temporary replacement is hired or the workload is split between the individuals colleagues until a suitable replacement is found. Hiring temporary staff can be expensive while at the same time, giving the individuals colleagues, an increased workload will cause them further stress. If this was to happen consistently, it could be another cause for people leaving the organisation. The graph shows how employee turnover can have a knock on effect because of the impact it has on staffs. (Employee retention report, Reed, 2003:4) The employer must ensure that people are replaced as soon as possible to prevent other staffs from being put under additional stress and pressure. However, if employers tried harder to retain staffs then they would have to put less time and resources into replacing the workforce. 7.3 The Effect of Employee Turnover on the Organisation The impact of employees leaving organisations is that it leads to expenses. Replacing staffs takes up time and money, which are both valuable resources that should be saved wherever possible in order to achieve a more efficiently operated business. When a position is vacant, the amount of paid overtime can rise up to 25%, which accounts for the usual workload that is to be completed by less staffs. (Employee retention report, Reed, 2003:4) The graph shows the adverse affects that happen because of employee turnover. Reducing employee turnover will decrease expenses as the company will not have to spend as much money to hire temporary staffs, recruit new staffs or pay so for so much overtime. 7.4 The Importance of Retention from the Recruitment Stage It is important in an organisation to recruit the right person with the right skills and qualifications for the job. â€Å"People who represent the best ‘match in terms of their personality attributes, skills and experience are those who are likely to perform best in the job against a range of criteria. They are also the people who are most likely to remain employed for some time and the least likely to take the first available opportunity to leave.† (Taylor, S 2002:171) This is essential as recruiting a person whom is inadequate to do the job would be pointless as they would not be able to complete the tasks of the job to meet the expectations of the company. Therefore, recruiting a person who is not right for the job would be a waste of time and money as the right person for the job will still need to be found for the long-term. 7.5 The Importance of Inductions Once a suitable candidate is found and hired, they will require preliminary training, which is known as an induction. This is where the employee is introduced to the company, its culture and procedures. This will help to familiarise the employee with the company and the job requirements. As a result, the employees will learn the various procedures of how the company wants to operate. Inductions are used to welcome the new employee into the organisation and ensure that they feel comfortable in performing their job role successfully. â€Å"Labour turnover is frequently highest amongst those who have recently joined an organisation. The term ‘induction crisis is used to describe the critical period when new starters are most likely to leave. A well planned induction course can help to decrease labour turnover by ensuring that new starters settle quickly in their jobs and reach an efficient standard of performance as soon as possible.† (Kenney, J and Reid, M 1990:241) The induction is a very significant part of training as if it is not carried out it can lead to the new employee feeling pressured and may lead to feeling that the job difficult to undertake. Poor or even no induction training can be the result of an employee leaving the company within the first few days or weeks of the start date. 7.6 Affects of a Quality Induction Programme Clarks is a well-established shoemaker company that has developed a valuable induction programme to ensure that its store employees are capable of achieving the companys targets. Just over 40% of the companys retail staff has already taken part in the training scheme called Shine. The programme is significantly recognised as it won a UK National Training Award. The scheme is part of a strategic plan to improve performance, productivity and employee retention. New starters receive Shine on the first day off work as on-the-job training. The new trainees are given a workbook which is similar to an employee handbook as it covers safety, the job, pay, hours, rules, selling steps, finding stock and equipment knowledge of products, shoe-care, deliveries, credit cards, cheques and refunds. The programme encourages teamwork and helps the new employees to bond together. It is clear that Clarks has recognised the importance in induction training in order to retain employees which is why the com pany has devised such a satisfactory training scheme. (â€Å"Shoe shop staffs shine! In training† 2004:91) 7.7 Retention Plan In order to retain employees, the company must first find out what is causing them to leave. As there can be a wide variety of reasons for people leaving a company, the plan is broken down into key factors: Pay and benefits: the company must be able to offer a competitive rate of pay. This is essential as if an employee can perform the same job and be paid more elsewhere then they will most probably leave the company. The company must be able to keep compete with the pay and benefits offered by rival companies. These benefits can consist of; share options, pension schemes, retention bonuses and flexible benefits Recruitment and selection: when recruiting employees it is crucial to ensure that the employees skills and abilities match what is required of the post in the company. If this is not done then the employee will have problems in carrying out the job role successfully. It is also vital to produce a truthful image of the job as if it is made to sound more glamorous or exciting then it actually is, the employees expectations will not be met therefore they will not be fulfilled in the new job thus causing them to look for a better job elsewhere. Training and development: a good induction process is imperative. Employees also need to have the chance to progress through promotion so that they will not feel like they have to be trapped in the same job. Job design: the work may be too boring or undemanding therefore the position may need redesigning or a new approach such as teamwork. This makes it easier for job-share therefore employees will be able to work when it suits them better as the job will be flexible. Management: ensure that managers and supervisors have the skills and ability to manage effectively and fairly. (Bevan, S. 1997) These are the key features, which the organisation has the control to change. The company has no control over circumstances such as people wanting to move to a different location or ill health therefore these factors cannot be influenced in order to retain employees. Motivation With the intention of retaining employees, keeping individuals motivated is another way to prevent them from leaving the organisation and to ensure that the employer is getting the best from each individual. â€Å"Boredom and frustration at work is often the result of an employees lack of involvement with the companys goals and feelings that their ideas are not wanted or listened to. Companies that involve their employees in achieving company goals are able to motivate employees.