Comparison of American and French Revolutions

Comparison of American and French Revolutions Revolution have different definition, according to the way it been understood by people/society, some people/society see the idea of revolution as less important and unnecessary, while some people/society feel there is need for revolution because revolution bring change for good and progress in a particular society, the French and American revolution is a good example of the advantage of revolution. So let me give a brief definition and explanation of revolution. REVOLUTION Revolution can be defined as the modification of a government from one change to another, because of it tyrannical and corrupt nature. Revolution can also be seen as a change in the way a country is been rule/governed, it usually to a political unit, and lead to violence or war, people forceful overthrow a government that are oppressing, taking advantage of the people, misusing their position as government and take away their freedom and rights as citizens. THE AMERICAN REVOLUTION The American continent was discovered towards the end of 15th century, in the American revolution was a political upheaval that took place between 1775-1783,the American colonies rejected monarchy and aristocracy in a revolutionary move, overthrew the authority of Britain and founded the united states of American, the American were been rule by the Britain for a very long time and were not happy with the way there been treated and needed a change so that lead to their raise for freedom and declaration of independence The American where against the colonial administration because their felt their deserve the right of the Englishmen. When the American Revolution began in 1775 the American colonists were not yet fighting for independence from Britain.instead, they were attempting to preserve their rights as british citizens which had been violated by taxation and military oppression. The complex causes of the revolution ultimately led to the colonists issuing a declaration of independence and fighting a war for freedom from British rule. After winning the French and Indian war, King George II decided that it was time to tighten Britain’s control over the colonies there were several reasons from this, one was because the Indians still posed a threat to the british government and second, the French indian war which lasted seven years had cost Britain a lot of money. The king wanted the colonies to help pay for all those expenses. The first of several laws to accomplish this was the proclamation of 1763 which forbade the colonists to move westward part the Appalachian mountain.in 1764, Britain passed a law that prevented the colonies to print and use their own money. These and several other laws passed to tighten the English reign on the colonies brought out a lot of anger and frustration.But the one law that really angered the colonists was the: STAMP ACTS OF March 22, 1765 Which taxed all kinds of printed paper /documents from wills licences, newspapers, diplomas, even playing cards. There have to pay for any printing, the colonists could not take any more so they started speaking not against the new taxes.in October of 1765, nine of colonies sent their representatives to new york city to discuss what they thought of the stamp act, they decided that the stamp act and all the other taxation laws were illegal since the colonies were not represented in the british parliament. The Declaratory Acts (March 18, 1766) Insisted that parliament retained full power to make laws for the colonies â€Å"in all cases whatever Establish that Britain had the right to tax the colonies†¦Ã¢â‚¬ the said colonies and planations in America have been,are and of right ought to be subordinate unto and dependent upon the imperial crown and parliament of great britains† The Townshend Acts (1787) The parliament passed a new series of taxes called the Townshend acts.american colonists now had to pay taxes on a number of popular british goods that they imported from English, these included items such as tea,paints,glass,ink and dyes so that there can able to pay the salaries of the judges and governors. Though these taxes were actually quite small,the outcry from many American leaders were huge. The taxes were imposed to help make the colonial officials independent of the colonist and induded duties on glass, paper and tea. Smugglers increased their activities to avoid the tax leading to more troops in boston. The Tea Acts (1773) It was a act of the parliament of great britain.its principa overt objective was reduce the massive surplus of tea held by financially troubled British east India company in its London warehouses and help the struggling company survive. A related objective was to undercut the price of illegal tea, smuggled into Britain’s worth American colonies. This was supposed to convince the colonists to purchase company tea to North America and the right to the duty-free export of tea from Britain, although the tax imposed by the Townshend acts and collected in the colonies remained in force, it received the royal assent on may 10, 1773 Colonists in the thirtheen colonies recognised the implications of the act’s provisions, and coalition of merchants,smugglers and artisans similar to that which had opposed the stamp act 1765 mobilized opposition to delivery and distribution of the tea. The company’s authorised consignees were harassed, and in many colonies successful efforts were made to prevent the tea from being landed.in boston, this resistance culminated in the boston tea party on December 16, 1773, when colonists (some disguised as native americans) boarded tea ships anchored in the harbour and dumped their tea cargo overboard.parliamentary reaction to this event included passage of the coercive acts, Coercive acts: designed to punish Massachusetts for its resistance, and the appointment of general Thomas gage as royal governor of Massachusetts.these actions further raised tensions that broke out into the American war of independence in april 1775. The intolerable acts In response to the bosten tea party, the king imposed the intolerable acts The major causes of the American revolution, the intolerable acts were the boston party act, closing the port of boston until the dutch east India company been repaid for the destroyed tea The Massachusetts government act, allowing royal officials to be tried in Britain if the king felt it necessary for fair justice; The quartering act, ordering the colonies to provide lodging for british soldiers The Quà ©bec act, expanding british territory in Canada and guaranteeing the free practice of roman Catholicism The declaration of independence The declaration opens with a preamble