Enhancing Competitive Abilities for Airline Companies

Enhancing Competitive Abilities for Airline Companies Case of Air China Abstract This study examines the strategic, performance and learning issues confronting the Air China, in the aftermath of the Open Skies agreement between China and the United States. It uses a comparative perspective of United Airlines to examine Air China and the Chinese airline industry in context of ‘open skies, and in contrast to the wider global airlines industry. This is a questionnaire based study that uses both qualitative and quantitative data but relies more on the latter. The study is limited in its scope and implications primarily due to a small sample size, and the resulting inability to use inferential statistics. The study provides some focused recommendations on strategic thrusts and choices that could augment Air Chinas growth and performance as an international player. Chapter 1: Introduction 1.1 Background In the year 2008 the aviation industry forecasts show that Air China is the only Chinese airline that is likely to make a profit. Even Air China the Chinese flagship airline has been underperforming on international routes for some time now. While air travel is increasing on the backs of economic growth and the Olympic Games, fuel prices and competition under the ambits of international agreements like the ‘open skies between the US and China seem to have found Chinese airlines on the back foot for the moment. The fast expansion of the Chinese aviation market has seen investment flow in and international parties becoming interested as partners, investors and competitors in the sector. Chinese Airlines have responded with forays such as exploring alliancing, and strategic restructuring to respond to this duality of opportunity and threat. The open skies agreement in general implies â€Å"unrestricted access by any carrier into the sovereign territory of a country without any written agreement specifying capacity, ports of call or schedule of services† (Murali, 2005). Thus, theoretically, when the skies are open, any foreign airline can land any aircraft at any airport, with no restrictions on frequency and seat capacity. The frame of reference for the US China open skies agreement is the central provinces of Anhui, Hunan, Hubei, Jiangxi, Henan, and Shanxi. As per the terms of the agreement they are completely open to US airlines. Being open to the American enterprise means generous funds flow but harnessing this implies capturing the air routes and the passenger traffic. Major US airlines including the United maneuver to do this with their greater experience, resources and air traffic exposure alongside Chinese airlines. The latter have the advantage of being domestic players and thus have the local advantages that come with the same (Ahmed et al, 2006). Coordination and configuration issues also affect highly transnational international airlines in both positive and negative ways (Porter, 1985, 1986). One is by having greater experience of reaching out to new markets and the other is inevitable increasing challenge of synthesis and adjustment as each fresh market is encountered. The domestic flagship carrier Air China also has the advantage of national prestige just like Lufthansa has for Germany and British airways for Great Britain: â€Å"Air China is the only airline company which carries the national flag to fly. It has the first rank of brand value among domestic airline companies (the world brand laboratory evaluated it in 2006 as 18.896 billion RMB), and it is among the leading position of air passenger transport, freight transport and related service† (airchina.com, 2008). The advantage shows in it being at least better performing than other domestic airlines. However, the international experience and resource strength of players like the United Airlines is considerable. United operates more than 3,700 flights a day on United, United Express and Ted SM to more than 210 U.S. domestic and international destinations from its hubs in Los Angeles, San Francisco, Denver, Chicago and Washington, D.C hubs (AsiaTravel.com, 2007). With key global air rights in the Asia-Pacific region, Europe and Latin America, United is one of the largest international carriers based in the United States. United is also a founding member of Star Alliance With the Star alliance, United is clearly in elite company where international code sharing, passenger traffic movements, innovations, and control of international hubs are the forte of a group of heavily resourced carriers. International alliancing is rather nascent as a strategy in the case of Chinese airlines with Air China having but recently joined the Star Alliance. Furthermore, within the Star Alliance also competition is not nullified among alliance partners. With the squabbling over alliances in domestic market viz. between Air China and China Eastern Airlines, the market seems dangerously susceptible to foreign takeovers unless either performance improves or government takes safety measures through anti-trust clamp down. The trust in a government safety net have often resulted in airlines facing major crisis like for instance, the German carrier Lufthansa in 1990s where a leadership change and strategic turnaround of a seminal nature were required to save it (Mintzberg et a l, 2003). With the domestic carriers making a loss even for the flagship carrier Air China it is imperative to make sure that it does not sit easy on its asset of existing brand recognition that stems primarily from carrying the national flag. It is reported, at present in the Chinese and American aviation routes, the domestic operators is relatively disadvantaged. Neither the passenger transportation nor freight transportation have been able to raise profits and even made losses, the situation being particularly acute in the Chinese context. Low occupancy in flights returning from the United Stated is just one reason among other operational and strategic aspects like fuel prices, customer preferences, quality perceptions, pricing, and alliancing effects, to name a few(ATKearney, 2008). Since the open skies agreement the need to strengthen the Chinese airlines competitive position has been seen as key to both the airline industry and to the validation of the strategic intent of China to successfully globalize its key industries. 1.2 Motivation The aviation agreement between China and the US signals the intention of the Chinese Government to take on global competition for larger gains. With a five fold increase in airline frequency proposed over six years commencing the onset of the agreement in 2004 it is probably the right juncture to examine the state of the Chinese airline industry in the aftermath of this strategic drive. Air China being the flagship carrier makes for an ideal setting to be examined with a comparative frame of reference of United Airlines of the United States. The agenda is to look at strategies, performance, and impact across a range of indicators to reflect on competitive performance, and issues therein for the Chinese aviation industry. The perspective of the China US agreement is also a case that has implications for other open skies agreements that China has entered into like with the European Union in 2005. The consequences of Chinas opening up and joining the World Trade Organization in 2001 are also implied in issues, challenges and performance related reflections that are to stem from this study. The motivation for this study in its chosen research site of Air China, in a comparative reference with united airlines in the main, and under the US-China open skies agreement is thus of great relevance to industry and economic scenario. 1.3 Research Questions In light of the aforesaid the following research questions will deliver the examination of Chinese Airline industry. This in context of the open skies agreement using the case of Air China in the main, with a comparative reference to United Airlines, and with a view to generate implications for the Chinese aviation industry as a whole. What has been Air Chinas strategy in light of the open skies agreement? What are the issues affecting the performance of Air China in particular and of the Chinese airlines in general, in the aftermath of the open skies agreement? What are the issues affecting Air Chinas global brand development and recognition? What are the lessons that Air China can draw from United Airlines as a sample of what the Chinese airline industry can learn from more experienced international carriers? The first two research question clearly relates to the examination of Air Chinas strategic choices in light of the open skies agreement and how these have resulted in the realized performance. The next question relates to the idea of stretching of the domestically acquired- flagship status based, brand recognition into an internationally acclaimed brand. A key indicator for the same is quality and value that is associated with the brand. The final question is in the domain of lessons learned more-so strategic lessons in the aftermath of the open skies and with a comparative context of more experienced transnational carriers. This completes the loop by looking at learning in context of strategic choices and performance 1.4 Outline of the Dissertation This dissertation presents a literature review in the next chapter. The chapter takes off by a review the global airline industry, open skies agreement and the airlines under purview with reference to past information and research. This is in addition to and an extension of the background presented here. The literature review then contextualizes extant research broadly in the areas of strategy, organisation learning and transnational aspects as discussed under the discussion on research questions above. The methodology and approach chapter that follows the literature review moves forward to discuss how the indicators from a synthesis of the literature review are developed into an instrument, and associated, data, sampling, approach and methods in analyses aspects, among other aspects. The findings chapter provide an objective outlay of the analysis from a questionnaire study and then the discussions chapter provides and interpretative discussion on the same. Finally the conclusions reflect back on the aims of the research as operationalised under the research questions to also provide recommendations for strategy and for future research in the area. Chapter 2: Literature Review 2.1 Global Airline Industry, Open Skies and Air China The AT Kearneys (2008) report on the global outlook for the airline industry presents several noteworthy points. It posits that returns are lower than the cost of capital, and that oil prices have caused a dramatic decline in US business conditions with consumer confidence at an all time low since 