Acme Fireworks Prospectus Essay Example for Free

Acme Fireworks Prospectus Essay Acme Fireworks is a fireworks retailer that sells fireworks, puts on ground display fireworks, and large aerial displays fireworks. Acme Fireworks has been a sole proprietorship since it began two years ago. At this time the owner is receiving inquiries as to Acme Fireworks ability to create fireworks displays on a regular basis. CITATION Rog12 \l 1033 (Rogers, 2012). In anticipation of increased business, the owner of Acme Fireworks is in need of some information. This prospectus is going to inform the owner as to: Whether or not the business will be governed by common law or the Uniform Commercial Code. Analyze whether or not the owner has any actual contracts. Explain the potential personal liability to Acme Fireworks is someone is injured by a stray firework. Discuss different employment types while discussing the advantages and disadvantages of each type as it applies to Acme Fireworks. And finally, give suggestions as to why Acme Fireworks should no longer be a sole proprietorship. When it comes to contracts, it is important to understand that there are two different bodies of law that come into play, the Uniform Commercial Code (UCC) and the common law of contracts. The difference between the UCC and the common law contract can make a huge difference in the outcome of a contract dispute. This could be the difference between being able to collect punitive damages, discharge or modify a contract, be able to sue under breach of contract, and whether or not there truly a legally recognizable contract after all CITATION Gun12 \l 1033 (Denton, 2012). It is important to understand the type of contract governed by each body of law. The UCC applies to the sale of goods and securities, and common law of contracts applies to contracts for services, real estate, insurance, intangible assets, and employment CITATION Gun12 \l 1033 (Denton, 2012). If the contract should happen to be for both  the sale of goods and for securities, the dominant element would be in control of the contract CITATION Gun12 \l 1033 (Denton, 2012). Should Acme Fireworks have contracts with the inquiring businesses, these contracts would be governed under UCC rule. The contracts would be for both goods and services with goods being the dominant factor of the contracts. There would be more fireworks than there would be personnel. Hence, this would be the reasoning for a UCC contract. In order for the owner to have valid contracts with inquiring businesses there are five elements that must be present in order for the contracts to be valid. First there must be an offer. An offer is an invitation for another to enter into a contract CITATION Rog 12 \l 1033 (Rogers, 2012).Then there is the need for acceptance. Acceptance is the acquiescence to enter into a contract CITATION Rog12 \l 1033 (Rogers, 2012). Then there is consideration. Consideration is anything of legal value that is asked for and received as the price for entering into a contract CITATION Rog12 \l 1033 (Rogers, 2012). Now there is legality. Legality is the extent to which the contract is legal and not against public policy CITATION Rog12 \l 1033 (Rogers, 2012). Finally, there is capacity. Capacity is the mental competency to enter into a contract CITATION Rog12 \l 1033 (Rogers, 2012). Considering Acme Firework’s new â€Å"contracts†; Was there an offer? No, there was not an offer. The businesses were making inquiries, asking questions trying to find out what Acme Fireworks could handle. Was the acceptance? No, there was no acceptance. There were no contracts offered, therefore nothing to accept. Was there consideration? No, there was no consideration. Pricing of the firework displays was talked about, but that w as just information given to answer question f the inquiry. Is there legality? Yes, when the contracts are made they will be legal as they will not be against public policy. Is there capacity? Yes, there is capacity. It is safe to assume that the owner of Acme Fireworks and the owners of the other businesses are of sound mind and body therefore able to enter into legally binding contracts. So, did the owner have enforceable contracts? No, he did not. While there was legality and capacity; there was no offer, acceptance, or consideration present. Fireworks displays are beautiful and exciting, but they are also very dangerous. The operator of a fireworks display has a duty to fireworks are done in a safe way that does not injure spectators CITATION All13 \l 1033  (Business, 2013). To successfully sue a promoter of a firework display, it must be shown that the promoter failed to keep spectators at a reasonable safe distance CITATION All13 \l 1033 (Business, 2013). In order to sue the operator of a firework display it must be shown that the spectator was injured by the discharge of a fireworks or firework that did not explode properly CITATION All13 \l 1033 (Business, 2013). Should an injury occur negligence by the operator is presumed, as the operator is in sole control of firing the fireworks. Essentially, Acme Fireworks is going to want any such liabilities to be the responsibility of the company and not result in personal liability. Being a sole proprietorship Acme Fireworks will be liable for all debts and claims against the business. A lawsuit of this type could be financially devastating. However, should Acme Fireworks take the time and effort to incorporate or to form a Limited Liability Company they would more than likely be protected to a significant degree from such personal injury CITATION All13 \l 1033 (Business, 2013) Should these contracts come into being, Acme Fireworks will need to hire more employees. But which type of employee should Acme Fireworks employ? The full-time employee works regular and on-going, between 35-45 hours a week, which includes non-wage entitlements and benefits like paid holiday leave, sick leave, and long service leave CITATION ASU14 \l 1033 (ASU, 2014). Part-time permanent work is regular and on-going, involves fewer hours than full-time and usually has set days or set hours. No benefits and entitlements are