describing the document’s necessity in explaining why the colonies have overthrown their place as a separate nation in the world. All men are created equal and there are certain unalienable rights that governments should never violate.these rights include the right to life,liberty and the pursuit of happiness.when a government fails to protect those rights, it is not only the right,but also the duty of the people to ovefrthrow that government.in its place,the people should establish a government that is designed to protect those rights.governenrs are rarely overthrown,and should not be overthrown for trival reasons.in this case,a long history of abuses had led the colonists to overthrow a tyrannical government. The king of great Britain,george111,is guilty of 27 specific abuses.the king interfered with the colonists right to self-government and for a fair judicial system.acting with parliament,the king also instituted legislation that affected the colonies without their consent.this legislation levied taxes on the colonists.it also required hem to quarter british soldiers,removed their right to trail by jury,and prevented them from trading freely,additionally,the king and parliament are guilty of outright destruction of American life and property by their refusal to protect the colonies borders,their confiscation of American ships at sea,and their intent to hire foreign mercenaries to fight against the colonists. The colonial governments tried to reach a peaceful reconciliation of these differences with great Britain,but were continually ignored.colonists who appealed to british citizens were similarly ignored,despite their shared common heritage and their just cause.after many peaceful attempts,the colonists have no choice but to declare independence from great Britain The new nation will be called the united states of America and will have no further connections with great Britain.the new government will reserve the right to levy war,make peace, make alliances with foreign nations ,conduct trade and do anything else that nations do. THE FRENCH REVOLUTION The French revolution was a period of radical social and political upheaval in France from 1789 to 1799 that profoundly affected French, marking the decline of powerful monarchies and the rise of democracy and nationalism. Popular resentment of the privileges enjoyed by the clergy and aristocracy grew during a financial crisis following two expensive wars and years of bad harvests.demands for change were formulated in terms of enlightenment ideals and caused the covocation of the estates-general in may 1789.the first year of the revolution saw members of the third estate taking control,the assault in july,the passage of declaration of the rights of man and citizen in august,and a women’s march on versailes that forced the royal court back to paris in October.a central event of the first stage was the abolition of feudalism and the old rules,taxes,courts and privileges left over from the age of feudalism on 4 August 1789.yhe next stage was dominated by struggles between various liberal assemblies and right-wing supporters of the monarchy intent on thwarting major reforms.a republic was proclaimed in September 1792 in a momentous event that led to international condemnation. The king Louis xiv was executed on 21 january 1793. External threats closely shaped the course of the revolution. The revolutionary wars beginning in 1792 ultimately featured French victories that facilitated the conquest of the Italian peninsula, the low countries and most territories west of rhine –achievements that had eluded previous French governments for centuries.internally,popular agitation radicalized therevolution significantly,culminating in the rise of maximilien Robespierre and the jacobins.the dictatorship imposed by the committee of public safety during the reign of terror,from 1793 until 1794,caused up to 40,000 deaths inside france abolished slavery in the colonies and secured the borders of the new republic from its enemies.the reign of terror ended with the overthrow and executive of Robespierre and the other leading jacobins in the thermidorian reaction,an executive council known as the directory then assumed control of the French state in 1795 and held power until 1799.dogged by charges of corruption,the di rectory collapsed in a coup led by napoleon Bonaparte in 1799,widely seen as the final year of the revolution,napoleon went on to establish the consulate and later the first empire,setting the stage for a wider array of global conflicts in the Napoleonic wars. The modern era has unfolded in the shadow of the French revolution.french society itself underwent a transformation as feudal,aristocratic and religious privileges disappeared and old ideas about tradition and hierarchy were abruptly overthrown under the mantra of literate,egalite,fraternite.globally.the revolution accelerated the rise of republics and democracies,the liberalism,nationalism,socialism and secularism, the development of modern political ideologies and the practice of total war some of its central document. CAUSES OF THE FRENCH REVOLUTION (1) International: struggle for hegemony and empire outstrips the fiscal resources of the state (2) political conflict: conflict between the monarchy and the nobility over throw†reforms†of the tax system led to paralysis and bankruptcy. (3) Social antagonisms between two groups the aristocracy and the bourgeoisie (4) Ineffective ruler: Louis xvi, he was a poor leadership that was not performing his function as a king. (5) economic hardship, especially the agrarian crisis of 1788-89 generates generates popular discontent and disorders caused by food shortages. Financial crisis was the major and main problem why the French people raise for a change that lead to revolution. The people were having problem of poor harvest and so many people were going hungry and the king was not even showing any concern, the king was just spending carelessly, while the people of France was starving and surviving. The similarities between the French and American revolution. Both were by a clique of wealthy bourgeois anxious to pay less tax. Both used propaganda to enlist the common people as foot soldiers of the revolt: in one case the rights of man; in the other, the parallel pious platitudes in the declaration of independence Both were equally hypocritical Both were been oppressed and treated badly Both were not impress with their government/rule and wanted a change. The American and French revolution made a lot of impact in the life of people all over the world, it makes us understand that we just don’t sit down and watch when our government are not doing what there supposed to do. Everybody want a change for good.