2001. It further argues that growth looks better in emerging markets like China, tight credit norms are affecting U.S and Europe while excess capacity is a big issue to tackle with efficiency lifts being very critical across the board. In addition the argument for open skies to intensify competition is also driven home. This comprehensive scenario suggests that there is an opportunity for airlines in the growing/emerging markets to usurp dominant international carriers if they pull their act together. The overall crisis scenario has more negatives for the bigger carriers that are outside emerging markets. However, experience, network and resource muscle are keeping them ahead. The Chinese a irline market is probably the biggest opportunity to gain fresh turf and revenues given its relative robustness in recent times. The Chinese flagship carrier ‘Air China today is the new generation of what was the â€Å"Air China† established on 1988. It has come together as a merger of the erstwhile Air China, National Aviation Company and China Southwest Airlines. With this strategic reshaping event in the aviation history of China that happened in 2002, air China has taken giant leaps in trying to become a globally recognized player in the airlines industry over a short time frame. Its sustained profitability is a matter of pride and a signifier of the potential in and of emerging markets. Despite global downturns in profitability which have been a concern for Air China also, its performance is much better than most other global and all domestic players (Airchina.com, 2008). The company has strategic targets that indicate its ambitious designs despite its nascent lineage. However, these, that of competitive lead, continuous quality, service and profitability improvements with unique and memorable experiences for customers (Airchina.com, 2008) are but rather generic across airlines and also conjoint agendas. Operationalising this strategy has seen quality impetus that we will discuss later, trying to learn from and network with other airlines, among others. This national carrier of China has joined the Star alliance in 2007 and its cooperation with leading airlines around the globe has seen it expand massively to nearly nine hundred locations around the globe. It has its catch phrases to help keep strategy and performance feedback simple and translatable into new initiatives and improvements. One such aspect is to do with service and is called ‘four hearts- implying reassurance, satisfaction, easiness and sensation (Airchina.com, 2008). Other config uration aspects that link with the sales network expansion, working to fine tune the much used frequent flyer tactic, and using supplier and partner networks to improve capacity utilization and efficiency. It has tried to outdo professional and technical capacities deployed by international airlines, whether it be pilot and staff training, motivating service operations and innovations through awards, and as aforesaid, using symbolic emblems for quality in general that can make the strategic intent transmittable through the organisation at all levels. Branding at a global level has always been a concern worked at audaciously with domestic dominance never being in question (Ahmed et al, 2006; Airchina.com, 2008). In 2007, Air China reported an increase of about fourteen percent in its operating revenue. The growth in passenger and cargo services fuelled by economic growth and also the impending Olympics seem to have contributed. Managing efficiency to make sure that capacity utilization and efficiency in operations given the fuel crisis deliver to their best might have paid off to some degree. However, rising operating costs have taken hold given the oil price scenario. While hedging has helped counter fuel price impact it is not a stable measure (ATKearney, 2008). The current scenario is not bleak by far the overtime trends are of concern given the uncertainties that prevail in the aviation market and the intensifying competition under the open skies agreement. Air China has focused on transfer traffic to increase passenger uptake while opening up steadily on international routes. Nearly thirty five percent of its routes are now international operating across nearly thirty countries. The revenue chunk from domestic operations stills makes the bulk. Having joined the Star Alliance recently Air China has made path breaking improvements in quality, service and has upgraded both its fleet and support infrastructure like under the new terminus at Beijing also hosting the alliance. The operating performance of Air China is markedly higher than other Chinese airlines including Eastern China Airlines. Domestic competition had defeated efforts at alliances here but the climate of uncertainty that has had international airlines pitching for co-operation saw Air China enter the prestigious Star Alliance. The inclusion was also triggered by promise in the emerging markets as aforesaid. Being the largest carrier in China with over 20000 employees and well trained crew who are more abreast with international service norms and issues holds Air China in good ground when making internationalization efforts. Domestic market is a stable resource mooring for the Airline that seeks to become a globally renowned brand in the industry. It makes for a perfect alliance partner for international majors given that at the onset of the decade China was recorded to have the highest percentage increase in passenger traffic of about 11.50%. US on the other hand had the lowest at -6.30% (Ahmed at al, 2008). Since 9/11 things have finally shaken the slumber in the U.S but fresh crisis of rising fuel prices and capital crunch have nullified the recovery. 2.2 United Airlines: The lineage and Chinese Context United is one of the oldest airlines. It claims its genesis in W.T. Varneys airmail operations in the later 1920s. United went with the fortunes of the times whether it be the Wars or the economic boom thereafter which saw rapid expansion on the one hand and monopolistic competition on the other. The 1970s were true crisis times for United as it went through several leadership hands and tried to remain afloat during turbulent economic times. The era of stability thereafter has seen United become the largest employee majority owned company in the world. While this has had positive implications on service quality, it is also not without its downsides. Arguably employee lobbies resulted in factionalism at times but overall the service philosophy due to this ownership has taken great leaps, and the ‘friendly skies slogan got replaced with a more ambitious slogan of ‘rising. This was probably as much aspiration based as it was given deregulation across the World. New economies and markets beckoned with domestic competition being as intense as ever. The 9/11 crisis probably hit the United the hardest. However, with government support, employee cooperation and smart financial management United managed to stay afloat and recover as a strong player in the international market. While it shares the industry downturn of recent times, experience and employee ownership hold it in good grounds to face competition and explore new markets (United.com, 2008). In March 2008 United Airlines won the duel with other US based airlines like the Continental- to run daily flights between Washington D.C and Beijing. The implications for the United home the Dulles airport is massive. This includes a boost through employment among other things much needed in the slumping economy. With the Beijing Olympics then just around the corner this meant even more money. Despite the open skies agreement the number of carriers from US in Chinese air space are limited by the government and the routes that open up thus draw fierce competition amongst prospective airlines (asiatravel.com, 2007). Besides increasing communication, this has special implications for international carriers that are facing the brunt of global oil price rise and uptake of luxury class travel (ATKearney, 2008). The forecast of emerging markets being the place to be discussed before has seen airline industries queue up for the Chinese airspace. The success is not only in winning amongst peers but also by getting a bulk of revenue off Chinese airlines like Air China who have local advantages but when it comes to international travel where the clientele is mixed they have less experience. The bids draw great political clout that pitch in with one airline or the other. With nearly 90000 people moving between China and Washington the market is serious. Us airlines like Continental, American and Northwest are serious contenders for the overall Chinese air space and are carving out their own niche for instance the connection between Shanghai and New York that continental offers (Asia travel.com, 2007). The star alliance connection between Air China and United comes to the fore here as this alliance allows United to access more routes around Beijing. Clearly the alliance has a cooperation agenda at the fore but competition remains within alliance partners also. On the one hand they rope in customers based on loyalty points, better cumulative resource strength, and wider route configurations, among others while on the other they vie for getting more and more alliance passengers as primary to themselves. 