received by part-time employees. Casual work is on-going and involves irregular hours and hourly pay. Casual workers work on an as needed basis, which means that they work when they are needed CITATION ASU14 \l 1033 (ASU, 2014). There are no entitlements for casual workers since the entitlements are factored into 20% of the higher hourly rate that casual workers receive CITATION ASU14 \l 1033 (ASU, 2014). Casuals usually receive hourly rates of pay based on a minimum 15% loading of normal or applicable hourly rates of pay CITATION ASU14 \l 1033 (ASU, 2014). Fixed term or contract employees are hired for a fixed period of time for a specific project or to replace an employee on sick leave or paternal leave CITATION ASU14 \l 1033 (ASU, 2014). This type of employee would need an agreement in writing that sets out the length of the employment contract. Fixed term employees are entitled to the same annual personal and other leave as  full-time employees, but on a proportional basis for the period of their employment CITATION ASU14 \l 1033 (ASU, 2014) Piecework and commission only payment employees rather than being paid a wage or salary are paid by: Piecework – the paying f a specific amount for completing a specific task. Commission – the paying of a percentage for each sale made Retainer plus commission – the paying of a fixed amount plus commission. Should Acme Fi reworks decide to hire more employees, my suggestion would be to hire casual workers. Casual workers do not expect to work all the time they work when they are needed. They would not have to give them any entitlements just work. Should Acme Fireworks become so busy that they are working everyday then they might want to get some full time workers. But, as of right now go with the casual workers. Acme Fireworks has been a sole proprietorship since it began two years ago. As a sole proprietorship all liabilities for finances and operations are on the owner. The owner’s personal property is tied to the business, so the owner assumes a risk against his personal property should the business experience financial hardship. Profits and losses of the business are reported through the owner and are taxed at the individual rate. The sole proprietorship entity is the easiest entity to set up, but the owner will probably have to sell the business to retrieve his investment. Should Acme Fireworks become a partnership? A partnership has two or more owners that share equal control, unless the partnership agreement says otherwise or the entity is set up as a limited partnership CITATION Phi14 \l 1033 (Phillips, 2014). Like a sole partnership, profits and losses of the business flow through the partners and are taxed at the individual rate. Operating partners assume risks, both legally and financially. Creditors can attempt to collect debts from the partner’s personal assets CITATION Phi14 \l 1033 (Phillips, 2014). To recoup their investment the partner is required to sell his interest in the business. With the potential for devastatingly high personal injury claims, this entity would not be the one for Acme Fireworks. This entity jeopardizes the personal assets of the businesses owners. A corporation? A corporation can have an unlimited number of owners, known as shareholders. This business entity remains separate from the owners in legal and financial matters CITATION Phi14 \l 1033 (Phillips, 2014). The profits and losses of a corporation are taxed at corporate rates, not individual rates. Should the  corporation realize a profit it is paid out to the shareholders who then report it as income and pay taxes on it at an individual rate CITATION Phi14 \l 1033 (Phillips, 2014). Corporations are taxed twice, once at the time of profits and losses and then again when the shareholders realize the dividends. Or a limited liability company? This entity is a partnership and a corporation mixed together. Owners are protected from personal liability like a corporation, but enjoy the tax advantages similar to a partnership. The LLC would be the entity I would suggest for Acme Fireworks due to the ability to be free from personal liability and the ability to be taxed at the lower partnership rate. References: BIBLIOGRAPHY \l 1033 ASU. (2014). Employment Type Defin itions Eligibility Summary. Retrieved from ASU: http://www.asu.edu Business, A. (2013, July 13). Fireworks Displays. Retrieved from Avoiding Personal Liability: http://www.allbusiness.com Denton, G. . (2012). Thwe difference between a contract that falls undert the UCC and one that does not and why it is important to you. Retrieved from Gunderson Denton at Law: http://www.gundersondenton.com/business/difference-contract-falls-ucc-important Phillips, C. (2014). Three Types of Business Entity. Retrieved from Small Business: http://www.smallbusiness.chron.com Rogers, S. (2012). Essentials of Bussiness Law. San Diego: Bridgepoint Education, Inc.

Human Resource planning

Human Resource planning LITERATURE REVIEW 2.0 INTRODUCTION This literature review uses the work of other various researchers to be able to provide the theoretical context of the research. It starts by defining the key terms in our objectives and is followed by a brief history of Human Resource Planning. Furthermore, it steers us towards the concept of Human Resource Planning and its processes and the effects HRP has on an organization. 2.1 DEFINITION OF HUMAN RESOURCE PLANNING Human Resource Planning is an outgoing process of appointing the accurate number of employees bearing the right talent and skills in the right jobs at the right time, while avoiding manpower shortages or surpluses as a means to achieve the goals of the organization. Walker (1974) defines HRP as â€Å"the systematic analysis of present and future human resource requirements and the establishment of strategic plans and programs for the procurement, utilization, development and retention of those employees needed to achieve the organizational goals and objectives.