† (Chapman, M 1997) For individuals to fulfil their full potential this must be motivated thus The harder an employee works, the more / bigger reward(s) they should gain which will keep them motivated to continue working hard. Motivated staffs lead to a more productive workplace therefore; it will be more profitable. (Maslows Hierarchy 1954) states that people first needed to fulfil there basic needs before they can progress to achieve self-actualisation. This is best shown in a pyramid, each person first starts from the bottom and through work, the individual fulfil each stage and works his or her way up. (Maslows Hierarchy of Needs 1954) Physiological needs: food, water, air, rest Safety needs: security, job security Social needs: affection, love and friendship Esteem: recognition, achievement and status Self-actualisation: personal growth and self-fulfilment. The hierarchy of needs shows that: Employees need money to pay for necessities such as food, rent etc. This is the basis of satisfaction Employees need to know that their job is safe so that they do not have to worry about looking for a new job. It is best to work in teams to encourage socialising between employees as individuals can learn from one another and share knowledge. Employees will be motivated to work harder if they know there is a possibility of promotion. This is the hardest to achieve, as most people want to be the boss. This will take a lot of time and very hard work to achieve. Maslows theory explains how individuals have needs and by employers meeting these needs, they are able to motivate them to keep on progressing. It is vital for the needs of individuals to be met as if they are not it will lead to individuals feeling unfulfilled thus leading them to look elsewhere for another job. (Herzbergs Two Factor Theory 1968) This consists of satisfiers and hygiene factors. A satisfier is what motivates an employee, e.g. achievement, recognition, responsibility, advancement, personal growth and the actual work itself. Hygiene factors are elements that do not motivate people e.g. pay and conditions, status in the organisation, job security and benefits. The theory expresses that employees will be motivated by good wages, promotion and other benefits etc. Employees are not motivated by poor wages, poor working conditions, no job security etc. Ultimately, employers need to offer staff satisfiers to motivate them to work hard. As long as individuals are happy and fulfilled in their jobs and feel that they are progressing, they will continue to work hard and stay within the organisation. 7.9 How to find out why Employees are Leaving The organisation needs to find out why its staffs are leaving so they can then devise a plan to try to prevent this from reoccurring in the future. The methods of finding out why employees are leaving can consist of: Exit interviews: these interviews are normally held soon after the employee has resigned. The interviewer can take the opportunity to find out why the employee is leaving, the conditions under which they would have stayed and improvements the company can make in the future. Leaver questionnaires: these are either completed during the interview or sent to people once they have left the company and normally consist of closed questions to make it easier to analyse. (Leavers questionnaire are also known as Attitude Surveys) â€Å"The exit interview is an increasingly common procedure when an employee leaves an organisation. Ostensibly these are conducted to gain information about the reasons for the employees departure, information which can then be used to improve human resource management.† (Furnham, A 2001) Once the reasons for employees leaving has been established, they can be put into separate categories so the organisation can see what the most popular reasons are for people leaving. They can then go on to make relevant changes in order to help retain workers. 7.10 Conclusion of literature Overall, it seems that in order for the retail industry to grow, organisations must improve their retention methods to ensure they have enough employees to cope with the increase in productivity. It is the sales assistants that have the majority of contact with customers which is why it is so vital to ensure that they receive sufficient training in order to serve customers effectively and efficiently while at the same time providing a service to encourage them to come back. A key way to reduce employee turnover is to keep staffs motivated, so the industry will be investigated to find out how this is done and how successful current methods are. The employee turnover rate is so high within the industry so there must be something that is going wrong to cause such a high turnover rate. Exit interviews seem to be the most crucial method of finding out why people are leaving the industry. It is vital to find out why people are leaving so that action can be taken to prevent staffs to from leaving for the same reasons in the future. Therefore, it will be important to find out if retail organisations carry out exit interviews; and if they do not, then why not? 8. Methodology 8.1 Introduction There are varieties of methods that can be put into practice to assist the researcher to seek out relevant information in order to find out the answer to the research question. Examples of such methods are; observations, case studies, interviews, questionnaires and focus groups. If would be difficult to make observations to find out why people are leaving their retail jobs as people resigning can happen randomly so its not guaranteed to happen when the researcher has scheduled to make an observation. Case studies will not be used as the dissertation is based on the retail industry as a whole, not on specific shops or department stores. Interviews will not be used either as although they lead to a large amount of information being uncovered, they take up quite a lot of time of so the amount of people being interviewed will be limited. A broad selection of peoples opinions need to be taken into consideration therefore, the researcher has chosen to use focus groups and questionnaires in order to obtain both qualitative and quantitative information. As the study is based on the whole retail industry, a wide variety of people who have worked or still work in retail need to be targeted to find out the main causes of employee turnover within the sector. The study will be based on primary research, which will be put into practise to find out peoples viewpoints of the topic. 