2.3 Network effects, Quality and Service Value Quality drives with an international value paradigm are a key indicator of aspirations to become a globally renowned brand. Network effects like that of prestigious alliances and by virtue of passenger traffic in the area given events such as the Olympics and generally favorable economic climate also augment the potential. Air China identified key business activities to enhance service quality and by extension value perceptions in customers. These were: â€Å"flight service (including off flight), people management (employee satisfaction leading to better customer service); supplier network management; technology adoption and integration; passenger perception management; and customer satisfaction measurement and complaint handling† (Ahmed et al, 2006). Under these, customizing services for individual customers is considered important. At the same times basic satisfying aspects are to be ensured before specialist and high order services are to be configured. This is in line with the ‘hygiene -motivators theory of Frederick Hertzberg (1959). Working to deliver a unique experience through incorporating attractive cultural aspects that are also internationally appealing has also been on the agenda fueling creative insights and challenges in the process. It has not been without innovation meeting efficiency and operational bottleneck for example to stretch customer choices by providing onboard menus that met with some embarrassing failures to keep adequate stock of items. This was reworked with considerable focus on database management to record past preferences. Employee satisfaction and involvement at this stage is pivotal as they are central to service and in the airline business front end employee interface is critical for rep eat business and reputation building. The people management agenda at Air China is closely juxtaposed with quality, the role of the manager in tying together people, and productivity and excellence stemming from motivated employees are all key tenets practiced with the adage that performance and quality issues begin at the top (Ahmed et al, 2006). As far as network effects are concerned the company seeks to establish long term relations with suppliers for stability, assuredness and cost effectiveness. The product life cycle of the key artifact the aircraft also merits such an approach. Improvement needs, maintenance needs and incorporating new technology are connected issues where in-house capabilities are also important. The excellence 2008 programme works to look at technology as a nonhuman aspect and emphasizes the need for connection with people as pivotal in realizing developing capabilities. Processes and initiatives are kept simple for easy of delivery and communication from the staff and to the customer respectively. The network effects Air China seeks stretch out to the customer through loyalty programmes and horizontally to partners with exchange and amalgamation of routes, loyalty points and information among others (Airchina.com, 2008). Brand image as a natural and desired culmination of the aforesaid efforts takes number one priority, followed by scheduling which is closely connect with capacity utilization and efficiency. Interestingly pricing is at number six preceded by on and off board services and plane model (Ahmed et al, 2006). Clearly the agenda is to drive on quality first and be realistic about the associated price. This is a model very distinct from low cost short haul airlines and also some airlines in other emerging markets like Russia. This is also a bold step that underlines the agenda for brand recognition through quality and service value with a close perspective on customer needs. 2.4 Organisational Learning: Strategic Choices and Performance feedback Organisational learning is understood as learning within the organisation and is complimented by the idea of learning by organisations as a distinct concept (Cyert and March, 1963; Senge, 1990). Overall the literature on learning with reference to organisations has a rather expansive lineage that is outside the scope of this study. In context of this study it is important to keep in mind the context that of learning from competitors and partners, learning from the experience of initiatives like those related to quality within the organisation, and learning from past direct and indirect experiences to counter environmental threats. These three issues will be central to the main research site Air China in context of learning. Competitive, growth and recognition aspirations that we have broadly contextualized so far will be of concern The literature on organisational learning and learning by organisations as distinguished above can be viewed from several lenses. The first is the human development lens which is at the heart of Air Chinas people management orientation that drives everything else. The emphasis on simplifying inputs, delivery and adoption are all tied into the concern of this perspective. The individuals orientation, capacities and motivation to learn are at the core of this lens. Also the stages and enablers that make learning effective are design issues to be implemented and monitored (e.g. Kolb, 1979; Argyris, 1978, 1986, 1992; Talbot and Harrow, 1993; Dixon, 1994). The management science is essentially about information management. It is important to generate feedback from processes and operations again an important but not central issue. This is because while people management is supposed to motivate this automatically at Air China, the importance of effective processes to say generate employee and customer feedback cannot be ignored (e.g. Huber, 1991; Nonaka and Takeuchi, 1995). There are other lenses like the one that looks at organisation as a societal being and another that considers organisation from a productivity perspective only as far as learning is concerned (Easterby Smith, 1997). Both have consequences for efficiency and performance but alone do not suffice to deliver the needed learning for sustaining performance (e.g. Pettigrew, 1973; Hedberg, 1981; Talbot and Harrow, 1987; Buzzell and Gale, 1987). Easterby Smith (1997) has generated other perspectives from his extensive review of the growth of body in learning with reference to organisations. These include cultural and strategic lenses that are critical to appreciate given the globalization agenda to hand. The cultural multiplicity within organisations and the areas they operate is juxtaposed with increasing competitiveness as globalization becomes the order of the day for design and configuration of organisations and their goals (e.g. Shibata et al, 1991; Hamel and Prahalad, 1989,1993). While I explore these lenses here in context of the Chinese aviation industry and Air China in particular it is useful to refer back to the comparative frame of United Airlines being used. The context of learning also becomes important as experiences, the feedback and the realization of this feedback into improvements are not imitable but need to be adapted (Nickerson and Zenger, 2002; McDermott and ODell, 2001). With Air China drawing on conventional strategic and tactical threads used in the airline industry to fuel its mindset in this nascent stage of development care should be taken to recognize that it is a different organisation especially when indirect (experience of other airlines) are learned from (Schwab and Miner, 2001; Rogers, 1997). This is important because learning needs to translate into fine tuning the strategic frame. Choices that work need to be distilled from choices that dont. However there is the simplicity agenda to contend with here (Miller, 1993). Overtime this implies bracketing and focusing on an industry wide panacea or select aspects which are considered pivotal to performance while others are made dormant. A non-performing element whether it be pricing that takes a back seat to people management may be the cutting edge one is looking for when the aspect of employee management has been honed by all competitors to an extreme. Innovations lie in such dormant aspects and creativity within the organisation needs to be fuelled to encourage bouncing of new ideas outside the confines of what is taken as doing well in the present time (March, 1991; Miller, 1990, 1993). The globalization agenda makes this even more crucial as performance feedback is subject to more ambiguity than ever before. Outside once domestic arena interpretation of performance is often more difficult and mistakes can be costly. For Air China its bold steps like alliancing, technology and excellence drive that seems to be driven around dominant features of what has worked in the Airline industry may be risky. The learning agenda from United that is decades older than it could be to examine the shocks it faced when threading a similar path rather than what works for it and other more experienced transnational airlines (Mintzberg, 1979) 2.5 The transnational context: Establishing global recognition and competitiveness Globalization is a phenomenon that most industries and major companies therein choose, strive for and adapt to. On the one hand lies the legacy of domestic or local experience and competencies shaped in that mould, while on the other lies the challenge to customize and adapt this ‘strategic configuration to market realities of different international markets (Mintzberg, et al, 1998; Mintzberg, 1979). The multiple subsidiaries and spread across countries creates the need for multidimensional competencies that are flexible. These also come with the principle competency of being able to choose the right mix and leverage it to local realities. The relationship between intermediaries and with the parent /home unit is important resource strength. The perspective of being able to adapt, and at the same time identify with the parent organisation brings to the fore the important aspect of creating a balanced interdependency (Bartlett and Ghoshal 1987). Going trans-national thus needs to be a carefully crafted initiative with the aforesaid issues and a host of variables to be considered. These variables include the economic climate, and industry level variables. Baden fuller and Stopford (1991) provide a set of considerations that impact on the profitability of a global strategy (figure 1). While these are generic considerations that point that is again emphasized in shaping of this framework is that competing in the transnational market is a very distinct foray than domestic competition. Being a domestically profitable and successful firm will not imply that the same success will be repeated in the international market (Rangan, 2000). The company has to carefully stretch and leverage (Hamel and Prahalad, 1993) its value set and configurations (Prahalad and Hamel, 1990) so as to maintain a balance between the stability of its configuration and at the same time coordinate the diverse subsidiaries to gain maximum synergy and interdependent benefits (Porter, 1986). Air China with its nascent lineage that goes back just two decades, in its present form it being around for only a few years has a lot of lessons to draw on. Its dominance as the dom estic player in China has spurred it on but its transnational success is still an early call to make. The importance of being part of the Star alliance brings a novel perspective to going transnational. The interface with more experienced airlines and the trade off of benefits from hosting each other in home countries is mutually beneficial. Alliances are crucial not only given the airline industry needs but also they bring a novel enabling and risk averse perspective to global business. How this tells on competitiveness amongst the partners is also rather unique in the case of the ai

Managing the individual performance within organisations