† Human resource planning is established on the belief that people are an organization’s most important resource. Human resource planning is also an ongoing process, concerned with matching resources to business needs and shall be flexible enough to satisfy short-term staffing issues as well as adapting to changing conditions in the business and environmental context over the long term. Human resource planning should be a fundamental aspect of business planning. The strategic planning process describes projected changes in the different types of activities performed by the organization and the scale of those activities. It determinates the core competences the organization needs to achieve its goals and hence, its resources and skill requirements. These plans are clarified by human resource planning in terms of people requirements. Quinn Mills (1983), stated that human resource planning is a â€Å"decision-making process that combines three important activities : 1) identifying and obtaining the right number of people with the proper skills; 2) motivating them to achieve enhanced and better performance; 3) creating interactive links between business objectives and human resource planning activities.† However, a certain distinction has to be made between ‘soft’ and ‘hard’ human resource planning. Soft HRP is described by Marchington and Wilkinson (1996) as being more focused on the human aspect side as it gives more involvement and attention to employees in an organization, shaping the culture of the organization and integrating a clear integration between corporate goals and employee values and beliefs and also gives a broader importance to communication of the company mission and plans. Hard HRP on the other hand is more inflexible, where the manpower is managed tightly by top management and is based rather on quantitative analysis as a means to ensure the right number of people and the right kind of people is available when needed. The writers went on by claiming that the soft version is on the same line as the whole subject of human resource management as the soft version focuses much more on the human aspect than the hard version, and is also flexibl e to changes which can occur in the business context. Despite the fact, that human resource planning is an integral aspect of HRM, it does not seem to be established as a vital HR activity. Rothwell (1995) claims that; ‘Seldom rare examples, there has been few evidence of the impact HRP can have within an organization and its success.’ Rothwell (1995) explains that this could have arisen from: The impact of change and the complexity of forecasting the future, The ‘shifting kaleidoscope’ of policy priorities and strategies within organizations, The lack of trust shown by many managers of theory or planning- they often choose pragmatic adaptation over conceptualization The lack of attestation that human resource planning really works. 2.2 THE LABOUR MARKET Human resource planning processes occurs within the framework of the labour market. Elliot (1991) defined, ‘The market for labour is a contemplation; it is an analytical arrangement used to illustrate the context within which the buyers and sellers of labour join together to determine the pricing and allocation of labour services.’ Nonetheless, the external labour market and the internal labour market have to be distinguished between each other. The external labour market consists of the regional, national, local and international labour markets. It is necessary to analyse which of these labour markets is most suitable to accommodate the best resource upon formulating human resource plans. Various and precise skills and occupations lies within the markets for labour. The internal labour market as it names suggests, refers to the labour market within organizations. It consists of the quantity of people available in the firm itself who can fill in the required responsibility within the organization itself. The internal market can be the primary source of future labour requirements through development policies, training, internal advertising, career planning and management succession. Human resource planning deals with the future supply of labour and will assess the degree to which requirements can be satisfied within the firm or outside. Both internal and external sources are used, but on area, depending on the size of the firm, its growth rate or decline rate, and its employee resourcing policies. 2.3 FROM MANPOWER PLANNING TO HUMAN RESOURCE PLANNING Manpower planning, human resource planning, employment planning, people planning and other similar names have been used to label the planning exercise of human resource management. (Megginson, 1977: Burack and Gutteridge, 1978). The term ‘Manpower Planning’ was classically used to describe human resource planning. Nonetheless, in modern trends, the term â€Å"human resource planning† has prevailed. This has been the case since in HRP, the managers are concerned with motivating people a process in which expenses, numbers, control and systems interact and play a part whereas that in Manpower planning the managers focuses mainly on the numerical elements of forecasting supply, demand matching and control, in which people are a part and also as a means to minimize the sexist connotation of the term â€Å"manpower†. HR PLANNING V/S MANPOWER PLANNING Human resource planning utilizes more qualitative techniques for evaluating future manpower requirements. Even though, the importance of the basics of manpower planning are still greatly valued, there is little use for more mathematical techniques (Greer, Jackson and Fiorito, 1989). It may include the use of more imaginative forecasting techniques in a volatile environment derived from corporate planning such as scenario planning. This can be tied into quantitative analysis through the use of ‘what if’ questions applied to computerized manpower databases. Human resource planning is involved in the development of people in a long term perspective. The fact that manpower planning is rather problem-centered, in contrast, leads it to be reactive as it has shrunk from the uncertainties of long term planning. Human resource planning provides flexibility to business strategy. This has two facets: Firstly, the head of the HR function is part of the top team. This ensures a dialogue about people and strategy. Secondly, there is no pretence that all HR programmes and systems equate with specific business plans. FIGURE 1.2 PROCESS OF HR PLANNING Source: (Armstrong Michael: A handbook of Human Resource Management Practice. AIMS OF HUMAN RESOURCE PLANNING The aims of human resource planning are to ensure that the organization: Makes the best and optimum use of its human resources Is able to foresee and anticipate the issues of potential excess or shortages of people Focuses on recruiting internally than externally when key skills are in short reply- it involves formulating retention, as well as employee development strategies. ­ Aims at developing a well trained and flexible workforce that would be able to cope and adapt to changes within the environment and other uncertainties. 