8.2 Primary Research It will be ideal to use questionnaires to find out information, as it seems to be the most efficient way to use a large sample so a wide amount of information can be collected. Another advantage of using questionnaires is that they are not very time-consuming therefore; more people are likely to respond to them. In addition, they are relatively cheap to produce so the researcher will not need to worry too much about the costs. The questionnaires will be anonymous so people will not feel obliged to answer in a specific manner; hence, they will be able to express their own opinions without feeling obligated. An additional feature of a questionnaire is that people can randomly be asked to fill one out as long as they have had a job in retail. This means that no appointments need to be arranged and that the survey can be conducted at any time or place. However, there are some disadvantages with questionnaires such as the structure of the questionnaire needs to be simple and easy to understand so that people do not get confused. This could ruin the results of the questionnaire as if people misunderstand the questions or the layout they will not answer or complete it properly. If people have literacy problems, it may make it difficult for them to complete the survey accurately. Some people may leave out some of the questions, which could cause a problem when recording the data. This could also lead to the wrong conclusions being drawn to as if people skip questions the results will differ. Consequently, this will need to be taken into consideration when recording the results of the survey. Another possible problem is that the response rate is not guaranteed to be one hundred per cent so some questionnaires maybe wasted. The questionnaire will need to be short and straight to the point, if there are too many long questions it may disc ourage people from completing it as they may feel that it will take up too much of their time. One more problem with questionnaires is that they are limited so people will only be able to give feedback on what they have been asked so a different perspective may be overlooked. With the intention of preventing any issues being overlooked, two focus groups will be instigated before the questionnaires are created. This will be done with the intention to stimulate the topic and look at it from a variety of angles. The focus groups will allow for the upward and downwards approach to be put into use, as the information gathered from the focus groups will then be used to develop the questionnaire. One focus group will be made up of university students whom have worked or still work in retail; therefore, the viewpoint of part-time retail workers whom have other commitments can be established. The other focus group will consist of full time retail workers so that their perception of the issues raised can be distinguished. These group members may have responsibilities such as children, another job, a mortgage etc that is why the researcher feels it is relevant to use two focus groups. Each focus group will have between four to six group members. The focus group will be started by introducing everybody to each other, followed by a summary of the topic. A Dictaphone will be used to record the discussion so that all the information can be recorded so that nothing is left out. The following questions have been prepared to ensure that the discussion is kept on track; Q1) Where does everybody work? / Where has everybody worked? Q2) How long have you all been at these jobs? Q3) Do/did you enjoy it? Q4) What do you like best about it? Q5) What do you hate about it? Q6) Do you feel that your organisation seems to constantly be recruiting new people? Q7) Do you feel that this affects you? i.e. do you have to help train them? Are you often left with a bigger workload? How does this make you feel? Q8) When you have left a job did u receive and exit interview? Q9) Do you think this procedure would help the organisation to find out why they are loosing staffs? Q10) If you were the manager, what would you do to retain staffs? A copy of the minutes of the meeting is available in appendix A. The problems associated with focus groups are that some of the members may feel uncomfortable, as they do not know each other so they may keep their opinions to themselves. However, the researcher will introduce all the members to each other and start the conversation off in a relaxed way to help everyone feel more at ease. Another problem is that it may be difficult to get all the members together at the same time as some people maybe working or have other responsibilities like studying or children. 8.3 Pilot Study When the focus groups have been carried out, the information will be used as the foundation for the first draft questionnaire. This will then be tested in order to get feedback on it for improvements. This process will continue until all feedback has been taken into account and all the necessary changes have been made. When this is all completed, the questionnaire will go through a pilot study of about ten people to ensure that all the questions run smoothly and are not misunderstood. The final version of the questionnaire is available in appendix B. 8.4 The Survey After the required changes if any have been edited, the survey will be carried out at Charing Cross train station on a sample of one hundred people whom work or have worked in retail as a sales assistant. The people completing the survey must meet the specific criteria, which are that everybody who takes part must work or have worked in retail. The location was chosen as it is very busy and it should be easy to find a variety of people that meet the criteria that could spare five to ten minutes to fill out the questionnaire while waiting for their train. 8.5 Analysis of Data Once the survey has been carried out, the data gathered would be entered into an Excel spreadsheet where the data will be put together to analyse it and to find out what are the main reasons for employee turnover within the industry and what can be done by employers to reduce the amount of employee wastage. The data will then be evaluated in order to identify if there are any trends or relationships that can be established. This information will then be examined to find out what the industrys employees require so that employee turnover can be reduced. 8.6 Limitations It was too difficult to get a group of full time workers from different retail segments together at the same time to hold the second focus group. Some people refused to be part of it and others who said they would participate were not able to agree to a specific time where they would all be free. Therefore, only one focus group of university students could be conducted. The survey will be carried out on one hundred people whom have worked in the retail industry. In addition, the survey will be based in central London, if the survey was carried out around the whole of England, the results could differ. 