Patterns of Images and Imagery in Macbeth :: Macbeth essays

Patterns of Imagery in Macbeth Shakespeare's Macbeth is full of different types of imagery. Many of these images are themes that run throughout the entire play at different times. Five of these images are nature, paradoxes, manhood, masks and light vs. darkness. Nature: "Thunder and lightning." This is the description of the scene before Act I, Scene i, Line 1. The thunder and lightning represent disturbances in nature. Most people do not think of a great day being filled with thunder and lightning. The witches are surrounded by a shroud of thunder and lightning. Also, the first witch asks in Line 2 about the meeting with Macbeth, "In thunder, lightning, or in rain?" The meeting will also be filled with these disturbances. The witches are also surrounded by more unpleasant kinds of weather: "Hover through the fog and filthy air" (Line 11). The weather might personify the witches, meaning that the witches themselves are disturbances, though not limited to nature. The bad weather also might mean that the witches are bad or foul ("filthy air") creatures. In Act II, Scene i, it is a dark night. Fleance says, "The moon is down" (Line 2), and Banquo says, "Their (Heaven's) candles are all out (there are no stars in the sky)." (Line 5) Darkness evokes feelings of evilness, of a disturbance in nature on this fateful night. It creates a perfect scene for the baneful murders. Another disturbance in nature comes from Macbeth's mouth, "Now o'er the one half-world / Nature seems dead" (Lines 49 - 50). This statement might mean that everywhere he looks, the world seems dead (there is no hope). It might also give him the idea that the murder he is about to commit will have repercussions spreading far. The doctor says in Act V, Scene i, Line 10, "A great perturbation in nature," while talking about Lady Macbeth's sleepwalking. This is just another example of how nature is disturbed by human doings, placing emphases on mankind (following the Humanistic philosophy). The Paradox: The witches' chorus on Act I, Scene i, Line 10: "Fair is foul, and foul is fair," is a paradox. It is also a prophecy, where one thing seems like another (the characters of the play), or about how things will change through the story (again the characters). Being so early in the play, it is a good "grabber" for the reader. Since it isn't a simple statement, it makes the reader think about the line to find some meaning for themselves. It is easier to grasp a meaning of this line further along in the book.

