Developing Yourself as an Effective Human Resource Practitione Essay Example for Free

Developing Yourself as an Effective Human Resource Practitione Essay The CIPD developed a map depicting the HR profession that signifies the skills, knowledge and behaviours needed by those in HR and Learning and Development professionals. The two inner core professional areas in the HRPM, Strategy Insights and Solutions and Leading HR, requires a deep understanding of the business activities, strategies and plans to drive business performance through the delivery of human resource strategy and solutions. Leading HR in particular focuses on the organisation requirements and that human resources employees are fully engaged, working collaboratively and all understand the drivers that create value within the organisation. Both of these core areas are to be reflected within all HR roles at any stage of a successful HR career regardless of location or working within an organisation or alongside one. The other 8 professional areas identify the knowledge and skills required within each band level to provide specialist HR assistance. There are 4 band levels, each band level signifies professional competence and is linked to the professional areas within said band level at every stage of the professionals HR career. To progress from one band to another there are three transitional pathways that identify what the professional must follow in order to progress. There are 8 behavioural areas clustered into 3 groups that identify how professionals at the relevant band level in their career need to carry out their duties and make a contribution to their organisations success. They include; Band One; Personally Credible; Builds a reliable reputation using experience and expertise and does so with integrity and in an objective manner. Collaborative; Works effectively with colleagues, customers, and individuals both within and outside of the organisation. Driven to deliver; Demonstrates a strong work ethic, consistent in their duties and take accountability for delivery of results. Plans, prioritises, monitors performance and holds others accountable for delivery. Band Two; Advises on and manager HR related issues and has a clear understanding of the evaluation process. Whilst at band two, the professional will demonstrates the Personally Credible and Driven to Deliver Behaviour Areas seen in Band One while also demonstrating other Behaviour Areas; Courage to Challenge and Skilled Influencer. Courage to Challenge; Shows confidence and courage to speak and challenges others when confronted with unfamiliar circumstances. Skilled Influencer; Demonstrates the ability to influence and to gain commitment and support form a wide range of diverse stakeholders for the organisation benefit. Band Three; Requires the professional to show a high understanding of the Behaviour Areas Courage to Challenge and Skilled Influencer. These are to be demonstrated at an expert level before progressing to the band level 4. The professional has the skills to lead in a Behavioural area and addresses key HR challenges at an organisational level. Band Four; Professionals are required to be an expert in their field, lead and manage the professional area or the organisational responsible for developing and delivering organisational and HR strategy. The professional is required to cover 3 Behavioural areas; Role Model, Curious and Decisive Thinker. Role Model; leading by example and implying sound personal judgement in all interactions. Curious; Demonstrates an active interest in the internal and external environment, shows a willingness to learn and active in the development of self and others and organisation levels and individual. Decisive Thinker; Demonstrates the ability to analyse information quickly and constructively to make defendable decisions using knowledge, experience and personal judgement. As a learner just starting out my HR career my experience and knowledge is limited and I believe to sit at Band One on the HRPM. Band One supports colleagues with administration duties and effectively manages data and is customer driven. The Professional Areas suited for Band One insure that all people within the organisation possess and develop the skills and knowledge to progress not only within the organisation, but their career by becoming motivated to learn, grow and perform. High performance within the organisation is promoted by rewards that are equitable and cost effective, given when rewarding skills, capabilities, performance and experience. While Band One focuses primarily on Performance and Reward and Learning and Talent Development as professional areas, the HRPM also depicts that the behaviours at Band One level are to be achieved. These include; Personally Credible, Collaborative and Driven to Deliver. The two core Professional Areas (Strategy Insights and Solutions and Learning and Talent Development) are at the very heart of any HR professional and should be the core values of any professional undertaking a HR career or an expert in their field.