8.7 Secondary research The dissertation focuses on primary research carried out by the researcher however, secondary data in the form of academic books, reports, articles and CIPD studies have been used to look at the existing trends in the labour market. Information has been gathered from various human resource textbooks to look at employees behaviours more closely and to define what factors motivate individuals within the working environment. The Internet was used to find out reliable facts and statistics about the retail industry in order to examine it closer and determine what has already been established so the researcher could identify if these trends were also shown in their research. 9. Analysis and Findings 9.1 Introduction From the information found out through the focus group, the researcher decided to use open-ended questions in the questionnaire as a means to find out what people really thought. Peoples opinions have then been categorised so that relationships can be identified more easily. One hundred questionnaires were handed out and fifty-four were handed back fully completed thus the response rate for the survey is 54%. 9.2 Demographics The results from the survey show that out of the fifty-four respondents, only 22% were male. In 2003, the retail workforce was made up of 63% females and only 37% males. (Learning and skills, research report, 2004:8) According to the survey, just over a third of the industry was made up of men meaning that women dominated the workforce. These results are not biased, as the researchers sample resembles the trends in the industry, as just over three-quarters of the sample are female. Therefore, although the gender is not evenly split, it will not affect the findings of the survey. The results of the survey also showed that the majority (fifty per cent) of the sample fell between the twenty-one to thirty age-range. However, the sample did consist of a variety of ages as shown in the graph below: This graph clearly shows that women dominate the sample and that no men over the age of forty-one took part in the survey. In fact, only seven per cent of the sample are over the age of forty-one. The under twenty category is the only age range which shows there is an even gender split; nine per cent are male and eleven per cent are female. Overall, the survey was completed by respondents with a variety of ages to ensure that different generations of workers could give their viewpoints on employee turnover within the sector. The majority of participants have no children under the age of fourteen: only seventeen per cent have children; forty-four per cent are male and fifty-six per cent are female. Out of these candidates, fifty-six per cent are married, twenty-two per cent are single and twenty-two per cent are divorced. Forty-four per cent have left the industry due to having children while twenty-two per cent are working full time and thirty-four per cent are working part-time. The thirty-four per cent that are working part-time consist of the individual that are single or divorced. These candidates have to work part-time as they are single parents and they have their children to care for. 9.3 The length of time people have worked in the industry and the amount of different retail jobs they have experienced Almost a third of the participants have worked in retail for between three to five years and only four per cent of participants have worked in the industry for ten years or more. This is a very small amount considering that the most amounts of jobs undertaken in retail by a participant were twelve. This was by only one person who worked in the industry for between five to seven years. Seventy-six per cent of respondents have had between one to four retail jobs which seems to be fairly high considering the fact that over a quarter have worked in retail for a year or less. Out of the whole sample of respondents, only eighteen per cent are still in the retail industry, which means that just over two thirds of the sample have actually left the sector and changed careers. 9.4 The reasons for employee turnover Seven per cent of the survey is still in their first retail job, of which, eighty-five per cent have only been in the first job for one year or less. These candidates are all under twenty, therefore the reason they may still be in their first retail job is that they are so young and are just coming to terms with working life. The research has shown that older candidates are likely to have had more jobs in retail as High Employee Turnover in the Retail Industry High Employee Turnover in the Retail Industry Executive Summary This dissertation has been written to determine why the employee turnover in the retail industry is so high. The reason for this is that managers are not following the basic human resource principles such as offering employees competitive wages, opportunities of promotion or challenging work in order to keep employees motivated. As individuals are not motivated at work, they look elsewhere for better paid jobs where they can develop themselves further so they can progress with their careers. The researcher has also recognised that employees want flexibility at work. This is due to many of the participants of the survey having personal priorities that are more important to them such as children or studying while working. There are clear recommendations for employers stating what can be done with the intention of reducing the employee turnover rate. The most vital are that managers find out specifically why employees are leaving, this can be done by using exit interviews. Once this is determined, they will be able to pinpoint the causes for employees leaving them so that they can then make the necessary changes to keep staff attracted to the job. The study has also shown that it is of vast importance for employers to offer more flexibility in the workplace in order to be able to cater for the employees requirements. The estimated basic turnover cost for a retail assistant is  £1,425 per individual. (Taylor, S 2002:47) This total only includes the expenses of the employee leaving i.e. the paper work and the recruitment process to replace the individual. The total does not account for overtime being paid out to the individuals colleagues or temporary staffs who may be hired to fill the vacancy on a short-term basis. The employee turnover rate for people working in retail is considerably high at 31.3%; retail has the highest employee turnover rate throughout all sectors. (CBI Labour and Absence Survey 2004) The researcher has been working in sales for almost four years now and it is of great interest to the individual as to why staff turnover is so high and what can be done to prevent it and how the company can benefit from retaining staffs. To the researcher, it seems more practical to retain staffs rather then recruit new employees. If employers invested money into staffs, they may find that this will save a lot of money in recruiting and training new staffs. Aims The aims of the dissertation are to: Identify the cause of high employee turnover rates within the retail sector Find out what employees in this sector want from an organisation Establish what can be done by employers to retain people in this particular segment of the labour market. Rationale This dissertation seeks to inform businesses of how high employee turnover can be costly and time consuming which is why the well-known idiom can be used to express the basis of the dissertation: â€Å"prevention is better then cure.