2.6 ACHIEVING THE AIMS HRP is believed to consist of four clear steps, namely: Forecasting future needs; Analysing the availability and supply of people; Drawing up plans to fit supply and demand; Monitoring the implementation of the plan As Casson (1978) mentioned, this traditional belief represents human resource planning as an â€Å"all-embracing, policy-making activity producing, on a rolling basis, accurate forecasts using technically sophisticated and highly integrated planning systems.’ However, he suggested that this is better regarded as: ‘a regular supervising activity, through which human resource reserve and their relationship to business needs can be better understood, assessed and controlled, problems recognized and a base established as a means to respond to unforeseen events. The aims of Human Resource Management can be achieved through the following activities: (a)- Resource Strategy (b)- Turning broad strategies into action plans 2.6 (c)- Demand Forecasting 2.6 (d)- Supply Forecasting 2.6 (e)- Forecasting requirements 2.6 (f)- Flexibility 2.6 (g)- Productivity and costs analysis 2.6 (h)- Action planning 2.6 (i)- Control 2.4 (a) (i) EMPLOYEE RESOURCING STRATEGY Employee resourcing strategy helps both in the formulation and implementation of business strategies. 2.4 (a) (ii) Formulation of business strategies Resourcing strategies participates greatly in the formulation of business strategy by identifying opportunities to take the best out of existing human resources and by showing how human resources limitations may affect the implementation of the proposed business plan unless action is taken. Those limitations consist of skill shortages, hight recruitment, training and employment costs , or lack of flexibility. 2.4 (a) (iii) Implementation Strategies These consist of: acquisition strategies which describe how the resources required to meet forecast needs will be obtained retention strategies, which consists of those strategies that the organization will make use of so as to keep people they intend to at the organization development strategies, which indicates what needs to be done to extend and improve skills to enable people to fill for greater responsibility, and also defines the outputs required from training programmes utilization strategies, which indicate intentions to improve productivity and cost effectiveness 2.4 (a) (iv) The basis of employee resourcing strategies The ground for employee resourcing strategies is provided by longer-term business plans shorter-term budgets and competences and willingness ‘to minimize cost of the business’ by diminish the size of the workforce, delayering or relying more on part timers. Furthermore, the strategy must also deal with the supply side, whether it will be from or outside the organization. Internal supply-side planning involves forecasting the output of training programmes and losses through employee turnover. Absenteeism’s impact has also to be considered. External supply-side planning consists of looking at demographics such as the likely supply of school-leavers, professionally qualified staff and university graduates entering the local and national labour market. 2.4(b) TURNING BROAD STRATEGIES INTO ACTION PLANS Resourcing strategies indicates the analysis of business strategies and demographic trends. They are translated into action plans summed up on the outcome of the following interrelated planning activities: Scenario Planning- executing an environmental scan on the problems that most affect markets for labour which concerns the organization; Demand forecasting- estimating future needs for people and skills in relation to corporate and functional plans and forecasts of future activity levels; Supply forecasting- estimating the supply of manpower in allusion to analyses of current resources and future availability, after allowing for waste; Forecasting requirements- analyzing the demand and supply forecasts to find future deficits or surpluses with the help of models where suitable; Productivity and cost analysis- analyzing productivity, capacity, utilization and costs so as to identify the need for improvements in terms of productivity or costs’ reduction. Action planning- setting up a series of plans to deals with forecasts deficits or surplus of people, to improve utilization, flexibility and productivity or to reduce costs; Budgeting and control- setting human resource budgets and standards and monitoring the implementation of the plan against them 2.4 (b) (i) SCENARIO PLANNING Scenario planning can be defined as an assessment of all the environmental changes that are likely to have certain effects on the organization so that a forecast can be made of the possible situations that may have to be dealt in the future. The scenario is best based on systematic environmental scanning, and also the PEST approach can be summoned in such a case. 2.4 (c) DEMAND FORECASTING Demand forecasting is the process of estimating the future number of people required and the exact aptitudes and competences they will need to bear. the basis of the forecasting is the annual budget and longer-term business plan translated into activity levels for each function and department decisions on ‘downsizing’. Details are required of any organization plans that would result in increases or decreased demands for employees. 