History of Globalization

History of Globalization INTRODUCTION: Historical Background of Globalisation For developing countries, globalization means integration with the world economy. In simple economic terms, globalization refers to the process of integration of the world into one huge market. Such unification calls for the removal of all trade barriers among countries. Even political and geographical barriers become irrelevant. At the company level, globalization means two things: (a) the company commits itself heavily with several manufacturing locations around the world and offers products in several diversified industries and (b) it also means the ability to compete in domestic markets with foreign competitors. In the popular sense, globalization refers mainly to multi-plant operations. International Monetary Fund defines globalization as the growing economic interdependence of countries worldwide through increasing volume and variety of cross border transactions in goods and services and of international capital flows and also through the more rapid and widespread diffusion of technology. Charles Hill defines globalization as, the shift towards a more integrated and interdependent world economy. Globalization has two main components- the globalization of market and the globalization of production. Interdependency and Integration of individual countries of the world may be called as globalization. Thus globalization integrates not only economies but also societies. The globalization process includes globalization of markets, globalization of production, globalization of technology and globalization of investment. Globalization encompasses the following: Doing or planning to expand, business globally. Giving up the distinction between the domestic facilities on a consideration of the global outlook of the business. Locating the production and other physical facilities on a consideration of the global business dynamics, irrespective of national considerations. Basing product development and production planning on the global market considerations. Global sourcing of factors of production, i.e., raw materials, components, machinery/technology, finance etc., are obtained from the best source anywhere in the world. Global orientation of organizational structure and management culture. A company, which has gone global, is called a Multinational (MNC) or a transnational (TNC). An MNC is, therefore, one that, by operating in more than one country, gains through Research and Development (RD), leading to substantial production, marketing and financial advantages in its cost and reputation that are not available to purely domestic competitors. The global economy views the world as one market, minimize the importance of national boundaries, raised capital and market wherever it can do the job best. To be specific, a global company has three characteristics: i) It is a conglomerate of gathering multiple units (located in different parts of the globe) but all linked by common ownership. ii) Multiple units draw on a common pool of resources such as money, credit, information, patents, trade names and control system iii) The units respond to some common strategy. Nestle International is an example of an enterprise that has become multinational. It sells its products in most countries and manufactures in many. Besides, its manager and shareholders are from many nations. The other MNCs whose names can be mentioned here are IBM, GE, McDonald, Ford, Shell, Philips, Sony, and Uniliver. Stages of Globalization/globalization process Globalization does not take place in a single instance. It takes place gradually through an evolutionary approach. According to Ohamae, globalization has five stages. They are: 1) Domestic company exports to foreign countries through the dealers or distributors of the home country. 2) In the second stage, the domestic company exports to foreign countries directly on its own. 3) In the third stage, the domestic company becomes an international company by establishing production and marketing operations in various key foreign countries. 4) In the fourth stage, the company replicates a foreign company in the foreign country by having all the facilities including RD, full-fledged human resources etc. 5) In the fifth stages, the company becomes a true foreign company by serving the needs of foreign customers just like the host countrys company serves. 6) Thus, globalization means globalizing the marketing, production, investment, technology and other activities. ECONOMIC ENVIRONMENT Economic globalization refers to the increasing economic interdependence of the national economies across the world through the rapid increase in the cross-border movement of goods, service, technology and capital. Whereas, it is centered on the diminution of international trade regulations as well as the tariffs, taxes, and other impediments that suppresses global trade, it is the process which increasing economic integration among countries, leading to the emergence of a global marketplace or single world market. Depending on the paradigm, economic globalization can be viewed as either a positive or a negative phenomenon. Economic globalization comprises the globalization of production, markets, competition, technology, and corporations and industries. Current globalization trends can be largely accounted for by developed economies integrating with less developed economies, by means of foreign direct investment, the reduction of trade barrier as well as other economic reforms and, in many cases, immigration. As example, Chinese economic reform began to open China to the globalization in the 1980s. Scholars find that China has attained the degree of openness that is unprecedented among the large and populous nations, with competition from foreign goods in almost every sector of the economy. Foreign investment helped to greatly increase quality, knowledge and standards, especially in heavy industry. Chinas experience supports the assertion that globalization greatly increases wealth for poor countries. As of 2005-2007, the Port of Shanghai holds the title as the Worlds busiest port. Economic liberalization in India refers to ongoing economic reforms in India that started in 1991. As of 2009, about 300 million people-equivalent to the entire population of the U.S-have escaped extreme poverty. In India, business process outsourcing has been described as the primary engine of the countrys development over the next few decades, contributing broadly to GDP growth, employment growth, and poverty alleviation. SUPPORT AND CRITICISM In general, corporate businesses, particularly in the area of finance, globalization as the positive force in the world. Many economists cite statistics that seem to support such positive impact. For example, per capita Gross Domestic Product (GDP) growth among post-1980 globalizing countries accelerated from 1.4 percent a year in the 1960s and 2.9 percent a year in the 1970s to 3.5 percent in the 1980s and 5.0 percent in the 1990s. This acceleration in growth seems even more remarkable given