† In the business context, this relates to investing more in staff in order to retain them rather then recruiting, selecting and training new staff. High staff turnovers can influence a businesses performance as it is the employees who are in direct contact with the customers and if they are not satisfied with their jobs, they will not be providing the best service possible to the customers. Limitation: This dissertation is concerned with the retail sector as motivation and retention methods vary in different environments. The proposal does not focus on a particular company but on the retail segment as a whole in order to establish the factors, which account for retention within the sector. The study will be based in London; and will focus on individuals who have had experience of working within the retail sector. Literature Review 7.1 Definition of Employee Turnover When employees leave an organisation, several factors need to be considered which all lead to expenses on behalf of the organisation. The organisation will need somebody to cover the workload of the employee that has left the company and the process of recruiting will need to take place in order to fill the vacancy. The higher the employee turnover rate is of a business, the higher the costs will be to replace these workers which is why it is so important for businesses to calculate. To evaluate the labour turnover, the following calculation can be used: (CIPD 2004) â€Å"Crude Wastage Method† ___Number of leavers in a set period_____ x100 Average number employed in the same period Once labour turnover rates have been identified, it will then be possible for the organisation to recognise the extent that staff turnover can affect them by. Reducing labour turnover will mean that less people are leaving the organisation therefore; there will be less wastage of employees so that money can be saved, as less people will need to be recruited. However, not all organisations calculate the cost of employee wastage. In fact, over 50% of organisations believe that this information is not relevant and 31% believe that it takes up too much time and is not worth the effort. (Recruitment, retention and turnover Survey, CIPD, 2004:33) If organisations do not calculate the employee turnover rate, it will be difficult for them to distinguish its affect and recognise the benefits of reducing it. 7.2 The Effect of Employee Turnover on Staff When an individual leaves a job, either a temporary replacement is hired or the workload is split between the individuals colleagues until a suitable replacement is found. Hiring temporary staff can be expensive while at the same time, giving the individuals colleagues, an increased workload will cause them further stress. If this was to happen consistently, it could be another cause for people leaving the organisation. The graph shows how employee turnover can have a knock on effect because of the impact it has on staffs. (Employee retention report, Reed, 2003:4) The employer must ensure that people are replaced as soon as possible to prevent other staffs from being put under additional stress and pressure. However, if employers tried harder to retain staffs then they would have to put less time and resources into replacing the workforce. 7.3 The Effect of Employee Turnover on the Organisation The impact of employees leaving organisations is that it leads to expenses. Replacing staffs takes up time and money, which are both valuable resources that should be saved wherever possible in order to achieve a more efficiently operated business. When a position is vacant, the amount of paid overtime can rise up to 25%, which accounts for the usual workload that is to be completed by less staffs. (Employee retention report, Reed, 2003:4) The graph shows the adverse affects that happen because of employee turnover. Reducing employee turnover will decrease expenses as the company will not have to spend as much money to hire temporary staffs, recruit new staffs or pay so for so much overtime. 7.4 The Importance of Retention from the Recruitment Stage It is important in an organisation to recruit the right person with the right skills and qualifications for the job. â€Å"People who represent the best ‘match in terms of their personality attributes, skills and experience are those who are likely to perform best in the job against a range of criteria. They are also the people who are most likely to remain employed for some time and the least likely to take the first available opportunity to leave.† (Taylor, S 2002:171) This is essential as recruiting a person whom is inadequate to do the job would be pointless as they would not be able to complete the tasks of the job to meet the expectations of the company. Therefore, recruiting a person who is not right for the job would be a waste of time and money as the right person for the job will still need to be found for the long-term. 7.5 The Importance of Inductions Once a suitable candidate is found and hired, they will require preliminary training, which is known as an induction. This is where the employee is introduced to the company, its culture and procedures. This will help to familiarise the employee with the company and the job requirements. As a result, the employees will learn the various procedures of how the company wants to operate. Inductions are used to welcome the new employee into the organisation and ensure that they feel comfortable in performing their job role successfully. â€Å"Labour turnover is frequently highest amongst those who have recently joined an organisation. The term ‘induction crisis is used to describe the critical period when new starters are most likely to leave. A well planned induction course can help to decrease labour turnover by ensuring that new starters settle quickly in their jobs and reach an efficient standard of performance as soon as possible.