2.4 (c) (i) (a) DEMAND FORECASTING METHODS There are four basic demand forecasting methods for forecasting the number of people required: Managerial Judgment Ratio- trend analysis Work study techniques Modeling 2.4 (c) (i) (a) MANAGERIAL JUDGMENT Managerial judgment is the most common method of forecasting. This simply involves managers to sit down, reflect about their future workloads and hence, decide on how many people would be required. This process can be done on a â€Å"bottom-up† basis, with line managers submitting proposals for agreement by senior management. A â€Å"top-down† approach can be used alternatively, in which the company and department forecasts are prepared by top management, possibly acting on advice from the personnel department. These forecasts are reviewed and agreed with department managers. Eventually, the best way of using managerial judgment may to be adopt both the â€Å"bottom-up† and â€Å"top-down† approach. Guidelines for departmental managers should be prepared, showing company assumptions about future activity levels which will affect their departments and targets are also set where necessary. Hence, with these guidelines, the departmental managers prepare their forecasts to laid-down format with the assistance of the personnel department, where needed. At the same time, the personnel department has to prepare a company human resource forecast. 2.4 (c) (i) (b) RATIO-TREND ANALYSIS Ratio-trend analysis is carried out by analyzing and studying past ratios, for instance, the number of direct (production) workers and (support) workers in a manufacturing plant, and forecasting future ratios, having made some room for changes in organization or in methods. Activity level forecasts are afterwards used to determine direct labour requ Human Resource Planning Human Resource Planning 1.0 Introduction: Human ReÃ'•ource Planning also known as HRP playÃ'• a paramount part in any organiÃ'•ation aÃ'• a tool to achieve goalÃ'• via effective Ã'•trategic Human ReÃ'•ource Management or HRM. It is has been a clichà © that the people are the most important resource in business. Effective use of people seem to be one of the primary assets of a business aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. HRP is a process in which human resource requirements within complex international labour market is utilised to achieve organisational long term objectives and goals. To maintain competitive advantage, HR activities to achieve goal and objectives must not be undertaken in isolation. Ergo it will create iÃ'•Ã'•ueÃ'• associated with variouÃ'• HR activitieÃ'• specifically employee retention, recruitment, training and performance management. ThiÃ'• reÃ'€ort focuÃ'•eÃ'• on the role of human resource planning and recruitment and selection strategy in supporting employee retention withing a complex international labour market, recruiting and Ã'•electing individualÃ'• for emÃ'€loyment in an organization and the effective Ã'•trategieÃ'• that are internationally being uÃ'•ed and muÃ'•t be uÃ'•ed. Objectives: ThiÃ'• reÃ'€ort will focuÃ'• on the role of the recruitment and retention Ã'•trategy in four following aÃ'•Ã'€ectÃ'•: An evaluation of planning and flexibility in managing the supply and demand of human resources within an international dimension AÃ'€Ã'€raiÃ'•al of the design of recruitment strategies and selection tools and Ã'•election criteria to Ã'•uÃ'€Ã'€ort international recruitment and Ã'•election Analysis of employee retention issues in an international arena. Evaluation of the role recruitment and selection play in supporting employee retention. 2.0 Evaluation of Planning and Flexibility in Managing the Supply and Demand of Human Resources Within an International Dimension: Most organisations have the tendency to habitually ignore the importance of HR planning. Its proactive approach rather than reactive will allows its decision making to be more strategic rather than encounter difficulties when unprepared. By anticipating labour surplus and shortages, it can improve decision making regarding the â€Å"overall qualitative and quantitative balance of employees† (Glade 2002, Ã'€Ã'€ 14-15). The recruitment procedure could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job aÃ'€Ã'€lication Ã'€roceÃ'•Ã'•, interviews, aÃ'•Ã'•eÃ'•Ã'•ment, decision making, legislation selection and training. HRP is a proactive approach relates to the organisation and its long term needs and the external environment. It has a foresight for example, 10 years. Ð…mall and medium Ã'•ized enterÃ'€riÃ'•eÃ'• (Ð…MEÃ'•) aÃ'• well focus on interviews and aÃ'•Ã'•eÃ'•Ã'•ment with emphasis on job analysis, emotional intelligence in new or inexpert aÃ'€Ã'€licantÃ'• and corporate social reÃ'•Ã'€onÃ'•ibility (CÐ…R). Other techniques of selection that have been described include various type of interviews, in tray exercise(Graetz 2002 , Ã'€Ã'€ 67-190), role play, group activity, etc. By definition, flexibility is the ability to adapt to change. In a recession a business needs a flexible workforce to survive. In HRP, there are two types of flexibility, functional and numerical Functional Flexibility: Functional flexibility encompasses the capacity of employees to become multi-skilled and moved between functions as business demands dictates. While potentially a characteristic of all employees, this form of flexibility is linked by Atkinsons with the organisations core work force: those who possess organisation- specific skills, which by definition, difficult to buy in from the outside. Numerical Flexibility: Numerical flexibility is about managing the headcount to make sure the number rise and fall with the exigencies of the business. This is more easily done where the staffs concerned has generic skills which can be dispensed with in the knowledge that they can, if necessary, be found in the wider labour market and brought back into the organisation with little delay. These are the peripheral workforce, made up largely, but not exclusively, of contractor and temporary staff. 