Managing the individual performance within organisations Managing individual performance in organisations has focused on estimating performance and distributing reward, with effective performance which is seen as a result of interaction between individual ability and motivation. By and large, it is recognised that planning and enabling performance have a critical effect on individual performance. Managers use several techniques to find out performance and effort of employees. Performance appraisal is process which is taken by managers to review performance and formalize it. Performance management has critical effect on individual performance and in this case also on company goals. In this part of assignment performance appraisal and performance related pay will be described in depth. Pay Strategy Provide market competitive compensation that incorporates both salary and non-salary benefits, such as healthcare, retirement, life insurance, disability insurance, annual and sick leave, and other optional benefits. To assist in the administration of compensation plans, most organizations utilize some type of formal pay structure.   A formal pay structure provides the framework and formal structure for assessing jobs and grouping similar jobs together.  Ã‚  Factors used in grouping jobs within a pay structure often include: Complexity Responsibility Level of Suspension Accountability Organisational impact Market Value The two most common forms of pay structures are Grades and Bands.  Ã‚  The distance between the minimum and maximum of a pay range is called the range spread.   Grades typically have very narrow range spreads, while  Bands have very broad range spreads.   This has led to the commonly used term of broadband to describe the range of pay rates within a structure using a band approach. (http://www.hr.vt.edu/compensation/HYPERLINK http://www.hr.vt.edu/compensation/compmgt/comp_philosophy/index.html compmgt/comp_philosophy/index.html) For those employees who were with Virginia Tech around 1999 2000, you may remember when the state switched from pay grades to pay bands.   Unlike the old pay grade system where an increase in responsibilities often meant a promotion to the next pay grade, pay bands represent a much broader range of different types of jobs and levels of responsibility.   As you can see in the illustration below, in a grade system Job A and Job B are in different pay grades.  Ã‚  However, in pay band system such as we currently have at Virginia Tech, Job  A and Job B are in the same pay band.   Please notice however that even though the pay band is the same, there is still a significant difference in the target salary level due to the differences in the level of responsibility and job content of the two jobs. ( http://www.hr.vt.edu/compensation/ compmgt/comp_philosophy/index.html) The key points here are: Its not necessary to be moved from one band to another in order to receive a significant salary increase and Just because two positions have different levels of responsibility/complexity/etc, does not necessarily mean that they should be different pay brands. Figure 2. Pay Structure Grades and Bands www.hr.vt.edu/compensation/compmgt/images/L_grades_bands_med.jpgimgrefurl Performance appraisal Robert Bacal, Performance Management A Briefcase Book, (1999, p.12) tells Performance appraisal is usually considered to be the process and time when manager and employee sit down to review the employees performance over the last year, or month, or even shorter time spans. Most of the time people think of it as a once a year event, which is a recipe for disaster. Traditionally performance appraisal systems have provided a formalised process to review employee performance. This normally requires the manager and employee to take part in a performance review meeting. Why Should You Appraise Performance According to Dessler and Walker (1999, p.452) there are several reasons to appraise performance. First, appraisals provide information upon which promotion and salary decisions can be made. Second, they provide an opportunity for you and your subordinate to review the subordinates work-related behaviour. This in turn lets both of you develop a plan for correcting any deficiencies the appraisal might unearth, and reinforce the things the subordinate does right. Finally, the appraisal should be central to your companys career plan because it provides a good opportunity to review employees` career plans in light of their exhibited strengths and weaknesses. Performance Appraisal System flow In performance appraisal meetings, several of methods are used to document, or record, or summarize performance discussions, rating scales, critical incident summaries, etc. All these methods are gathered and processed by similar system flow. P.A Handbook (1995, p.8) describes performance appraisal system flow: Planning Developing Employee Performance Appraisal Plans (EPAP) Elements Standards (Benchmark Performance Standards) Employee Participation Documenting Elements and Standards Monitoring Feedback during the Performance Year Progress Reviews Developing Employees Formal Development Informal Development Rating Eligibility Interim Appraisals Rating Critical Elements Rating of Record Discussion with Employee Reconsideration Process Action Based on Performance Rewarding Performance Links to Other Personnel Actions Dealing with Poor Performance Figure 1. The Performance Appraisal Cycle (John Shields, 2007, p: 23, Managing employee performance and reward) As seem above performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance and feed into business planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also happen at the same time the business planning for the next trading year. Performance appraisals are also essential for career and succession planning, staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims and encouraging positive relationships between management and staff. Goals of the Performance Appraisal System According to Beer, Russell and Ralph (1995, 23) the process of performance management is one of the most important leadership responsibilities. The performance appraisal system has three primary goals: Provide a helpful structure, open and honest communication between the employee and his/her supervisor Improve employee development through performance feedback and through the identification of future professional development activities Measure and document job performance as a basis for making promotion, compensation and other personnel management decisions Dessler (2006, p.336) Managing employee performance is an integral part of the work that all managers and rating officials perform throughout the year. It is as important as managing financial resources and program outcomes because employee performance has an extreme effect on both the financial and program components of any organization. Beer, Russell and Ralph (1994, p.24) the effectiveness of appraisal systems hinges on a range of different factors. Three most common reasons for failure of an appraisal system are: Unclear performance criteria Poor information sharing and connection with the boss Appraiser missing information on the managers real performance Other problems are a lack of ongoing performance feedback, a lack of focus on management development, the review process lacking structure, etc. According to Claydon and Beardwell (2007, p.511) The purpose of performance planning, review and appraisal need to be made clear if employees at all levels in the organization are to play an active part in the process. It is possible that some employees and line managers may meet performance appraisal schemes with distrust, suspicion and fear, but an integrated effective process can lead to increased organizational performance and employee motivation. It is important for employees to be genuinely involved in the design of an appraisal scheme, the evaluation of performance, and the objective-setting process. An appraisal scheme should be set up in an atmosphere of openness, with agreement between management, employees and employee representatives on the design of the scheme. Employees need to have a clear understanding of the purpose of the process. However applying performance appraisal its own is not really worthy. Other performance management systems and performance appraisal systems should put in practice as a whole. Robert Bacal , Performance Management A Briefcase Book,(1999, p. 34) Pay for Performance Coy (2009, p.S7) in challenging economies it is believed that keeping employees happy is essential for organizations performance. To do this, tying employees` pay to their performance is widely popular. Indeed, with the emphasis on competitiveness, productivity, and the trend for virtually all employers is to tie at least some portion of their employees` pay to employees` and companys performance. In most theoretical models of HRM, pay is essential on the regulation of the employment relationship. Academician, policy makers, and corporate leaders recognize the difficulty of appraising the use of reward systems as a key element in the pursuit of substantive HRM goals of obligation, flexibility and quality. Pay for performance is a tool which HR professionals can wield in an effort to retain their best. When it is carefully applied, pay for performance systems can systematically link with employee goal achievement, providing very specific incentives for employee behavior that are in line with broader organizational objectives.(Bratton and Gold, 2007, p:238) Figure 3. A Model of Reward Management (Bratton and Gold, 2001, p:246) Advantages of PFP It is not difficult to see why PFP has attracted the interest of managers, consultants and government ministers. Bratton and Gold (2007, p.455) describes its theoretical attractions are considerable and include the following reasons: Attracting good performance Hewlett-Packard (Case study 1) In the early 90s, Hewlett-Packard seemed a perfect setting for innovations in pay. A so-called built-to-last company, it was highly decentralized and enjoyed a sense of mutual trust, high commitment, and wide use of management by objectives. The workforce was salaried and the merit system was based on peer comparisons at the salaried level. There were no executive bonuses. Stock options were awarded as recognition. But there was also a lot of pressure in the company, said Beer. Managers of thirteen units took the initiative of appealing to headquarters to try something new to spur on their employees. According to Beer, managers in many companies look to pay-for-performance for good reasons. They expect that it will attract and motivate people. They expect performance standards will outweigh the costs of whatever incentives they put in place. They also want protection against business exigencies: should the market go south, they dont want to be permanent ly stuck with new costs. (Lagace, 2003) Increasing in quality individual performance McDonalds (Case study 2) Base pay, rewards pay, and rewards program follows as Pay For Performance its the best results and great opportunities pay. Employees base pay is the most portion of their compensation. McDonalds sustain the competitiveness of their base pay through an annual review from both external market data and internal peer data. Moreover, they have a broadbanding compensation system that allows for flexibility in term of pay, movement and growth. In addition, incentive pay provides to their employees with the opportunity to earn compensation when their performance meet and exceed goals. The long term of incentives are granted to eligible employees to both reward and retain key employees who have shown sustained performance and can impact long term value creation at McDonalds. (http://www.scribd.com/doc/13396918/Performance-Appraisal) Enhancing communication BMW (Case study 3) In 2001, the new bonus payment arrangement applied for production employees in the Germany and UK operations. The bonus system applied to all 36,000 production employees who operated with defined performance targets. On top of the basic salary a fixed 25% additional bonus was paid to all employees for meeting prearranged quotas. This quota involved producing a set number of units to the companys quality standards by a workforce of an agreed size. Employees in each group were consulted and invited to comment on whether the quotas that were realistic and achievable. In addition, employees could also earn extra pay through a personal supplement, that was payable if an individual contributed to the group results. Expectations and specific goals were discussed and agreed in talks between the employee and the supervisor. Thus, an individuals contribution to the group was discussed every year and this assessment determined the personal supplement received. (Boddy. 