that the rich countries saw steady declines in growth from the high of 4.7 percent in the 1960s to 2.2 percent in the 1990s. Also, the non-globalizing developing countries seem to fare worse than the globalizes, with the formers annual growth rates falling from highs of 3.3 percent during the 1970s to only 1.4 percent during the 1990s. This rapid growth among the globalization is not simply due to the strong performances of China and India in the 1980s and 1990s-18 out of the 24 globalizers expe rienced increases in growth, many of them quite substantial. Economic liberals generally argue that higher degrees of political and economic freedom in the form of free trade in the developed world are ends in themselves, producing higher levels of overall material wealth. Globalization is seen as the beneficial spread of liberty and capitalism. Jagdish Bhagwati, a former adviser to the U.N. on globalization, holds that, although there are obvious problems with overly rapid development, globalization is a very positive force that lifts countries out of poverty by causing a virtuous economic cycle associated with faster economic growth. Economist Paul Krugman is the staunch supporter of globalization and free trade with a record of disagreeing with many critics of globalization. He argues that many of them lack a basic understanding of comparative advantage and its importance in todays world. EFFECTS OF GLOBALISATION Globalization is both beneficial and harmful for different stakeholders. Globalization has both benefits and limitation. Benefits of Globalization: (1) Free flow of capital: Globalization helps for free the flow of capital from one country to the other. It helps the investor to get a fair interest rate or dividend and the global companies to acquire finance at lower cost of capital. Further, globalization increases capital flows from surplus countries to the needy countries, which in turn increase the global investment. (2) Free Flow of Technology: As stated earlier, globalization helps for the flow of technology from advanced countries to the developing countries. It helps the developing countries to implement new technology. (3) Increase in Industrialization: Free flow of capital along with the technology enables the developing countries to boost-up industrialization in their countries. This ultimately increases global industrialization. (4) Lower Price with High Quality: Indian consumers have already been getting the products of high quality at lower prices. Increased industrialization, speed up of technology, increased production and consumption level enables the companies to produce and sell the products at lower prices. (5) Cultural exchange and demand for a variety of products: Globalization reduces the physical distance among the countries and enable people of different countries to acquire the culture of other countries. The cultural exchange, in turn makes the people to demand for a variety of products which are being consumed in other countries. For example, demand for American pizza in India and demand for Masala Dosa and Hyderabadi Birayani and Indian styles garments in USA and Europe. (6) Increase in Employment and Income: Globalization results in shift of manufacturing facilities to the low wage developing countries. As such, it reduces job opportunities in advanced countries and alternatively creates job opportunities in developing countries. For example Harwood Industries (US cloth manufactures) shifted its operation from US (paying wages $ per hour) to Honduras (wage rate was 48 % per hour). However, advanced countries can specialize in producing high technology product resulting in enhancement of employment opportunities. For example, Microsoft Cell Phone in USA. (7) Higher Standards of Living: Further, Globalization reduces prices and thereby enhances consumption and living standards of people in all the countries of the world. Though the globalization process produces a variety of benefits/advantages, developing countries including, India have bitter experiences. These bitter experiences are due to the disadvantage of Globalization. Limitation of Globalization (1) Heterogeneity of Problems: A major hurdle in the path of globalization is the absence of a universally accepted set of solution of the problems which have to be tackled. Some of these problems happen to be political and social ones, but even their solutions have economic implications. Frequently, the proposed solutions are such that some countries view them as more harmful than beneficial. Usually, the developed countries are not ready to share the gains of globalization with developing ones on an equitable basis and this hinders a smooth transition to globalization. (2) Reluctance of Developing Countries: The developing countries, on their part, have the bitter experience of being forced into giving trade and non-trade concessions to the developed countries at the cost of their own interest. They realize that, with them, the developed countries want to have free trade and not fair trade. The developed countries keep finding fresh reasons for adding to the trade disadvantages of the developing countries. (3) Non- Economic Hurdles: Any form of economic integration, by its very nature, necessitates a corresponding compromise of national sovereignty; and it is more so in the case of global economics integration. This poses a very difficult and often unacceptable choice for national governments. For example, a national government may find itself forced to abandon measures for providing food security, or jobs during a natural calamity, etc. (4) Factor Mobility: Globalization necessitates unhindered international factor mobility. Developing countries feel that unrestricted mobility of capital and finance can be damaging for them; while developed countries are apprehensive about the effects of unrestricted immigration of low wage labor. In other words, while globalization is expected to bring about free factor mobility and factor price equalization, most countries are apprehensive about such phenomena. (5) Social Security: With globalization, it becomes increasingly difficult for a government (particularly of a developing country) to create and finance a social security system. Such like provisions tend to lose their priority in a market-oriented globalization. (6) Risks and Uncertainties: Progress towards globalization is also hindered by uncertainties relating to a possible shift in political and economic philosophy of some member countries; the fear of nationalization by the MNCs, the resistances to cultural invasion associated with unrestricted inflow of foreign capital and enterprises, and so on. (7) Infrastructure: Provision of economical and efficient infrastructure is essential for economic development. However, the responsibility of providing it remains essentially with the government of country. Therefore, there is a risk that a poor country, which is not able to provide infrastructure for inviting foreign investment capital, may remain perpetually poor and suffer from inferior terms of trade in the bargain.