† (Kenney, J and Reid, M 1990:241) The induction is a very significant part of training as if it is not carried out it can lead to the new employee feeling pressured and may lead to feeling that the job difficult to undertake. Poor or even no induction training can be the result of an employee leaving the company within the first few days or weeks of the start date. 7.6 Affects of a Quality Induction Programme Clarks is a well-established shoemaker company that has developed a valuable induction programme to ensure that its store employees are capable of achieving the companys targets. Just over 40% of the companys retail staff has already taken part in the training scheme called Shine. The programme is significantly recognised as it won a UK National Training Award. The scheme is part of a strategic plan to improve performance, productivity and employee retention. New starters receive Shine on the first day off work as on-the-job training. The new trainees are given a workbook which is similar to an employee handbook as it covers safety, the job, pay, hours, rules, selling steps, finding stock and equipment knowledge of products, shoe-care, deliveries, credit cards, cheques and refunds. The programme encourages teamwork and helps the new employees to bond together. It is clear that Clarks has recognised the importance in induction training in order to retain employees which is why the com pany has devised such a satisfactory training scheme. (â€Å"Shoe shop staffs shine! In training† 2004:91) 7.7 Retention Plan In order to retain employees, the company must first find out what is causing them to leave. As there can be a wide variety of reasons for people leaving a company, the plan is broken down into key factors: Pay and benefits: the company must be able to offer a competitive rate of pay. This is essential as if an employee can perform the same job and be paid more elsewhere then they will most probably leave the company. The company must be able to keep compete with the pay and benefits offered by rival companies. These benefits can consist of; share options, pension schemes, retention bonuses and flexible benefits Recruitment and selection: when recruiting employees it is crucial to ensure that the employees skills and abilities match what is required of the post in the company. If this is not done then the employee will have problems in carrying out the job role successfully. It is also vital to produce a truthful image of the job as if it is made to sound more glamorous or exciting then it actually is, the employees expectations will not be met therefore they will not be fulfilled in the new job thus causing them to look for a better job elsewhere. Training and development: a good induction process is imperative. Employees also need to have the chance to progress through promotion so that they will not feel like they have to be trapped in the same job. Job design: the work may be too boring or undemanding therefore the position may need redesigning or a new approach such as teamwork. This makes it easier for job-share therefore employees will be able to work when it suits them better as the job will be flexible. Management: ensure that managers and supervisors have the skills and ability to manage effectively and fairly. (Bevan, S. 1997) These are the key features, which the organisation has the control to change. The company has no control over circumstances such as people wanting to move to a different location or ill health therefore these factors cannot be influenced in order to retain employees. Motivation With the intention of retaining employees, keeping individuals motivated is another way to prevent them from leaving the organisation and to ensure that the employer is getting the best from each individual. â€Å"Boredom and frustration at work is often the result of an employees lack of involvement with the companys goals and feelings that their ideas are not wanted or listened to. Companies that involve their employees in achieving company goals are able to motivate employees.† (Chapman, M 1997) For individuals to fulfil their full potential this must be motivated thus The harder an employee works, the more / bigger reward(s) they should gain which will keep them motivated to continue working hard. Motivated staffs lead to a more productive workplace therefore; it will be more profitable. (Maslows Hierarchy 1954) states that people first needed to fulfil there basic needs before they can progress to achieve self-actualisation. This is best shown in a pyramid, each person first starts from the bottom and through work, the individual fulfil each stage and works his or her way up. (Maslows Hierarchy of Needs 1954) Physiological needs: food, water, air, rest Safety needs: security, job security Social needs: affection, love and friendship Esteem: recognition, achievement and status Self-actualisation: personal growth and self-fulfilment. The hierarchy of needs shows that: Employees need money to pay for necessities such as food, rent etc. This is the basis of satisfaction Employees need to know that their job is safe so that they do not have to worry about looking for a new job. It is best to work in teams to encourage socialising between employees as individuals can learn from one another and share knowledge. Employees will be motivated to work harder if they know there is a possibility of promotion. This is the hardest to achieve, as most people want to be the boss. This will take a lot of time and very hard work to achieve. Maslows theory explains how individuals have needs and by employers meeting these needs, they are able to motivate them to keep on progressing. It is vital for the needs of individuals to be met as if they are not it will lead to individuals feeling unfulfilled thus leading them to look elsewhere for another job. (Herzbergs Two Factor Theory 1968) This consists of satisfiers and hygiene factors. A satisfier is what motivates an employee, e.g. achievement, recognition, responsibility, advancement, personal growth and the actual work itself. Hygiene factors are elements that do not motivate people e.g. pay and conditions, status in the organisation, job security and benefits. The theory expresses that employees will be motivated by good wages, promotion and other benefits etc. Employees are not motivated by poor wages, poor working conditions, no job security etc. Ultimately, employers need to offer staff satisfiers to motivate them to work hard. As long as individuals are happy and fulfilled in their jobs and feel that they are progressing, they will continue to work hard and stay within the organisation. 7.9 How to find out why Employees are Leaving The organisation needs to find out why its staffs are leaving so they can then devise a plan to try to prevent this from reoccurring in the future. The methods of finding out why employees are leaving can consist of: Exit interviews: these interviews are normally held soon after the employee has resigned. The interviewer can take the opportunity to find out why the employee is leaving, the conditions under which they would have stayed and improvements the company can make in the future. Leaver questionnaires: these are either completed during the interview or sent to people once they have left the company and normally consist of closed questions to make it easier to analyse. (Leavers questionnaire are also known as Attitude Surveys) â€Å"The exit interview is an increasingly common procedure when an employee leaves an organisation. Ostensibly these are conducted to gain information about the reasons for the employees departure, information which can then be used to improve human resource management.† (Furnham, A 2001) Once the reasons for employees leaving has been established, they can be put into separate categories so the organisation can see what the most popular reasons are for people leaving. They can then go on to make relevant changes in order to help retain workers. 