1998 P. 283) Improving motivation The Christmas bonus at Gourmet Foods (Case study 4) for many years that Gourmet Foods never have Christmas bonus when Andrew Straw appointed as a managing director, he decided to give  £70 extra for Christmas bonus to all 120 staffs. When they heard the news everyone is very excited and looking forward to it without knowing of the amount of the bonus. After they got the pay slips they very disappointed because they feel it is too small. When their managing director found out about this he wish he did not give it to them and turn it into new packaging equipment instead.  . (Leopold, Harris and Watson, 2005, Page 218) Strengthening management control Entre Computer Services (Case study 5) Entre Computer Services founded by Ed Souders in 1980s. Souders is a former worker of IBM so he adopted many methods from it including appraisal, pay-for-performance, and sales incentives. Unfortunately, in the 1990s, his business was falling down and almost faced bankruptcy. He decided to make some changes. Using the Deming philosophy along with new strategies can improve sale performances and profits. He created trusting and working relationship. Encouraged more teamwork and less self driven so that his workers gain more passion and happiness toward their job. There are 4 main goals of this method: Ensure maximum productivity of the Support Team. Ensure the Personal Development of the Support Team. Ensure that Support Team members understand what their job responsibilities are. Ensure employees are as happy as they could possibly be while at work. (Mary Jenkins, 2002, p.176-178) Identifying developmental objects Strengthening the individual employment relationship at the expense of collective Gainsharing at Southern California Edison (SCE) (Case study 6) In 1994, electricity industry was removed from government control. That made the market more competitive. Therefore, SCE needed to change its compensation for competition. The change was the introduction of a Gainsharing arrangement. Employees were invited to sacrifice 5% of their basic salaries in return for up to 10% gainshare if the organization reaches profits targets. 100% of employees agreed to the plan. Most of them tried to create ideas to save money. For instance, employees agreed to wash their own overalls. The outcome was that the scheme generated an estimate $96 million and $40 million was paid out to employees. More important, the scheme played its part in getting employees focused on what was important in working cost-effectively and being involved in designing effective working methods. (Stredwick, 2005 P.355-356) Rewarding employees without needing to promote them. The Jennings Ford Accident Repair Centre (Case study 7) In the early 1890s Jennings main hobby was repairing and trading bicycles, moving into premises opposite the old Bridge Street showroom for sale of motorcars employing 6 people in 1911. The company, by meeting Ford Motor Companys exacting standards, was appointed an authorized dealer for Ford Motor Cars in 1917. The Jennings Ford Accident Repair Centre in Gateshead has received a reward from Ford Motor Company. Continuing to achieve and improve sales within the centre at the Eslington Park dealership has resulted in a reward for Jennings loyal and dedicated centre manger. The manager said They constantly strive to provide the best possible service to their customer and they are always looking at the ways how to future improve internal systems and procedures. (http://www.jennings-ford.co.uk/ ) Drawbacks of PFP Most of us are happy to see individuals rewarded for exceptional performance or effort and would like payment decisions to be based on such criteria. The problem arises when attempts are made to put the principles in practice. Wiscombe (2001) says that a system which is fair and objective in theory can easily fail to achieve when implemented. Arguing that PFP can have a role to play in organizations, but its positive effects are limited. Moreover, while not fundamentally flawed. PFP is difficult to implement effectively in practice. As a result, system fails as often as they succeed. The major reasons of failures are: Employees concentrate on their salary and bonuses instead of their jobs. Most of the staff is demotivated when they are told their ratings. Gallery Furniture Company (Case study 8) Jim Mclngvale, the owner-President of Gallery Furniture Company applied Dr. Demings advice to his business. In 1991, he took commissions, bonuses, and incentives of his sale persons but put it in to their salaries instead. These amazingly increase sales, profits and customer satisfactions; however, some sales people left the company because of disappointments but it still benefit the business in the long run. He also took the appraisal system off because he believes that his employees are not students. He treats his workers with respects and they do the same toward him.  (Mary Jenkins, 2002, p.170-171) People focus on their own objectives instead of cooperation with colleagues. Some managers change ratings for political reasons. When the results have an impact on pay levels, employees tend to downplay their weakness. As a result development needs are not discussed or addressed. Managers avoid demotivating their staff. As a result poor performers are reward as well as good performers. Homeserve Ltd: The new performance bonus (Case study 9) Jean Frear got a new job at Homeserve Ltd as the HR director. She tried to use new bonus payment method which she think it worked very well at her previous job, the Moddens Food. Normally, the engineers work on Mon to Fri and will get better overtime rate if they work on Sat and Sun. To make it more competitive, she cut the premium overtime rates for Sat and Sun also the evening delivery then based on working hours only. After one year of this experiment, she got the result. The number of the calls from customers is increase about missing parts of the hardware. Overall salary bill is higher than ever but the performance is going the opposite way. She found that the engineers tend to work only for their shifts and hardly willing substitute for the others on holidays or sick leave. (Leopold, Harris and Watson, 2005, page 222-223) PFP systems tend to discourage creative thinking, challenging of established ways of doing things and questioning attitude among employees. Low income often leads managers to reduce ratings, creating a situation in which perfect employee performance is not rewarded. Pay strategy at Eastern Power plc (Case study 10) At Eastern Power plc, they use the Pay for Performance method to calculate employees salary. To make it convenient, it will be decided by senior managements. After 2 years, this method has been complained as an unfair system by most of the employees. According to the line managements, they reported that they had no idea how to improve their performance because the method is unclear. (Leopold, Harris and Watson, 2005, Page 215) A general tendency is the increasing number of organizations where total compensation contains a part depending on performance. According to the consultation firm Hewitt Associates, 50% of the firms used pay-for-performance in 1990, and in 2000 already 80% (Wiscombe 2001). An analogous tendency is also witnessed in Estonia. According to the salary survey conducted by the consultation firm Fontes in 2005, compensation policies of 91% of the firms in the survey include some kind of pay-for-performance. Opinions about the effectiveness of pay-for-performance are different. The survey conducted by the Hewitt Associates in 2000 suggested that even these enterprises which have used the pay-for-performance system do not completely believe in its effectiveness: 21% of the firms said they do not believe its effect on improving work performance; 57% believed the effect was limited. A study conducted by the same firm in 1995 indicated that the pay-for-performance system had failed in 48% of the organizations (Wiscombe 2001, www.HYPERLINK http://www.workforce.com/archive/feature/23/06/78/index.phpworkHYPERLINK http://www.workforce.com/archive/feature/23/06/78/index.phpforce.com/archive/feature/23/06/78/index.php.) Results of other surveys confirm the success of using pay-for-performance. An analysis of pay-for-performance programmes conducted in the USA in the second half of 1990s suggests that performance improves in approximately two out of three programs (Heneman, Ledford, and Gresham 2000). There are various reasons for the contradictory opinions and results. One may be definitely different methods which are used, differences in business sector, lack of clarity of concepts used by researches. On the other hand, it can be assumed that application of pay-for-performance and its results can only be opposing because the creating, implementation of the respective system and assessment of the results must often link conflicting interests of different stakeholders. Other Case Studies Tele-working at the Mid Western Bank For The Mid Western Bank the Individual Performance is believed to be the best way to rate their staffs bonus payments. To make sure of this conclusion they set 4 aspects which are correctness, attendance levels, cooperation (which includes teamwork) and communication skills to confirm it. By making everyone concentrate on only their job, for the top performance employee