Character Traits of Elizabeth Proctor Essay -- essays research papers

Character Traits of Elizabeth Proctor   Ã‚  Ã‚  Ã‚  Ã‚  In the late sixteen hundreds, the fear of witchcraft was a major concern amongst New Englanders. Arthur Miller’s book, The Crucible, tells the story of a town’s obsession with accusing innocent people of witchcraft. All the accusers were young females who claimed they were attacked by demonic specters. Members of the community supposedly sent out these evil spirits, but in reality, the girls were doing it as sport. One such person accused was Elizabeth Proctor, wife of John Proctor, known throughout the community to be a noble woman. Throughout the book Elizabeth proves to be honest, untrusting of others, and determined.   Ã‚  Ã‚  Ã‚  Ã‚  Elizabeth’s honesty proves to be an important factor all through the book. This honest woman only lies once throughout the entire book. She tells this lie to Danforth in order to protect her husband’s reputation from being blackened in the village. Her honesty proves true when she is sent to jail for witchcraft, and she discovers she is pregnant. When she tells Danforth he says â€Å" There be no sign of it- we have examined her body† (92). In the last act, while talking to her husband, he asks â€Å"The child?† She then replies, â€Å"It grows† (134). This proves she was being honest while in jail. Another instance of her honesty is when she is charged with being a witch. Although the punishment was less severe for admitting to being a witch rather than claiming to be innoc...

Supervision Essay -- Business, Supervision, Routine Problems

The salesman's job often requires to produce innovative solutions to non routine problems every day sales team have to face the different and challenging customer as there were many other brands for the same medicine therefore, sales person have to try utmost to convince to prefer the brand for medicine and accomplish sales target. Every sales jobs of course, demand more innovativeness than others sales person should be very clear about his product its efficiency and effectiveness must have know how Though the demand for innovativeness is inherent in the job, the impact of that demand on the salesman's well-being and performance is influenced by company policies and management actions. Evan’s (1974) one of the elements of supervisory style is the rate of communication between the sales manager and his salesmen. No matter whatever is the medium of communication among supervisor and sales force, telephone conversations, or written letters and memoranda, the more probable the salesman is to understand and implement and appreciate his supervisor's demands and his company's policies particularly those relating to his evaluation, compensation and endorsement. Empirical findings from several previous studies support the connection between performance feedback provided by supervisors and salespeople's role clarity second type of supervisory control focuses not on sales output, but rather on salespeople's reactions. The more frequent the communication between the salesman and his superiors, the more likely it is that he will feel that he has an input into policy decisions affecting his position in the company. One variable that reflects how the firm's authority stru cture is total number of departments that can modify the terms of a sa... ...much value in close supervision and it does not lead to greater subordinate satisfaction (Harris, 1967). Thus, the theory suggests that the more a subordinate values a supervisory behavior, the more employees responsive to it, and consequently the stronger is the relationship between the behavior and subordinate satisfaction argue that experienced salespeople were fewer likely to have feelings of ambiguity and therefore, were less likely to need close supervision. In contrast, less experienced salespeople were more possible to have feelings of ambiguity and to value initiation of structure to a greater level. Robert’s (1978) Less experienced salespeople therefore, would be more active and alert to the supervisory behavior so the author expect initiation of structure to have a greater outcome on the role clarity and job satisfaction of less experienced salespeople.