Psychology of Personality Essay

Psychology of personality is a branch of psychology that focuses on the study of personality and the individual differences. The main areas of focus are usually looking at individual’s psychological processes, the individual differences and studying how human behavior is similar. Personality is usually defined as well organized and dynamic set of characteristics possessed by a person that distinctively influence the cognitions, behavior in various situations and motivations. Since personality is complex and dynamic, various psychologists have come up with different theories to explain the different personality types. For the purpose of this paper, Freud’s psychoanalytic theory and Jung’s theory of personality shall be used to analyze the personality of a lady friend by the name Ann. Since most people have various personality disorders, Ann’s personality disorder shall also be analyzed. Freud’s Theory of Personality The Freud’s theory of personality illustrates that personality of a human being is made up of three structures namely; the ego, superego and id. The id contains instincts and it is usually unconscious. The ego develops after the id and is considered to be the executive branch of personality since it uses reasoning to make decisions. Both the ego and id have no morality but the superego is the structure that contains morality as it takes into account whether something is right or wrong. The superego is also referred as the conscience since it has the ability to judge whether something is right or wrong. According to Freud’s theory of personality, personality is established at around five years of age. Studies suggest that the early childhood experience influence human behavior and continue to do so through out the whole life (Mitterer & Coon 2008). Further studies illustrate that behavior of a person develops through a series of childhood stages and the driving force during the stages is usually the psychosexual energy. Incase all the stages are completed successfully, healthy personality develops and if not, fixation occurs which leads to a personality disorder. These stages of development include the anal, oral, phallic, latent, and genital stage. Some of these stages shall be discussed comprehensively while analyzing Ann’s personality. Jung’s Theory of Personality Jung is psychologist who accomplished much but his personality theory of introversion and extroversion gained a lot of recognition and overshadowed the rest of his work. His theory suggests that introversion and extroversion are opposing attitude types that make a person to behave in a particular way. According to this theory of personality, human behavior is controlled by the introversion and extroversion attitudes. He defines an introvert as someone who is quite aware of the inner world and does not give much thought to the external world. An introvert attitude is usually more concerned with the subjective appraisal and considers dreams and fantasies more. On the other hand, an extrovert is usually characterized by the outside movement of the psyche energy. An extrovert attitude places more importance on the objectivity and at the same time gains a lot of influence from the outer environment than the inner cognitive processes. Nonetheless, the theory suggests that it is still possible for one person to have both attitudes though more often than not one must be overshadowed by another. The four functions of the personality theory namely, thinking, feeling, sensation and intuition were combined so as to come up with the eight personality types. Discussion Ann is a twenty five year old lady who currently works as a research scientist. She is very competent and productive, and since she was employed two years ago, she has received a number of awards due to her competency. She happens to be the first born in the family of four and has been brought up by very strict parents. Though she loves people, she mostly prefers to be alone and in social functions she prefers to remain calm and only talks with people close to her. She spends most of her leisure time reading or watching television when she is not studying. She can make a very good friend but once angered she reacts aggressively and she can put up a fight very first. In addition, she is quite independent and barely shares her things with other people. However, many people usually complain of her reserved and cold nature but she is quite orderly and maintains high level of cleanliness. In application of the Jung’s theory of personality, Ann displays more of an introvert attitude than that of an extrovert. While making decisions, Ann takes her time analyzing the available options and is not easily influenced by the outside factors which display an introvert attitude as illustrated by Jung’s theory of personality. She often makes a decision which suits her best, without giving much consideration to what others may think of her. Moreover she works best while alone and does not prefer social functions unless when it is very necessary. A person with such behavior is classified as an introvert by the Jung’s theory of personality (Gelpi 1993). While applying the Freud’s theory of personality, some of the behavior that characterizes Ann’s personality can be attributed to the experiences she passed through during the early childhood stages. The fact that she holds a lot of mistrust toward people illustrates that the care takers did not feed her on demand during the oral stage. However, during the anal stage, she received the appropriate toilet training hence the reason why she is quite competent, productive and orderly (Dumont, Wedding & Corsini 2007). Personality Disorder A personality disorder is often described as an enduring pattern of inner experiences and behavior that seems to deviates from individual’s culture and sets in during early adulthood or adolescence stage (Dobbert 2007). Since most of these behaviors are pervasive and also chronic they usually cause impairment in the daily life. A study of Ann’s life shows that she most probably suffers from a paranoid personality disorder. It is a disorder that is characterized by agoraphobia, depression and substance abuse as illustrated by the studies of (Dobbert, 2007). Ann displays most of the symptoms associate with paranoid disorder because she does not trust people, gets angry quickly especially if she thinks that she is being deceived, thinks that people are untrustworthy, she is always serious and secretive, and always analyzes every gesture and conversation to look for the hidden meaning. The above mentioned Ann’s personality traits illustrate that she suffers from paranoid personality disorder since the same symptoms characterize the disorder are part of the diagnostic criteria of the disorder. Conclusion and Recommendation Psychology of personality is very important since it helps in understanding different personalities as illustrated by the different behaviors. In psychology, there are many theories that have been established to explain different personalities. Despite the fact that all have the same goals some contain controversial ideas. However, they are still very helpful. In this study, the Freud’s theory of personality which illustrates that early childhood experiences shape the behavior of a person has helped in understanding the personality of Ann. It was possible to deduce that her mistrust originates from her oral stage as her caretakers did not feed her on demand. Such an experience makes an infant to lose trust on people. Jung’s theory of personality helps in understanding that the reserved nature of Ann is a result of an introverted attitude. In addition, the study has been of great help since it was possible to realize that Ann’s pervasive behavior of excessive mistrust is as a result of a paranoid personality disorder. References Dobbert, L. D. , (2007). Understanding personality disorders: an introduction. Westport, Greenwood Publishing Group. Dumont, F. , Wedding, D. & Corsini, J. , (2007). Current Psychotherapies. Stamford, Cengage Learning. Gelpi, D. L. , (1993). Committed Worship: Adult Conversion and Initiation. Collegeville, Liturgical Press Mitterer, J. O. & Coon, D. , (2008). Introduction to Psychology: Gateways to Mind and Behavior. Stamford, Cengage Learning.