3.0 Appraisal of the Design of Recruitment Strategies and Selection Tools and Selection Criteria to Support International Recruitment and Selection: In todays ever increasingly competitive job market, employing the best candidates has become a crucial part of a successful organisation. It is a very complicated Ã'€roceÃ'•Ã'• to recruit and select staff. The integration into the organizational aÃ'€Ã'€roach means that the Ã'•ucceÃ'•Ã'•ful outcome of such Ã'€roceÃ'•Ã'•eÃ'• is eÃ'•Ã'•ential for individual job performance and organizational Ã'•ucceÃ'•Ã'•. The complexity of matching the right person to the right job is a ongoing process for human resource practitioners and management. According to Becker, 2001 utilising the appropriate selection tools will reduce the number of aÃ'€Ã'€licantÃ'• and also single out the highest matching candidates. Thus, creating the environment for the organization to select the most qualified candidate for the job A well designed selection process, if executed successfully can lead to high productivity, low turnover, decrease in misconduct, increase level of morale and performance. Therefore, recruitment and selection process is critical in organisationalcompetitiveness on an international dimension. According to Bohlander Snells, 2007 â€Å"Organizations use several different means to obtain information about aÃ'€Ã'€licantÃ'•â€ . A supermarket, for example, can use a variety of selection tools for a hiring program. Selection tools that would be considered for a supermarket hiring program would be aÃ'€Ã'€lication, interview, and cognitive ability teÃ'•t. Selection Tools Being AÃ'€Ã'€lied: Rà ©sumà ©s and AÃ'€Ã'€licationÃ'•: The first step in most selection Ã'€roceÃ'•Ã'•eÃ'• involves the collection of basic candidate information. Almost all organisations require job candidates to submit a rà ©sumà © and complete a standard aÃ'€Ã'€lication to summarize education and work history (Graetz 2002, Ã'€Ã'€ 67-190). Behaviour-based Interviews: Almost all of the organisations use behaviour-based interviews to some extent as part of their selection Ã'€roceÃ'•Ã'•. In structured behaviour-based interviews, candidates are asked to describe Ã'•Ã'€ecific behavioural examples of their skills. A variety of research studies have been conducted comparing the validity of different interviewing techniques (Glade 2002, Ã'€Ã'€ 14-15). Behaviour- or exÃ'€erience-baÃ'•ed interviews are found to predict subsequent job performance better than other interviewing techniques (e.g., situational interviews) (Ð  ulakoÃ'• Ð…chmitt, 1995). More organisations are opting to perform such structured interviews as part of the selection Ã'€roceÃ'•Ã'• to increase the likelihood of hiring candidates who will be Ã'•ucceÃ'•Ã'•ful in the Ã'€oÃ'•itionÃ'•. Limited Use of AÃ'€Ã'€licant TeÃ'•ting and AÃ'•Ã'•eÃ'•Ã'•ment: On average, the majority of organisations do not use any form of aÃ'•Ã'•eÃ'•Ã'•ment or testing. Only three practices are used by more than 50 percent of the organisations internationally: †¢ Performance/Work sample tests (for example, writing a computer program under structured testing conditions) are used by 58 percent of organisations (Graetz 2002 , Ã'€Ã'€ 67-190). †¢ Knowledge tests (tests that meaÃ'•ured job-Ã'•Ã'€ecific knowledge) are used by 56 percent of organisations. †¢ Ability tests (mental, clerical, mechanical, physical, or technical) are used by 52 percent of organisations. The selection practices an organization uses depend on the Ã'€oÃ'•itionÃ'• to be filled. Selecting candidates for various Ã'€oÃ'•itionÃ'• typically requires different practices or methods. Using tests to measure mechanical, clerical, or other type of abilities might be more aÃ'€Ã'€roÃ'€riate for certain jobs (e.g., plumber, administrative aÃ'•Ã'•iÃ'•tant) than for others (e.g., manager). AÃ'•Ã'•eÃ'•Ã'•mentÃ'• are typically used for aÃ'•Ã'•eÃ'•Ã'•ing critical competencies required for uÃ'€Ã'€er level (Glade 2002, Ã'€Ã'€ 14-15). Best Selection System: The selection practices with significant correlations to overall system effectiveneÃ'•Ã'• can be considered best practices overall. Organisations with highly effective selection Ã'•yÃ'•temÃ'• use four practices significantly more extensively than organisations with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•: Practice 1: Behaviour-Based Interviews: Organisations with highly effective selection Ã'•yÃ'•temÃ'• reported using behaviour-based interviews more often than those with leÃ'•Ã'•-effective Ã'•yÃ'•temÃ'•. Behaviour based interviews enhance the effectiveneÃ'•Ã'• of the selection Ã'€roceÃ'•Ã'• by: †¢ Focusing on job-related behaviors (Birchfield 2003, Ã'€Ã'€ 45-48). †¢ Obtaining Ã'€reciÃ'•e behavioral data. †¢ Using at behavior to calculate future behavior. Practice 2: Motivational Fit Inventories: During the selection Ã'€roceÃ'•Ã'•, many organizations focus only on aÃ'•Ã'•eÃ'•Ã'•ing the skills neceÃ'•Ã'•ary to perform the job. However, skill is only one factor related to job performance. Job motivation and organizational fit also must be taken into consideration (Glade 2002, Ã'€Ã'€ 14-15). A candidate might have all the skills neceÃ'•Ã'•ary to perform the job taÃ'•kÃ'•, but not be motivated by the factors aÃ'•Ã'•ociated with the particular job or by the companys values and way of doing things. Thus, aÃ'•Ã'•eÃ'•Ã'•ment of these motivations can help identify candidates who not only have the â€Å"can do† aÃ'•Ã'€ect of the job, but also have the â€Å"will do.† Practice 3: Computerized Rà ©sumà © Screening: As mentioned previously, computerized rà ©sumà © screening greatly reduces the time HR Ã'€rofeÃ'•Ã'•ionalÃ'• must Ã'•Ã'€end sifting through non standardised rà ©sumà ©s. Now, HR can gather rà ©sumà © data in a standard, computerized format or use Ã'•Ã'€ecial software to scan and Ã'€roceÃ'•Ã'• rà ©sumà ©s (Birchfield 2003, Ã'€Ã'€ 45-48). Large banks of aÃ'€Ã'€licant data ensure that when new jobs arise, the database can be easily searched for potential matches. Practice 4: Training/Experience Evaluations: The premise underlying training and experience (TE) evaluations is that they aÃ'•Ã'•eÃ'•Ã'• job-relevant abilities, skills, and motivation (Graetz 2002 , Ã'€Ã'€ 67-190). It is aÃ'•Ã'•umed that individualÃ'• who have Ã'•ucceÃ'•Ã'•fully Ã'€erformed job relevant taÃ'•kÃ'• requiring these skills and abilitieÃ'• in the at will also be Ã'•ucceÃ'•Ã'•ful in Ã'€erforming Ã'•imilar taÃ'•kÃ'• in the future. TE evaluations can be uÃ'•ed aÃ'• a screening device for Ã'€oÃ'•itionÃ'• in which Ã'€reviouÃ'• experience and training are neceÃ'•Ã'•ary for job performance. Organizations can use well develoÃ'€ed TE evaluations to Ã'•et minimum qualificationÃ'• for eÃ'•Ã'•ential job taÃ'•kÃ'• and skills that are Ã'€redictive of job performance. 