7.10 Conclusion of literature Overall, it seems that in order for the retail industry to grow, organisations must improve their retention methods to ensure they have enough employees to cope with the increase in productivity. It is the sales assistants that have the majority of contact with customers which is why it is so vital to ensure that they receive sufficient training in order to serve customers effectively and efficiently while at the same time providing a service to encourage them to come back. A key way to reduce employee turnover is to keep staffs motivated, so the industry will be investigated to find out how this is done and how successful current methods are. The employee turnover rate is so high within the industry so there must be something that is going wrong to cause such a high turnover rate. Exit interviews seem to be the most crucial method of finding out why people are leaving the industry. It is vital to find out why people are leaving so that action can be taken to prevent staffs to from leaving for the same reasons in the future. Therefore, it will be important to find out if retail organisations carry out exit interviews; and if they do not, then why not? 8. Methodology 8.1 Introduction There are varieties of methods that can be put into practice to assist the researcher to seek out relevant information in order to find out the answer to the research question. Examples of such methods are; observations, case studies, interviews, questionnaires and focus groups. If would be difficult to make observations to find out why people are leaving their retail jobs as people resigning can happen randomly so its not guaranteed to happen when the researcher has scheduled to make an observation. Case studies will not be used as the dissertation is based on the retail industry as a whole, not on specific shops or department stores. Interviews will not be used either as although they lead to a large amount of information being uncovered, they take up quite a lot of time of so the amount of people being interviewed will be limited. A broad selection of peoples opinions need to be taken into consideration therefore, the researcher has chosen to use focus groups and questionnaires in order to obtain both qualitative and quantitative information. As the study is based on the whole retail industry, a wide variety of people who have worked or still work in retail need to be targeted to find out the main causes of employee turnover within the sector. The study will be based on primary research, which will be put into practise to find out peoples viewpoints of the topic. 8.2 Primary Research It will be ideal to use questionnaires to find out information, as it seems to be the most efficient way to use a large sample so a wide amount of information can be collected. Another advantage of using questionnaires is that they are not very time-consuming therefore; more people are likely to respond to them. In addition, they are relatively cheap to produce so the researcher will not need to worry too much about the costs. The questionnaires will be anonymous so people will not feel obliged to answer in a specific manner; hence, they will be able to express their own opinions without feeling obligated. An additional feature of a questionnaire is that people can randomly be asked to fill one out as long as they have had a job in retail. This means that no appointments need to be arranged and that the survey can be conducted at any time or place. However, there are some disadvantages with questionnaires such as the structure of the questionnaire needs to be simple and easy to understand so that people do not get confused. This could ruin the results of the questionnaire as if people misunderstand the questions or the layout they will not answer or complete it properly. If people have literacy problems, it may make it difficult for them to complete the survey accurately. Some people may leave out some of the questions, which could cause a problem when recording the data. This could also lead to the wrong conclusions being drawn to as if people skip questions the results will differ. Consequently, this will need to be taken into consideration when recording the results of the survey. Another possible problem is that the response rate is not guaranteed to be one hundred per cent so some questionnaires maybe wasted. The questionnaire will need to be short and straight to the point, if there are too many long questions it may disc ourage people from completing it as they may feel that it will take up too much of their time. One more problem with questionnaires is that they are limited so people will only be able to give feedback on what they have been asked so a different perspective may be overlooked. With the intention of preventing any issues being overlooked, two focus groups will be instigated before the questionnaires are created. This will be done with the intention to stimulate the topic and look at it from a variety of angles. The focus groups will allow for the upward and downwards approach to be put into use, as the information gathered from the focus groups will then be used to develop the questionnaire. One focus group will be made up of university students whom have worked or still work in retail; therefore, the viewpoint of part-time retail workers whom have other commitments can be established. The other focus group will consist of full time retail workers so that their perception of the issues raised can be distinguished. These group members may have responsibilities such as children, another job, a mortgage etc that is why the researcher feels it is relevant to use two focus groups. Each focus group will have between four to six group members. The focus group will be started by introducing everybody to each other, followed by a summary of the topic. A Dictaphone will be used to record the discussion so that all the information can be recorded so that nothing is left out. The following questions have been prepared to ensure that the discussion is kept on track; Q1) Where does everybody work? / Where has everybody worked? Q2) How long have you all been at these jobs? Q3) Do/did you enjoy it? Q4) What do you like best about it? Q5) What do you hate about it? Q6) Do you feel that your organisation seems to constantly be recruiting new people? Q7) Do you feel that this affects you? i.e. do you have to help train them? Are you often left with a bigger workload? How does this make you feel? Q8) When you have left a job did u receive and exit interview? Q9) Do you think this procedure would help the organisation to find out why they are loosing staffs? Q10) If you were the manager, what would you do to retain staffs? A copy of the minutes of the meeting is available in appendix A. The problems associated with focus groups are that some of the members may feel uncomfortable, as they do not know each other so they may keep their opinions to themselves. However, the researcher will introduce all the members to each other and start the conversation off in a relaxed way to help everyone feel more at ease. Another problem is that it may be difficult to get all the members together at the same time as some people maybe working or have other responsibilities like studying or children. 