Hrm as a Strategic Partner - Free Essay Example

Sample details Pages: 11 Words: 3286 Downloads: 7 Date added: 2017/09/20 Category Advertising Essay Type Analytical essay Did you like this example? Man 2145 Assignment 01 Topic -Critically discuss the importance of HR Management to transform from being primarily administrative and operational to becoming more strategic contributor. In addition examine the current role of HR function. Due date- 24th April 2010 Name- Suntharamurthy Vishakan Student ID- SUVID91 3115 Table of contents 1. Introduction3 2. Discussion4 2. 1 Personnel management4 2. 1. 1 Functions of Personal management4 2. 2 Transform of personnel management to Human resource Management6 2. 2. 1 Change in competitive environment7 2. 2. Cultural differences7 2. 2. 3 Embracing new technology8 2. 2. 4 Flexibility and Diversity8 2. 2. 5 Controlling costs 9 2. 2. 6 Global economy9 2. 2. 7 The strategic significance10 3. 3 Current Role of HRM11 2. 3. 1Functions of SHRM12 3. 4 HR as strategic partner13 2. 4. 1 Strategic Business Plan13 2. 4. 2 Strategy Development and Implementation14 2. 4. 3 What are required of HR as Strategic Partner? 14 2. 4. 4 Continuous Improvem ent15 2. 4. 5 SHRM and Competitive advantage15 2. 4. 6 Some Real world examples of Successful firms using SHRM 16 2 Conclusion17 References18 1. Introduction Purpose of this report is to critically discuss the importance of HR Management to transform from personnel management to becoming more strategic contributor and examine the current role HR function. Personnel management is Personnel Management is the phase of management, which deals with the effective control, and use of manpower as distinguished from other sources of power. HRM is a strategically-driven process of acquiring, training, appraising and compensating employees, and maintaining good labor relations, health and safety. HRM directly addresses the business related issues or functions. Strategy is normally a long term plan that shows the path to achieve the stated goals and objectives. HRM is the key to ensure the existence of the organization in this challenging business world. HRM is a separate department which ma nages the entire work force of an organization. This report has completed based on the SHRM practices and factors influenced personnel management to transform towards a Strategic partner. Real world examples are been used to illustrate the importance of SHRM as a strategic partner. Maximum information is used to complete these tasks. Internet, HRM reports, journals, Books, and newspapers are the sources of information used in the project. 2. Discussion 2. 1 Personnel management The word Personnel Management is popular with different names such as Labor management, Staff management, and Industrial management and in modern times as Human Resources Management Personnel management was focused on employment contracts, disciplinary issues and compensation. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. Personnel management is often consid ered an independent function of an organization. (Page West Bernhadrdt, 2009) * The welfare aspect This is concerned with the working conditions and basic enmities such as housing, schooling, hospitality, sanitary, canteen, creches, handling personnel problems and the recreational facilities. The labor or personnel aspect This is concerned with recruitment, placement of employees, remuneration, training and development, promotions, incentives, measuring productivity and individual performance. * The industrial relation aspect This is concerned with trade union, negotiations settlement of industrial disputes, joint consultation and collective bargaining Personnel management can include administrative tasks that are both traditional and routine. 2. 1. 1 Functions of Personal management Personnel management is different from HRM. Personnel means persons employed. Hence, personnel Management views the man as economic man who works for money or salary. Human resources management t reats the people as human beings having economic, social and psychological needs. Thus HRM is broader in scope compared to personnel management. 2. 2 Transform of personnel management to Human resource Management Human resource management has changed in name various times throughout history. The name change was mainly due to the change in social and economic activities throughout history. The beginning of Personnel management can be traced to the distress about utilization of people functioning in factories and was set up through law of the land in most of the countries to deal with issues pertaining to grievances and welfare of the workmen. As the dynamics in relationships linking trade unions and management distorted the personnel management tasks grew away from welfare to other areas such as guaranteeing harmonious industrial relations and valuable personnel administration. During this period the prominence was on planning and observing conformance to rules and procedures. Pag e West Bernhadrdt, 2009) Social, economic, and technological events also strongly influence HRM practices. These events include: An expanding cultural diversity at the work-place, The emergence of work and family issues, The growing use of part-time and temporary employees, An increased emphasis on quality and team-work, The occurrence of mergers and takeovers, The occurrence of downsizing and layoffs, The rapid advancement of technology, An emphasis on continuous quality improvement and A high rate of workforce illiteracy. These events influence HRM practices in numerous ways. For example: * Some firms are attempting to accommodate the needs of families by offering benefit options like maternity leave, child care, flextime, and job sharing. * Some firms are attempting to accommodate the needs of older workers through skill upgrading and training designed to facilitate the acceptance of new techniques. * Some firms are educating their employees in basic reading, writing, and mat hematical skills so that they can keep up with rapidly advancing technologies. 