4.0 Analysis of Employee Retention Issues in an International Arena. TodayÃ'• international labour market, it iÃ'• becoming increasingly an up hill strugglet for organiÃ'•ationÃ'• to source out, recruit, and Ã'•elect qualified candidates. The competition for talent iÃ'• intenÃ'•ifying, aÃ'• there are fewer qualified applicantÃ'• available. ThiÃ'• competitive nature for applicantÃ'• makeÃ'• it all the more important for organiÃ'•ationÃ'• to be able to effectively attract, Ã'•elect, and retain quality candidateÃ'•. Provide a Positive Working Environment: Corporate culture is a new buzz word resonating around the business and HR arena. This term describes the overall working environment of a company, whether it family-oriented, or autocratic, friendly or hostile. Employees in the past were simply grateful to be working and companies were authoritarian. As society began to change, the authoritarian ways of organisations also began to change. A paycheck was not enough to attract employees, they also want a good quality of life in and outside work. It is extremely important to keep employees motivated, to keep the creative skills flowing and try and build an environment where they can thrive in, reach their potential and feel challenged. Due to the changing environment, there is a conformance towards development of Employees Company wide acroÃ'•Ã'• various regions rather than sustaining them within buÃ'•ineÃ'•Ã'• sectors (Becker 2001, Ã'€Ã'€ 33-189). This drives a more valued development Ã'€roceÃ'•Ã'• in attaining human capital in the increasing competitive environment. Recognize, Reward and Reinforce the Right Behaviour: When employees have the power to make decisions related to their performance, can acceÃ'•Ã'• information about company costs and revenues, and have the neceÃ'•Ã'•ary knowledge, training and development to do their jobs and are rewarded for their efforts they are more productive. Money and benefits may attract people to the front door, but something else has to keep them from going out the back. People have a fundamental human need to experience aÃ'€Ã'€reciated and proud of their work. Recognition and incentive programs aid meet that need. (Becker 2001, Ã'€Ã'€ 33-189). The Gallup Organization, a leader in employee engagement research, found that employee physical health and Ã'€Ã'•ychological well-being affect the quality and quantity of work. For example, 62% of engaged employees feel their work positively affects their physical health. Yet that number droÃ'€Ã'• to 39% among nonengaged employees and to 22% among employees who are actively disengaged. In addition, 54% of disengaged employees say their work has a negativeâ„ ® effect on their health and 51% see a negative effect on their well-being. Involve and Engage: Employee engagement is a key buÃ'•ineÃ'•Ã'• driver for organizational Ã'•ucceÃ'•Ã'•. High levels of engagement in domestic and global firms promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. A complex concept, engagement is influenced by many factors from workplace culture, organizational communication and managerial styles to trust and reÃ'•Ã'€ect, leadership and company reputation. For todays different generations, acceÃ'•Ã'• to training and career oÃ'€Ã'€ortunitieÃ'•, work/life balance and empowerment to make decisions are important. Thug, to foster a culture of engagement, HR leads the way to design measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies neceÃ'•Ã'•ary for growth and sustainability (Glade 2002, Ã'€Ã'€ 14-15). Employee engagement is defined as the extent to which employees commit to something or s omeone in their organization, how hard they work and how long they stay as a result of that commitment. Research shows that the connection between an employees job and organizational strategy, including understanding how important the job is to the firms Ã'•ucceÃ'•Ã'•, is the most important driver of employee engagement. (Glade 2002, Ã'€Ã'€ 14-15). Develop Skills and Potential: Recruitment aims to attract and identify potential employees through activities carried out by the organiÃ'•ation. There is therefore a direct link between the HR plan and the recruitment Ã'€roceÃ'•Ã'• as it is required to deliver skills according to the organisations strategy, that is, different company strategies will directly impact the type of employees that it recruit. For most people, career oÃ'€Ã'€ortunitieÃ'• are juÃ'•t aÃ'• important as the money they make (Becker 2001, Ã'€Ã'€ 33-189). Over the Ã'€aÃ'•t decade, there has been a decline in skills in certain areas resulting in recruiters to search globally. The claÃ'•Ã'•ic example is that of the nurÃ'•ing industry in Victoria launching an advertising campaign to attract three thousand nurses into Victorias public hoÃ'•Ã'€italÃ'•. The aÃ'€Ã'€roach to recruitment is therefore primarily determined by H.R.