can have 25 percents of their pay. Unfortunately, this result can be applied effectively with call centre staffs a competitive labour market. The other concern is that this method encourage employee to be more selfish and lost interest in helping the others and the absenteeism is also rising even though it will be effect the rating. (Leopold, Harris and Watson, 2005, Page 234) Nucor Corporation, United States Nucor Corporation, the largest steel producer in the United States. The secret to success is to give huge bonuses of 100% or even 150% to 160%, thus, every employee can see how the incentive arrangement affects their wages each week. Even in the down times, the company doesnt lay people off. Such as, the plant shuts down its production lines for a day or two a week but salaried executives still work. About 80% of Nucors employees are on this production-incentive plan. Other employees also have performance-based compensation. When the whole organization is involved: To make it work, the most important thing is the involvement of the whole company, even if there is only a 1 percent profit, it should be divided among everyone, including the administration. Everyone is part of the team building. For instance, gives non-production employees other awards -from a free dinners for outstanding work to one share of stock for every year of employment. (www.findarticles.com) Health Net of California Health Net of California announced that was paying $18 million to 70 physician groups statewide in recognition of their efficiency and quality in 2004. Of the total, $5 million was tied for the Pay for Performance program, which rewards physician groups for providing high-quality clinical care and customer service. In addition, Health Net is working with through the Integrated Healthcare Association to make wider the potential of Pay for Performance quality measures and increase the proportion of compensation for physician groups that present a commitment to quality and efficiency. PFP bonuses were paid to Health Nets commercial physician groups. The other quality disbursements, which are paid to commercial and Medicare physician groups, include shared-risk funds, financial investments in technology and a generic drug incentive program. (www.findarticles.com) Abbey National Alan Eagles role as Assistant Manager of the Abbey National Community Partnership is to identify opportunities for staff who want to volunteer. He run a matched time scheme where staff can claim up to 35 hours of paid work time per year to match their own volunteering time commitment. Why would a banker necessarily want to be a treasurer in their spare time? Employee volunteers are like any other volunteers they need to feel that their contribution is worth it. To ensure this, organizations need to offer volunteer roles that are properly thought out. They believe that an employee who volunteers can specify personal objectives for community activities, as well as work related goals, in their annual appraisal. If they achieve those goals they are financially rewarded. (http://www.voluntarymatters3.org/motivation/case_studies/case_study3.html) The Royal Bank of Scotland In 1998, the company launched RBSelect that is a total reward benefits package giving employees. The package is divided into six groups: private health cover; insurance, including life assurances for spouses and partners; saving such as voluntary contribution to pension schemes; lifestyle features, which include the managers company car, childcare vouchers and retail voucher; basic salary; and holiday. Even the Christmas bonus can be traded in for a different benefit. Employees can change their benefits package once a year. The new total reward system has been positively received and is expected to have a positive impact on recruitment and retention. (Boddy, 1998 P.282-283) The National Security Personnel System Nearly all of the employees in the Defense Departments new personnel system were rewarded for their job performance in their first paychecks in 2009, with the average pay raise and bonus totaling 8.35%. 98% of the more than 170,000 employees rated under the National Security Personnel System received performance-based payout, meaning their supervisors graded their work as a 3 or better out of 5 possible points. The majority of those employees 55.4% earned a rating of 3, defining them as valued performers. Worker in the Washington area received the highest overall increase of the General Schedule employees, at 4.78%. General Schedule employees have earnings potential beyond their annual raise, while under NSPS, within-grade pay boosts, quality step increase and bonuses are factored into the overall performance-based pay increase. (http://www.govexec.com/dailyfed/0209/021809b1.htm) Lloyds TSB STAFF at Lloyds Banking Group is set to get about pounds 80min bonuses despite amulti-billion pound bailout from the taxpayer. The payments were apparently authorized by the Government as part of the deal for it to take a controlling interest of at least 65% in the firm. The figure is lower than the pounds 120m Lloyds bosses were thought to be seeking, but will still provoke controversy over rewards for failure. Newspaper reports suggested that some 4,000 junior staff will each get about pounds 1,000 this year, making up half the pay-out. Unions have argued that staff from the former Lloyds TSB deserve to receive bonuses, because their side of the business remained in profit while its merger partner HBOS lost billions of pounds. A spokesman for Prime Minister Gordon Brown said Lloyds had agreed that there would be no discretionary bonuses paid in 2009 except to the most junior staff, earning an average of pounds 20,000. (http://findarticles.com/p/articles/mi_6784/is_2009_March_10/ai_n31418985/) General Motors-Powertrain Division In the mid 1980s, GMs sale was going down dramatically and looks to be continued for some times. On contrary, new Japanese company was booming. Behind their success GM found that they used Dr. W. Edwards Demings rules. After trying this method for one year GM Powertrains H.R. staffs agree that appraisal system has some flaws. (Mary Jenkins, 2002, p.148) Strategic approach to rewarding performance at Unilever At Unilever, to improve its employees performance and cut off unnecessary pay the manager created the model proved to be effective as global called Work Levels. With six levels of qualitatively different work in the company use to encourage people to work as a team instead of oneself. Predictably, many workers complained at the beginning but years after years it became clear that the method benefits both employees and the company. (Duncan Brown, Michael Armstrong, 1999, p.92-95) Conclusion The organizations having job evaluation in practice, are determined the causes of pay inequity through the carefully implementation of pay design that is based on base pay structure. A tentative effort to introduce this discrete and coherent function is required to carry out the comprehensive review. There must be a system of inequity recognition through the organization achieves its smart objectives and vital to prioritize the analysis which are very likely to enlighten on any potential inequities. It is a management tool that asserts the jobs of comparable value are treated and paid equally and emphasizes to estimate the size of inequity. Nevertheless, change in the pay system in any organization can be resistive. It can be suspected among the employee in term of pay changes, apparently. The purpose of pay system design should not be decrease or cut the employees pay rather than fixing the inequity within the organization and taking all the relative perspective into account before the implementation of the required method. To make it constructive, expert facilitation of job design team can be useful to ensure that safe and sound primary principles are going to be followed while the organization gets its cherished goals. In addition, where it eliminates many flaws in term of analysing the jobs worth but also effectively productive with the employers perspective. This method can be typically undertaken by the employers to prevent them from prejudice or discrimination and to establish a platform where everyone has got equal opportunity to build up their career. No doubt, it enhances and defines an appropriate and decisive track for any organization practicing this feasible method that can be comp

Bruises :: essays research papers

A bruise is one of the most common types of injury. It occurs when there is a blow or fall that causes small blood vessels to break under the skin. The discoloration and swelling in the skin are caused by the blood seeping into the tissue. The symptoms are pain, a redness that later turns blue, then green, then brown and yellow before fading away. Cold compresses or ice are useful immediately after the injury. This reduces local bleeding and swelling. If the bruise is on the extremities elevate the limbs above the level of the heart to decrease blood flow. After 24 hours apply moist heat. Heat dilates the vessels and increases circulation to the affected area. The proper homeopathic remedy greatly speeds the time of healing bruises and relieves the bad quickly. Materia Medica ACETIC ACID (2). Shock causes great relaxation, with vertigo and fainting. Dry heat after much bruising or sprains. Eyes sunken and surrounded by dark rings. Emissions the next night. ARNICA (3*). The first remedy to give in bruising as it will prevent pain and soreness and help the absorption of blood. The entire body feels bruised and aches. Arnica tincture should be use externally if the skin is unbroken. BELLIS (2*). Useful when it seems that an internal organ or bowel has been bruised. It is sometimes called the internal Arnica. It is also useful for bruises of bangs to the female breast. (a). If Bellis is not sufficient it may be followed by Conium in bruises to the breast. CONIUM (2). Indurations following bruises. Bruises to the glands with stony hardness. Injuries to the breast. (a). Sulph-ac. follows well here. HAMAMELIS (3). The entire body feelings bruised and sore after traumatic injuries. Follow Arnica if it does not remove these feelings. Can be use as a tincture on severe bruising esp. if the skin is broken. HYPERICUM (2). Bruises that affect the nerves. Neuritis after bruising. LEDUM (3*). Bruises with dark purple ecchymosis. Discoloration long after injury. The injured part feels cold but is Better > by cold worse < by heat. Blackeyes. PHOSPHORUS (3). Bruise appear for almost no reason. Easy bleeding under the skin. The sufferer does not even know when they got the bruise. RUTA (3). This remedy is use for bruises to the bone and periosteum. It may also be used externally in tincture over the area. SYMPHYTUM (2). Pain in the eye after a blow with an obtuse body.