2. 2. 1 Change in competitive environment The last three decades saw, the changes in the competitive environment brought concerning by rising competition, which resulted in accessibility of wide option for clients and that in turn, gave a new aspect to marketplace, customers’ preference, which in result forces companies to constantly innovate and provide the kind of value to customer that competition cannot match. 2. 2. 2 Cultural differences The global business environment today is a multi-cultural one. While general business considerations are essentially the same the world over, business styles differ greatly from country to country. The global style of business is mixed with the multi cultural people. Organizations employees, executives, salespeople, technicians to negotiate or make contracts with little or no understanding of the cultural differences in the ways people communicate and do business with each other. Due to this HRM has to be more dynamic in terms of recruiting, training and developing the employees to assure that they can function effectively anywhere around the world. (Millmore, M, M, 2009) (2003 Southwestern College Publishing. ) 2. 2. 3 Embracing new technology Technology is forcing firms to become more competitive. At every instance there are innovation taking place. The rate of change is rapid. Organizations have come a long way from applications of Lasers to optic fibers. Some systems where IT helps HRM are: * Systems for e-recruitment; * On-line short-listing of applicants; * Developing training strategies on-line; * Psychometric training; * Payroll systems; * Employment data; * Recruitment administration; * References; * Pre-employment checks. This has forced personnel management to be more strategic where to include IT in their Strategic planning of the Company and the HRM. 2. 2. 4 Flexibility and Diversity Before two or three decades a major trend emerged where employers were seeking increasing flexible arrangements in the hours worked by employees due to an increase in number of part-time and temporary contracts and the invention of distance working. The workforce and patterns of work are becoming diverse in which traditional recruitment practices are useless. In recent years, growth in the use of internet meant a move to a 24/7 society. This created new jobs in e-commerce while jobs were lost in traditional areas like shops. This meant an increased potential for employees to work from home. Organizations need to think strategically about the issues these developments raise. HRM‘s role will change as changes occur. (Millmore, M, M, 2009) 2. 2. 5 Controlling costs Investment in a new technology, intellectual capital and efforts for globalization has increased pressures on companies to lower cost as well as improve productivity. Among the above investments, labor cost is the largest expenditure of any o rganization, especially in service and knowledge intensive companies. So organizations have started using approaches such as down-sizing, outsourcing and employee leasing and productivity enhancement. All these have direct impact on Policies and practices change in labor management. 2. 2. 6 Global economy Todays global economy also influences some aspects of HRM. Many firms realize that they must enter foreign markets in order to compete as part of a globally interconnected set of business markets. From an HRM perspective, such organizations must foster the development of more globally-oriented managers: individuals who understand foreign languages and cultures, as well as the dynamics of foreign market places. These firms also must deal with issues related to expatriation, such as relocation costs, selection, compensation, and training. With this shift in business dynamics, the awareness sunup on companies that people and their knowledge is the only source of sustainable comp etitive advantage, as other resources related to materials, equipment, technology, finances etc. have proved short lived in the absence of human capital capable of deploying these resources effectively and efficiently. Companies now bank on peoples domain knowledge combined with their awareness of markets for developing innovative new products services and thus creating enhanced value proposition for customers. This marked change in attitude of managements saw the emergence of concept of Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality. Personnel management traditionally is aimed largely at non-managers, where as HRM treats management development as an equally important issue. Traditionally personnel management viewed organizational culture and leadership as issues concerned with organizational development, where as HRM highlights responsibility for managing organization culture and leadership issues. HRM concerns with setting consistent HR policies which reflect and communicate â€Å"core values† of the company. It is through building culture and sharing common values among people that companies are trying to ensure that their acts and decision are based on best interest of the company rather than stressing on conventional rules and procedures, thus achieving the element of speed. (Baron Armstrong, 2007) 2. 2. 