Helen Gardner :: Helen Gardner Essays

Helen Gardner In act one scene one we discover that Helen is a very down to earth type of person as she says â€Å"when I find somewhere for us to live I have to consider something far more important than your feelings. . . .The rent†, this shows that she is thinking about the more important things in life, she is also emphasising the letter â€Å"I† which is implying that she is a lot better than her daughter, this also shows that she has a roof over Jo’s head. The beginning of this play shows that Helen enjoys drink, â€Å"pass me a glass Jo† the first thing that she thinks about is alcohol, this shows that if she can afford to buy whisky then she may have been able to find a better place for them to live, although the accommodation isn’t very appropriate it still provides Jo with a roof over her head, we also get the impression that she is an unfit parent as her priorities should be towards her daughter and not towards alcohol. Helen feels that Jo owes her a lot, Jo feels the total opposite, and there is not a close relationship, Helen feels that she deserves respect from Jo, most people may think that as Helen is Jo’s mother then Jo does owe her a lot but most people would think that Helen owes a lot to Jo as she hasn’t really been there for her daughter all these years, but as an adult Helen does deserve respect from her daughter no matter what she has done, because at the end of the day Helen did bring Jo into the world and has brought her up to be what she is now. As we can see in act one Jo shares a bed with Helen this is a redeeming quality because if Helen despised Jo that much she wouldn’t be willing to do this, because at the end of the day the both need somewhere to sleep. Helen has a very negative view on life as she says, â€Å"that’s where we all end up sooner or later†, this was related to Jo trying to decide where to put her bulbs, she felt that the best place to put them was in a cold dark place, the cold dark place meaning to Helen a grave, this is yet another reference of death which Helen seems to use. I think that by being a prostitute and sleeping around is a way for Helen to find someone to love her, she craves it. Helen seems to be addicted to men, She gives Jo a distorted view on

Employee Engagement

Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage.An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that th e airline value is a product of meeting the employee’s needs on a satisfactory level.Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question a s to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover.By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein & Hughes, 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell).According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in ret aining and attracting employees at Southwest Airlines.This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position.Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie i s worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value.Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants.Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could n ot retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly).This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization.Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding i s the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles & Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controversy (Hallowell).The third variable researched in the Southwest Airline case study, is the organization’s capabilities to creat e value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hall owell).The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Human Resource Management , 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Switzler, A. , (2008).Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest CEO risks Employee Engagement Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage.An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that th e airline value is a product of meeting the employee’s needs on a satisfactory level.Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question a s to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover.By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein & Hughes, 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell).According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in ret aining and attracting employees at Southwest Airlines.This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position.Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie i s worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value.Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants.Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could n ot retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly).This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization.Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding i s the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles & Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controversy (Hallowell).The third variable researched in the Southwest Airline case study, is the organization’s capabilities to creat e value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hall owell).The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Human Resource Management , 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Switzler, A. , (2008).Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest CEO risks