California SB 1386 Essay examples -- essays research papers

On July 1, 2003, California enacted an electronic data privacy law to protect residents from one of its fastest growing crimes: identity theft. SB 1386 (Civil Code 1798.29) requires businesses to notify California residents if a security breach results in disclosure of personal electronic data. All businesses are subject to this law regardless of size, location, or operations. Business owners should be aware of the problems associated with identity theft, the steps required to comply with SB 1386, and the preventative measures available. Identity theft is a significant problem to both citizens and financial institutions. The FTC estimates that over 27.3 million Americans have been the victims of identity theft in the past five years. The U.S. financial impact is staggering; in 2002 alone, losses were estimated at $48 billion to financial institutions and $5 billion to victims. The FTC reviewed trends from 214,905 cases reported in 2003, and California accounted for the highest number of incidents (39,452). In 20% of all cases, the source of the information breach involved disclosure of personal data over the internet or other electronic sources. In 55% of all cases, the identity theft resulted in credit card, bank, or loan fraud. Federal and state laws address this growing problem. The FTC provides some protection by aggressively enforcing existing federal laws. Under the unfair and deceptive trade practices law, a website operator must adhere to the company’s own privacy policy or face prosecution for failing to exercise a reasonable standard of care. Reasonable care includes addressing potential system vulnerabilities such as viruses and encrypting personal information so that it cannot be viewed. The FTC recently ordered several large corporations to implement stronger privacy controls after breaches exposed personal information. In January of 2001, Eli Lilly settled with the FTC after accidentally releasing the e-mail addresses of nearly 700 consumers who were using the company’s anti-depressant Prozac. Seven months later, Microsoft was targeted by the FTC for misrepresenting the security of its â€Å"Passport Wallet† web service. More recently, in April of 2004, Tower Records faced allegations for allowing and failing to correct a breach that disclosed consumer information including names, billing and shipping addresses, email addresses, phone numbers, and ... ... 2003. http://www.consumer.gov/idtheft/IDT_CY03/California%20CY2003.pdf January 18, 2002, â€Å"Eli Lilly Settles FTC Charges Concerning Security Breach†. http://www.ftc.gov/opa/2002/01/elililly.htm August 8, 2002, â€Å"Microsoft Settles FTC Charges Alleging False Security and Privacy Promises†. http://www.ftc.gov/opa/2002/08/microsoft.htm April 21, 2004, â€Å"Tower Records Settles FTC Charges†. http://www.ftc.gov/opa/2004/04/towerrecords.htm Articles: Cheryl A. Falvey, â€Å"Disclosure of Security Breaches Required by New California Privacy Legislation†. http://library.lp.findlaw.com/articles/file/00008/009186/title/Subject/topic/Antitrust%20and%20Trade%20Regulation_Unfair%20Trade%20Practices/filename/antitrustandtraderegulation_2_237 Whole Security, â€Å"Facts on Identity Theft†. http://www.wholesecurity.com/threat/identity_theft.html Auxillium West, â€Å"California SB 1386 – Personal Information: Privacy†. http://www.auxillium.com/californiaSB1386.shtml StrongAuth, Inc., â€Å"California’s SB 1386 – Frequently Asked Questions†. http://www.strongauth.com/regulations/sb1386/sb1386FAQ.html Legislation: California SB 1386 http://info.sen.ca.gov/pub/01-02/bill/sen/sb_1351-1400/sb_1386_bill_20020926_chaptered.html

The rise of the labour party :: essays research papers

The rise o the labour party was due to many factors.Factors such as the movement of people from the countryside to cities which changed the economic structure of britain and also changed the social structure and this led to the need for political change. The need for political change to help the working class people who were living in poverty which had been highlighted by booth and rownatree who surveyed LOndon an york two of englands major cities .Better education led to the realisation that the two existing political parties were not suitable for the working class' needs .All were factors which conrtibuted to the rise of the labour party . The british goverment was run mainly by rich aristocrats because working class people could not afford to become MPs but in 1911 they introdiced payment for MPs which let the working class represent themselves in their constituencies in parliament either the liberal or conservative parties .Although this had happened the rich aristocracy still believed that they knew best when dealing with the poor even though they did nothing to help the poor .This attitude was based partly on the principle of laissez fair which meant little help was given to the poor and the little help that was given was harsh like the poor houses .These factors needed to be changed and the only way was through political change this also lead to the rise of the labour party . Another reason for the rise of the labour party was the failure of the 1832 act which granted the vote to small buisiness men , financiers and entreprenuers of the industrial revolution but ignored the organised sections of working class.Although the 1832 act failed to grant working class people the vote the 1867 , 1872 and 1884 acts gave the vote to more working class people , although this had happened the new voters did not have a party to represent them .These problems also helped the rise of the labour party through the necessity of of a party to represent the working class . The skilled working class organised themselves into model unions which protected their members intrests this showed that through organisation the rich could be forced the relive some of the bad conditions .The growth of the new unions and also their sucess like the match girls and dockers showed that even the poorest working class people could win against the upper class and this ledd to the potential of the same being acheived on political terms .

Energy Ch 11 Presentation

11 Using Energy  © 2010 Pearson Education, Inc. Slide 1  © 2010 Pearson Education, Inc. Slide 2  © 2010 Pearson Education, Inc. Slide 3  © 2010 Pearson Education, Inc. Slide 4 Reading Quiz 1. A machine uses 1000 J of electric energy to raise a heavy mass, increasing its potential energy by 300 J. What is the efficiency of this process? A. B. C. D. E. 100% 85% 70% 35% 30%  © 2010 Pearson Education, Inc. Slide 5 Reading Quiz 2. When the temperature of an ideal gas is increased, which of the following also increases? 1) The thermal energy of the gas; (2) the average kinetic energy of the gas; (3) the average potential energy of the gas; (4) the mass of the gas atoms; (5) the number of gas atoms. A. B. C. D. E. 1, 2, and 3 1 and 2 4 and 5 2 and 3 All of 1–5  © 2010 Pearson Education, Inc. Slide 6 Reading Quiz 3. A refrigerator is an example of a A. B. C. D. E. reversible process. heat pump. cold reservoir. heat engine. hot reservoir.  © 2010 Pearson Education, Inc. S lide 7 Example Problem Light bulbs are rated by the power that they consume, not the light that they emit.A 100 W incandescent bulb emits approximately 4 W of visible light. What is the efficiency of the bulb?  © 2010 Pearson Education, Inc. Slide 8 Efficiency  © 2010 Pearson Education, Inc. Slide 9 Example Problems A person lifts a 20 kg box from the ground to a height of 1. 0 m. A metabolic measurement shows that in doing this work her body uses 780 J of energy. What is her efficiency? A 75 kg person climbs the 248 steps to the top of the Cape Hatteras lighthouse, a total climb of 59 m. How many Calories does he burn?  © 2010 Pearson Education, Inc. Slide 10 Checking UnderstandingWhen you walk at a constant speed on level ground, what energy transformation is taking place? A. B. C. D. E. Echem ? Ug Ug ? Eth Echem ? K Echem ? Eth K ? Eth  © 2010 Pearson Education, Inc. Slide 11 Example Problem How far could a 68 kg person cycle at 15 km/hr on the energy in one slice of pizz a? How far could she walk, at 5 km/hr? How far could she run, at 15 km/hr? Do you notice any trends in the distance values that you’ve calculated? Chemical energy from food is used for each of these activities. What happens to this energy—that is, in what form does it end up? 2010 Pearson Education, Inc. Slide 12 The Ideal Gas Model 2 Kavg T? 3 kB  © 2010 Pearson Education, Inc. Slide 13 Checking Understanding:Temperature Scales Rank the following temperatures, from highest to lowest. A. 300  °C > 300 K > 300  °F B. 300 K > 300  °C > 300  °F C. 300  °F > 300  °C > 300 K D. 300  °C > 300  °F > 300 K  © 2010 Pearson Education, Inc. Slide 14 Checking Understanding Two containers of the same gas (ideal) have these masses and temperatures: †¢ Which gas has atoms with the largest average thermal energy? †¢ Which container of gas has the largest thermal energy?A. P, Q B. P, P C. Q, P D. Q, Q  © 2010 Pearson Education, Inc. Slide 15  © 2010 Pe arson Education, Inc. Slide 16 Example Problem Using a fan to move air in a room will make you feel cooler, but it will actually warm up the room air. A small desk fan uses 50 W of electricity; all of this energy ends up as thermal energy in the air of the room in which it operates. The air in a typical bedroom consists of about 8. 