7 The strategic significance However more and more companies have begun to view the issues such as organization development, employee development, direct employee communication and involvement, performance management etc. s deliverables of well conceived HR strategy. In the industries where there is a strong correlation of intellectual capital and success at marketplace, the companies took HRM altogether to a different plane of strategic importance where the role of HR is clear in achieving overall strategic g oals of the company. There are yet some other industries where companies think that industrial relations are still the major concern in people area, traces of traditional personnel management functioning can be seen in practice. However, in general across the industries, there has been a shift in attitudes of personnel / HR professionals and the aspect is gaining importance at strategic level. (Boxall Purcell, 2008) 2. 3 Current Role of HRM Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay, benefits, training, and administration. Human resources may also provide work incentives, safety procedure information, and sick or vacation days. Strategic human resource management is essential in both large and small companies. In small companies, this may be as simple as the owner or m anager taking a little time every day to observe, assist, and assess employees, and provide regular reviews. Larger companies may have a whole department in charge of human resources and development. By meeting the needs of the employees in a way that also benefits the company, it is possible to improve the quality of staff members. Taking the effort to provide employees with the tools they need to thrive is worth the investment. ORGANIZATIONAL PERFORMANCE MANAGERIAL COMPETENCIES * HR Professional Competence * Business -related Competence Technical Human Resource Practices ices Theoretical Framework for Strategic Human Resource Management Strategic Human Resource Practices ORGANIZATIONAL CONTEXT VARIABLES * Firm size * Level of Technology * Union Coverage 2. 3. 1 Functions of HRM Strategic Role: * develops and promotes policies, standards and good practices in the management of civil servants; and * implements these policies through discussions, explanations, guidelines, regulati ons and circulars. Central roles: determines and communicates overall Human Resource Management policy and standards of best practice * advises departments on the implementation of policies and the development of their Human Resource Management plans * formulates pay and conditions of service, fringe benefits and allowances and also deals with proposals for changes to structures of grades/ranks and for creation of directorate posts in the light of advice from independent standing bodies * Deals with appointment, promotion and discipline relating to senior positions, taking into account the advice from the Public Service Commission. It also processes cases relating to staff complaints, early retirement, legal assistance for civil servants, and benefits for retired civil servants * ensures service-wide comparability between grades and ranks with similar responsibilities * manages the Administrative and General Grades * consults with major staff associations(Boxall Purcell, 2008) T o play all these roles HR has several functions as follows: * HR plan * Recruitment * Selection * Induction * Motivation * Performance appraisal * Training and development Compensation management * Industrial relations * Health and safety(Relly) 2. 4 HR as a strategic partner 2. 4. 1 Strategic Business Plan To some organizations, strategic planning is a way of life. To others, it’s an exercise. To almost all, it’s a requirement. Strategic planning allows agencies to map out where they are, where they want to go, and how they plan to get there. The strategic planning process varies from agency to agency. * Develop Human Resource plans and strategies aligned to the organization’s strategic direction and business strategy. Provide tools and tactics to enhance execution of these strategies * Integrate human resource management with current and pending legislation and socio-political changes. * Integrate human resource management with general organizational managemen t. * Manage the interface between human resource management processes and systems. * Formulate and communicate human resource management policies. * Act as the conscience of employer with respect to public issues. * Scan the environment and identify emerging trends that ill affect the organization and the management of people therein. * Assess the long-term impact of short-term decisions on people. * Express the philosophy and values regarding people management in the organization. 2. 4. 2 Strategy Development and Implementation Full participation of HR people in strategy development and implementation promotes HR as strategic partner. Ensure that HR Manager and HR professionals: * contribute to business decisions * develop business acumen to understand how a profitable business is run * are customer-oriented learn how to link HR practices to your organizational business strategy Strategic planning allows agencies to put down on paper where they are, where they want to go, and how t hey plan to get there. But the best planning in the world does nothing for an agency if it does not act on those plans. Strategic implementation of human resources management means performing activities that support agency mission accomplishment and measuring how well those activities contribute to achieving agency strategic goals. (Boxall Purcell, 2008) 2. 4. 3 What are required of HR as Strategic Partner? These are among the important ones Recruiting the right employees. Align corporate values to the recruitment strategy. * Well-developed competencies of the workforce, and their relevance to organizational core business. * Participative culture where HR initiatives fully support the overall strategic plan. * Effective use of information technology. * Effective leadership through appointment of the right HR Head. Identification of human resource practices that make HR as strategic partner, namely, serving the business needs of the organization. Discard ineffective HR practices tha t do not contribute to the success of the organization. (Office of State Personnel, California, 2008) ] 2. 