8.3 Pilot Study When the focus groups have been carried out, the information will be used as the foundation for the first draft questionnaire. This will then be tested in order to get feedback on it for improvements. This process will continue until all feedback has been taken into account and all the necessary changes have been made. When this is all completed, the questionnaire will go through a pilot study of about ten people to ensure that all the questions run smoothly and are not misunderstood. The final version of the questionnaire is available in appendix B. 8.4 The Survey After the required changes if any have been edited, the survey will be carried out at Charing Cross train station on a sample of one hundred people whom work or have worked in retail as a sales assistant. The people completing the survey must meet the specific criteria, which are that everybody who takes part must work or have worked in retail. The location was chosen as it is very busy and it should be easy to find a variety of people that meet the criteria that could spare five to ten minutes to fill out the questionnaire while waiting for their train. 8.5 Analysis of Data Once the survey has been carried out, the data gathered would be entered into an Excel spreadsheet where the data will be put together to analyse it and to find out what are the main reasons for employee turnover within the industry and what can be done by employers to reduce the amount of employee wastage. The data will then be evaluated in order to identify if there are any trends or relationships that can be established. This information will then be examined to find out what the industrys employees require so that employee turnover can be reduced. 8.6 Limitations It was too difficult to get a group of full time workers from different retail segments together at the same time to hold the second focus group. Some people refused to be part of it and others who said they would participate were not able to agree to a specific time where they would all be free. Therefore, only one focus group of university students could be conducted. The survey will be carried out on one hundred people whom have worked in the retail industry. In addition, the survey will be based in central London, if the survey was carried out around the whole of England, the results could differ. 8.7 Secondary research The dissertation focuses on primary research carried out by the researcher however, secondary data in the form of academic books, reports, articles and CIPD studies have been used to look at the existing trends in the labour market. Information has been gathered from various human resource textbooks to look at employees behaviours more closely and to define what factors motivate individuals within the working environment. The Internet was used to find out reliable facts and statistics about the retail industry in order to examine it closer and determine what has already been established so the researcher could identify if these trends were also shown in their research. 9. Analysis and Findings 9.1 Introduction From the information found out through the focus group, the researcher decided to use open-ended questions in the questionnaire as a means to find out what people really thought. Peoples opinions have then been categorised so that relationships can be identified more easily. One hundred questionnaires were handed out and fifty-four were handed back fully completed thus the response rate for the survey is 54%. 9.2 Demographics The results from the survey show that out of the fifty-four respondents, only 22% were male. In 2003, the retail workforce was made up of 63% females and only 37% males. (Learning and skills, research report, 2004:8) According to the survey, just over a third of the industry was made up of men meaning that women dominated the workforce. These results are not biased, as the researchers sample resembles the trends in the industry, as just over three-quarters of the sample are female. Therefore, although the gender is not evenly split, it will not affect the findings of the survey. The results of the survey also showed that the majority (fifty per cent) of the sample fell between the twenty-one to thirty age-range. However, the sample did consist of a variety of ages as shown in the graph below: This graph clearly shows that women dominate the sample and that no men over the age of forty-one took part in the survey. In fact, only seven per cent of the sample are over the age of forty-one. The under twenty category is the only age range which shows there is an even gender split; nine per cent are male and eleven per cent are female. Overall, the survey was completed by respondents with a variety of ages to ensure that different generations of workers could give their viewpoints on employee turnover within the sector. The majority of participants have no children under the age of fourteen: only seventeen per cent have children; forty-four per cent are male and fifty-six per cent are female. Out of these candidates, fifty-six per cent are married, twenty-two per cent are single and twenty-two per cent are divorced. Forty-four per cent have left the industry due to having children while twenty-two per cent are working full time and thirty-four per cent are working part-time. The thirty-four per cent that are working part-time consist of the individual that are single or divorced. These candidates have to work part-time as they are single parents and they have their children to care for. 9.3 The length of time people have worked in the industry and the amount of different retail jobs they have experienced Almost a third of the participants have worked in retail for between three to five years and only four per cent of participants have worked in the industry for ten years or more. This is a very small amount considering that the most amounts of jobs undertaken in retail by a participant were twelve. This was by only one person who worked in the industry for between five to seven years. Seventy-six per cent of respondents have had between one to four retail jobs which seems to be fairly high considering the fact that over a quarter have worked in retail for a year or less. Out of the whole sample of respondents, only eighteen per cent are still in the retail industry, which means that just over two thirds of the sample have actually left the sector and changed careers. 9.4 The reasons for employee turnover Seven per cent of the survey is still in their first retail job, of which, eighty-five per cent have only been in the first job for one year or less. These candidates are all under twenty, therefore the reason they may still be in their first retail job is that they are so young and are just coming to terms with working life. The research has shown that older candidates are likely to have had more jobs in retail as