0 x 1026 atoms. Suppose a small fan is running, using 50 W. And suppose that there is no other transfer of energy, as work or heat, into or out of, the air in the oom. By how much does the temperature of the room increase during 10 minutes of running the fan?  © 2010 Pearson Education, Inc. Slide 17 Example Problem: Work and Heat in an Ideal Gas A container holds 4. 0 x 1022 molecules of an ideal gas at 0  °C. A piston compresses the gas, doing 30 J of work. At the end of the compression, the gas temperature has increased to 10  °C. During this process, how much heat is transferred to or from the environment?  © 2010 Pearson Education, Inc. Slide 18 Operation of a Heat Engine  © 2010 Pearson Education, Inc. Slide 19The Theoretical Maximum Efficiency of a Heat Engine  © 2010 Pearson Education, Inc. Slide 20 Example Problem: Geothermal Efficiency At The Geysers geothermal power plant in northern California, electricity is generated by using the temperature difference between the 15  °C surface and 240  °C rock deep underground. What is the maximum possible efficiency? What happens to the energy that is extracted from the steam that is not converted to electricity?  © 2010 Pearson Education, Inc. Slide 21 Operation of a Heat Pump  © 2010 Pearson Education, Inc. Slide 22 Coefficient of Performance of a Heat Pump 2010 Pearson Education, Inc. Slide 23 Checking Understanding: Increasing Efficiency of a Heat Pump Which of the following changes would allow your refrigerator to use less energy to run? (1) Increasing the temperature inside the refrigerator; (2) increasing the temperature of the kitchen; (3) decreasing the t emperature inside the refrigerator; (4) decreasing the temperature of the kitchen. A. All of the above B. 1 and 4 C. 2 and 3  © 2010 Pearson Education, Inc. Slide 24 Entropy Higher entropy states are more likely. Systems naturally evolve to states of higher entropy. 2010 Pearson Education, Inc. Slide 25 Second Law of Thermodynamics  © 2010 Pearson Education, Inc. Slide 26 Example Problem: Coming to a Stop A typical gasoline-powered car stops by braking. Friction in the brakes brings the car to rest by transforming kinetic energy to thermal energy. Electric vehicles often stop by using regenerative braking, with the engine used as a generator, transforming the kinetic energy of the vehicle into electric energy that recharges the battery. The energy is thus ultimately transformed to chemical energy in the battery.Which type of stopping involves a larger change in entropy? Which vehicle is apt to be more efficient? Explain, using energy and entropy concepts.  © 2010 Pearson Educa tion, Inc. Slide 27 Example Problem: A Second-Law Workaround? When you run a heat engine, some (or most) of the energy is â€Å"wasted† as heat transferred to the cold reservoir. Suppose someone suggests making a 100% efficient heat engine by using some of the output of the heat engine to run a heat pump to transfer this heat back to the hot reservoir. Let’s do a calculation to see if this is a workable solution. A.If you have a heat engine that runs between a hot reservoir at 100 °C and a cold reservoir at a temperature of 0 °C, what is the maximum efficiency? B. If the engine draws 100 J from the hot reservoir, what is the maximum possible energy output? How much heat is deposited in the cold reservoir? C. How much energy would it take to run a heat pump between the cold and the hot reservoirs to pump this heat back to the hot reservoir? D. Compare the energy output of the heat engine and the energy input to the heat pump. Comment on the feasibility of the propos ed scheme.  © 2010 Pearson Education, Inc. Slide 28 Summary 2010 Pearson Education, Inc. Slide 29 Summary  © 2010 Pearson Education, Inc. Slide 30 Additional Questions Consider your body as a system. Your body is â€Å"burning† energy in food, but staying at a constant temperature. This means that, for your body, A. Q > 0. B. Q = 0. C. Q < 0.  © 2010 Pearson Education, Inc. Slide 31 Additional Questions The following pairs of temperatures represent the temperatures of hot and cold reservoirs for heat engines. Which heat engine has the highest possible efficiency? A. B. 300 °C 250 °C 30 °C 30 °C C. 200 °C D. 100 °C 20 °C 10 °C E. 90 °C 0 °C  © 2010 Pearson Education, Inc. Slide 32

Plagiarism research Essay

Introduction: The irresponsible illustration of others’ thoughts, words or point of views without the acknowledgment of the person from whose ideas it has been taken is called Plagiarism. Thus it is also using of others’ ideas and pretending to be the writers’ own. For understanding the meaning of plagiarism, it is helpful for understanding the creating and sharing of thoughts and views in an institution. The knowledge which we acquire is related and built from the knowledge gained previously. The knowledge which is gained is from others’ ideas and from that we create our own ides. While writing to the instructor about it, it is necessary to differentiate the new and your own ideas and the ideas of the people which are the building block. This distinction is made by giving credit by citing the source from which it has been taken. While citing a source, we are actually giving the reader the proof of the expert’s ideas. Wherever others ideas are used without the appropriate citation of source, plagiarism occurs. Plagiarism checker is applied to any of the work performed formally in any academic or scholarly medium or discipline. (Alex P, 2002) So for avoiding the involuntary plagiarism, we are supposed to develop the practice of giving acknowledging and saying gratitude to the original source Plagiarism can be avoided by only using others ideas and theories and expressing them as your own, quoting directly the exact wordings of the original source and paraphrasing all the ideas, point of views, theories, which are expressed in words either written or oral. It can also be avoided by citing sources while writing a report or completing the final project or using of the figures, facts and other statistical data by citing the actual source. Since the word plagiarism is come from the Latin word means kidnapping, thus plagiarism is stealing or kidnapping others thoughts and ideas. So others’ thoughts and words should not be taken for granted since they are their personal property and if used, then should be acknowledged. Stealing others ideas and replicating those ideas and then presenting those ideas as our own without giving any credit to the person whose ideas are taken is dishonesty and unethical, since we are using it for our own means. Thus any form of plagiarism is termed as cheating and it is strongly condemned and is not accepted anywhere. If someone steals others ideas as your own then it means that he is not capable of expressing his ideas and he has no thoughts of his own, or his ideas are not as worthy as others ideas. Thus stealing involves not only stealing others but also ourselves. (Ann, 2005). By this, plagiarist shows that he is unable to express his own ideas thus by plagiarism one is depending himself or herself with the ideas of others. In any organization the plagiarist is exposed to costly lawsuits to his employer. By this, plagiarist shows that he is unable to express his own ideas thus by plagiarism one is depending himself or herself with the ideas of others. In any organization the plagiarist is exposed to costly lawsuits to his employer. As a consequence plagiarism is a kind of fraud and thus no employee will be hired by an employer if his honesty is being doubted. Thus one gives self harm and also harms others and gives disrespect to others. If one understands plagiarism and still commits it the he is violating the integrity of others as well as of himself. References Kellogg, Alex P. (2002). Students plagiarize online less than many think, a new study finds. Chronicle of Higher Education, V. 48 Issue 23, p. A44 Lathrop, Ann, and Kathleen Foss. (2005). Guiding Students from Cheating and Plagiarism to Honesty and Integrity: Strategies for Change. Westport, CT: Libraries Unlimited.