Descriptive Essay: “My Professor” Essay

On a Monday afternoon, after discussing my computer science project with my professor, I find myself seated in a visitor’s chair in his office on the second floor of the Glatfelter Hall. The professor is about to leave the room to grab some books and a cup of coffee, but he allows me to stay. (Seeing myself as a professor in the future, I enjoy hanging out in my professor’s office.) I am facing the door. Nothing is blocking my view. Twenty feet in front of me, the hallway intersects my vantage point, so I’m able to see students and professors moving left and right like pedestrians on a New York City street corner. Quickly, I put my computer science notebook in my backpack, get my ASUS pro-book, and create a blank document in Microsoft Word. My viewpoint is set and I now begin looking for subjects. My computer clock reads 4:13PM. To my left I can see wooden shelves of well-thumbed books on java, c++, unix, linux, a stack of Wired magazines, a coffee maker and a coffee mug, an out of box macbook air and an amazon box. In the hallway, coming from right, two short and skinny Asian looking males (subjects# 20130128/1 and 20130128/2) appear in view. As they head in my direction, I can hear their excited chatter in Chinese. With little smiles on their tan faces, they greet me. Straight black hair frames their flat faces with a narrow nose and wide cheekbones. They do not find the professor at his desk, so I tell them that the professor is expected to be back shortly. With the excited look in the faces, the subjects introduce themselves to me as Chang and Lionel. Wearing boat shoes, worn and tattered jeans and t-shirts with intricate logos, the subjects mention recently returning to campus from the study abroad program in Florence, Italy. In a few seconds, they leave and I do not see them again. Read Also:  Ideas for Descriptive Essay At 4:25 pm, suddenly, a pigeon-chested male, age 35-40,( subject# 20130128/3, â€Å"the Professor†) with a height of about five feet and eleven inches, a rectangular body shape and a flat stomach smiles, walks toward me and settles to my right into a height-adjustable, blue swivel chair with armrests. In front of him, I notice a chestnut brown, cluttered desk that could easily accommodate four people, but is accommodating around forty four thousand pages of books, exams, and magazines. I see no personal touches on his desk. There are no pictures or little knickknacks. Instead, a seventeen-inch black Lenovo monitor, with two slim speakers on each side, sits in the middle of the desk top. He mentions that he would like to use my help as a assistant in one of his introductory courses this semester. Politely, I nod. Sitting in his chair, the subject is lifting his coffee to his lips, taking baby sips. With his thick-framed glasses, his close-set, brown eyes carefully examine the computer screen directly in front of him. Intently focused, he barely blinks. Bushy dark black hair frames a square face, with a cleanly-shaven rounded chin, a pointed nose, lopsided lips, and large ears. The face is not handsome, but rather engaging in its varied features. Casually attired in a dark blue polo shirt, navy blue jeans, and black sketchers with a lace-up closure, he is dressed for comfort, function, and minimal maintenance rather than for appearance. His chair has a tilt-function, but he is sitting straight as if he is in the economy seat of a Boeing airliner. His long fingers are slowly moving on the keyboard, suggesting no errors. Hanging around the back of his chair is a black, weathered rain jacket and a hook of an umbrella indicating his awareness of today’s rain forecast. Suddenly he stands up. Intelligent, scruffy, intense, and abstracted, he stares on the blackboard to his right. With a small piece of chalk in his hand, he writes feverishly the points that would like to explain in the colloquium this week. His handwriting is terrible: he is block-printing each letter like a junior draftsman. Intensely occupied with his work, he seems oblivious to my presence. A few seconds later, he sinks back into his seat and stares back into the screen. An attractive blond female student (subject # 20130128/2) appears at the door. We make an eye contact and smile at each other. She is wearing an orange and blue Gettysburg track and field sweatshirt, crinkle blue tight jeans, a snug and agile pair of pink, Nike running shoes. She makes an eye contact with the professor, greets him, and the two begin chatting. I pick up pieces of the conversation. Seeming to ignore my presence, the student is explaining that last night’s electronic homework was delayed because her computer crashed. Professor, with a mildly flippant attitude but underlying seriousness, squeezes a genuine smile: he seems to be giving the benefit of doubt to the student, although his look tells me that he has a well-honed bullshit detector. Unlike the hurried words from student, he speaks slowly using a careful word choice and without contradictions, is sensitive to the nuances and precision of language, but not devoid of empathy. Interestingly, both appear intent on avoiding eye contact, and after a few minutes, sensing the conversation is coming to a close, she looks up at him again as a sign to leave, and, seeming to receive assent, turns around to exit. I eye my computer clock. It reads 4: 47 PM. I sit for three more minutes. Nobody is around now, the professor back at his computer. I conclude my mission, shut down my laptop, say goodbye to my professor and head out of the room.