4. 4 Continuous Improvement HR management requires continuous improvement to ensure it retains its relevance as strategic partner. Capable and committed people are needed at every level in order for this to happen. Senior management support is crucial to ensure that human resource becomes the organizations strategic partner. It is said that nothing changes except change itself. Change is inevitable for the continued success of your organization. Manage them well to avoid or minimize disruption in your organizations activities. 2. 4. SHRM and Competitive advantage Baron Armstrong, (2007) define sustainable competitive advantage (SCA) as â€Å"long-term advantage over the organization’s competitors which is achieved by offering unique value†. Therefore, competitive advantage can reasonably be defined as per above, but not necessarily long-term/sustainable. Universa l (best practice) Organizations create competitive advantages by integrating a suitable ‘HRM bundle’ of best practices into the firm’s overall structure. The ‘HRM bundle’ typically includes ‘high ground’ elements of HRM, some of which may include: * A goal of employee commitment; A goal of organic structure and functional flexibility; * A goal of quality; and * A goal of integrating corporate objectives and HR objectives. In theory, successful integration of the above practices into a firm will ultimately result in an environment in which HRM actually helps to determine strategy (rather than just implement it). The validity of this framework is commonly substantiated by drawing causal relationships between, for example, motivation and customer satisfaction, or other relevant factor Contingent (best fit) As per the â€Å"best practice† framework, except that in this instance best practice is contingent on the firm’s situa tional environment. The competitive environment, industry and workforce structure interact to create a specific context in which HRM adds competitive advantages Organization-specific (unique) Baron Armstrong uses the resource-based theory of sustainable competitive advantage to posit that intellectual and human resources are sets of attributes (i. e. he knowledge, training and experience of a firms employees), and that they can provide the firm with sustainable competitive advantages. The firm must control the resources. (Baron Armstrong, 2007) 2. 4. 6 Some Real world examples of Successful firms using SHRM SAP (Australia) * Annual employee conference where everyone participates in developing the Company’s vision and strategy; * Staff and managers jointly compile business plans; * Staff and management jointly manage performance evaluations; and * Bonuses linked to ‘rated’ customer satisfaction system; Pepsi-Cola International Adopts a common values approach to HRM, to enhance competitiveness; * Has a multinational vocabulary that unites staff from different cultures and countries; and * Has identified 11 success factors for performance measurement and management. Apple Computer (USA, Europe, Pacific) * Adopted a growth/prospector/high-tech strategy for HRM; * Facilitated rapid HR growth by â€Å"fattening† corporate structure to create opportunities while simultaneously maintaining innovative spirit; and * Removed original founders in the best interest of the Co. nd its strategies. 3. Conclusion Once a HR professional said that â€Å"The most powerful of the strategic configurations of power remains people you must work on developing an organizational spirit de corp. that aligns the hearts and minds of your staff with the aims of the business† The report has shown that the people are the asset for a company and to improve that asset the HR have transformed as a strategic contributor from personnel management. The report also has showed the other factors which influenced this transform. In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. The project also illustrates the importance of HR as a strategic partner through some real world examples, trend of SHRM and by explaining how the SHRM provides a competitive advantage to the companies. The project also analyzed the current role of HR functions in a critical way by providing an understanding of contemporary HR theory and issues, by showing awareness of political, social and ethical issues. . References Books Baron, A. and Armstrong, M. (2007) Human capital management. London: Kogan Page. Boxall, P. and Purcell, J. (2008) Strategy and human resource management (2nd edition). Basingstoke: Palgrave Macmillan. Millmore, M. , Lewis, P. and Saunders, M. (2007) Strategic human resource management: contemporary issues. Harlow: Financial Times/Prentice Hall. Pa ge West, J. N. , Bernhadrdt. (2009). An ascendant view of human resource management as a critical content dimension in new venture strategy. Bingley: Emerald group of publishing. Journal articles Reilly, P. (2008) Strategic HR? Ask yourself the questions. HR Director . No 44, February. pp12-14, 16-17 Richards, J. (2007) Aligning HR with the business: two steps forward, one step back. IRS Employment Review. No 866, 2 March. pp6-12. Online document HR as a Strategic Partner for Organizations of the Future (n. d). Retrieved April 22, 2010, from https://www. hewittassociates. com/Intl/AP/en-IN/KnowledgeCenter/ArticlesReports/hr_strategic_partner. aspx Office of State Personnel, California. (2008, Don’t waste time! Our writers will create an original "Hrm as a Strategic Partner" essay for you Create order