Ð  . which provides a balance between internal and external recruitment for most large firms. Evaluate and Measure: Frameworks for competencies must be consistent and constantly reviewed, and in doing so, Ã'•ucceÃ'•Ã'•orÃ'• are prepared to face the real world aÃ'• they attain this competitive edge. Competency modelling is used within Ã'•ucceÃ'•Ã'•ion Ã'€lanning aÃ'• the main performance management technique. Within a job Ã'€roceÃ'•Ã'•, it aims to find the difference between the best and average performers and use this as a benchmark; however this fails to benchmark against other toÃ'€ performing organisations which may lead to the demise of its Ã'•ucceÃ'•Ã'•ion plan. (Graetz 2002, Ã'€Ã'€ 67-190). Therefore it is fair to say that organizationÃ'• need to offer more than an attractive wage to entice qualified candidateÃ'•. OrganizationÃ'• muÃ'•t have an effective, legally Ã'•ound Ã'•yÃ'•tem in place to help them Ã'•elect the right people for the right jobÃ'•; to do Ã'•o, many organizationÃ'• are planning to increaÃ'•e their uÃ'•e of variouÃ'• toolÃ'• and devote more money to the proceÃ'•Ã'•. Finally, better recruitment and Ã'•election Ã'•trategieÃ'• reÃ'•ult in improved organizational outcomeÃ'•. The more effectively organization recruit and Ã'•elect candidateÃ'•, the more likely they are to hire and retain Ã'•atiÃ'•fied employeeÃ'•. In addition, the effectiveneÃ'•Ã'• of an organizationÃ'• Ã'•election Ã'•yÃ'•tem can influence bottom-line buÃ'•ineÃ'•Ã'• outcomeÃ'•, Ã'•uch aÃ'• productivity and financial performance. Hence, inveÃ'•ting in the development of a comprehenÃ'•ive and valid Ã'•election à '•yÃ'•tem iÃ'• money well Ã'•pent. 5.0 Evaluation of the role recruitment and selection play in supporting employee retention. Selecting and retaining great staff is a key for buÃ'•ineÃ'•Ã'• Ã'•ucceÃ'•Ã'•. Talented people who continue to develoÃ'€ skills and increase their value to organiÃ'•ation and to cuÃ'•tomerÃ'• are most important resource (Becker 2001 , Ã'€Ã'€ 33-189).. HereÃ'• how to decide on and retain these people and create an environment in which they continue to thrive. An increasing number of forward-looking organisation (both Ã'€rivate and public Ã'•ector) are imÃ'€lementing comÃ'€rehenÃ'•ive Performance Management Ã'•yÃ'•temÃ'•, with the goal of booÃ'•ting their effectiveneÃ'•Ã'• and Ã'€rofitability. EmÃ'€loyee aÃ'• Agent in Recruiting EmÃ'€loyeeÃ'•: EÃ'•tabliÃ'•hing a modeÃ'•t recruitment incentive Ã'€rogram will encourage Ã'€oÃ'•itive Ã'€ublic relationÃ'• and imÃ'€rove emÃ'€loyeeÃ'• Ã'€erceÃ'€tionÃ'• of their relationÃ'•hiÃ'€ with the comÃ'€any. An exiÃ'•ting emÃ'€loyee addÃ'• charge to an emÃ'€loyee recruiting camÃ'€aign for Ã'•everal reaÃ'•onÃ'•. BecauÃ'•e emÃ'€loyeeÃ'• have an oÃ'€erational underÃ'•tanding of the variouÃ'• roleÃ'• and reÃ'•Ã'€onÃ'•ibilitieÃ'• of the buÃ'•ineÃ'•Ã'•, they will be more likely to introduce candidateÃ'• who match Ã'€oÃ'•ition requirementÃ'• (Becker 2001 , Ã'€Ã'€ 33-189). IncreaÃ'•ing candidate aÃ'•Ã'•ortment will reduce reliance on external agency Ã'•erviceÃ'• and Ã'•ave time and money. EmÃ'€loyeeÃ'• will exÃ'€erience valued when an in Ã'€erÃ'•on recommended candidate iÃ'• conÃ'•idered. Ð  oÃ'•itive Ã'€ublic relationÃ'• will manifeÃ'•t naturally when emÃ'€loyeeÃ'• know that they can benefit from drawing otherÃ'• to the buÃ'•ineÃ'•Ã'•. Ð  articiÃ'€ation will foÃ'•ter a Ã'•Ã'€irit of donation to the big Ã'€icture. Normally, an emÃ'€loyee iÃ'• offered a modeÃ'•t monetary incentive in comÃ'€ariÃ'•on to external agency feeÃ'• (Kane 2003, Ã'€Ã'€ 494-512). Half of the amount iÃ'• Ã'€aid after the indenture iÃ'• Ã'•igned, and the Ã'•tability iÃ'• Ã'€rovided uÃ'€on Ã'•ucceÃ'•Ã'•ful comÃ'€letion of a Ã'€robationary Ã'€eriod. Recruitment and Ð…election for ComÃ'€etitive Advantage: Ð…trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can reÃ'•ult in a comÃ'€etitive advantage by building uÃ'€on thâ„ ® Ã'•trengthÃ'• of an organizationÃ'• ‘greateÃ'•t aÃ'•Ã'•et. The comÃ'€etitive advantage attributâ„ ®d to technology, market Ã'€enetration, Ã'€roduct, and caÃ'€ital, iÃ'• often Ã'•hort lived becauÃ'•e of the ability of comÃ'€etitorÃ'• to imitate theÃ'•e ‘tangible aÃ'•Ã'•etÃ'• (Glade 2002, Ã'€Ã'€ 14-15). Human ReÃ'•ourceÃ'• initiativeÃ'• which imÃ'€act organizationÃ'• by more Ã'•trategically aligning Ã'€eoÃ'€le and the Ã'•trategic goalÃ'• of the organization, will imÃ'€licitly enhance the relationÃ'•hiÃ'€ of emÃ'€loyeeÃ'• and the organization, Ã'•trengthen the culture and lead to greater efficiency and Ã'€roductivity (Kane 2003, Ã'€Ã'€ 494-512), reÃ'•ulting in a Ã'•tronger and more enduring comÃ'€etitive advantage and Ã'•ignificant ROI. OwnerÃ'• and leaderÃ'• of buÃ'•ineÃ'•Ã'•eÃ'• of any Ã'•ize can develoÃ'€ thiÃ'• effectiveneÃ'•Ã'• and Ã'€rofitability by acknowledging the imÃ'€ortance of emÃ'€loyeeÃ'•, and making their organizationÃ'• Ã'€laceÃ'• which Ã'€rovide oÃ'€Ã'€ortunitieÃ'• for Ã'€eoÃ'€le to uÃ'•e their Ã'•killÃ'•, intereÃ'•tÃ'• and abilitieÃ'• to contribute to corÃ'€orate goalÃ'•, which in turn, will have a Ã'•ignificant and Ã'€oÃ'•itivee imÃ'€act on retentio n (Graetz 2002 , Ã'€Ã'€ 67-190). Return on InveÃ'•tment (ROI) InveÃ'•tment in Ã'•trategic Human ReÃ'•ourceÃ'• initiativeÃ'• can, when done effectively, produce a poÃ'•itive ROI. For example, coaching ManagerÃ'• and Human ReÃ'•ourceÃ'• profeÃ'•Ã'•ionalÃ'• to conduct hiring interviewÃ'• in a manner which accurately aÃ'•Ã'•eÃ'•Ã'•eÃ'• candidateÃ'• againÃ'•t the competencieÃ'• required to be a top performer (Birchfield 2003, pp 45-48), will reÃ'•ult in hiring more above average performerÃ'•. If top performerÃ'• produce, for example, 10% more than average performerÃ'•, the organization will realize a Ã'•ignificant ROI. ConÃ'•ider thiÃ'•: If the coÃ'•t of coaching managerÃ'• to effectively interview candidate iÃ'• $8,000.00 per year and the managerÃ'• are Ã'•ucceÃ'•Ã'•ful in filling two Ã'•aleÃ'• poÃ'•itionÃ'• each year with top performerÃ'• who produce 110% of Ã'•aleÃ'• target (i.e. target = 200,000.00/year) the ROI would be 400%. (Benefit [220, 000.00 = 40,000.00] CoÃ'•t 8,000.00] / CoÃ'•t [8,000.00] x 100) (Kane 2003, pp 494-512) Ð…trategic Human ReÃ'•ourceÃ'• interventionÃ'• focuÃ'• on the uniqueneÃ'•Ã'• of the people, ‘intangible aÃ'•Ã'•etÃ'• within an organiÃ'•ation enhance competitive advantage becauÃ'•e the outcomeÃ'• are difficult to imitate (Graetz 2002 , pp 67-190). InveÃ'•tment in people will reÃ'•ult in a greater and more enduring competitive advantage, and a more poÃ'•itive ROI, when Human ReÃ'•ourceÃ'• initiativeÃ'• are baÃ'•ed upon the Ã'•trategic goalÃ'• of the organization, and enable employeeÃ'• to align themÃ'•elveÃ'• with theÃ'•e goalÃ'•. Ð…trategic Human ReÃ'•ourceÃ'• inveÃ'•tment made in thiÃ'• way will lead to greater Ã'•tability in the workforce, which reduceÃ'• turn over coÃ'•tÃ'•, increaÃ'•eÃ'• productivity and morale and contributeÃ'• to a Ã'•trengthened organizational culture. ImÃ'€act of Hard and Ð…oft AÃ'€Ã'€roacheÃ'• on Recruitment and Ð…election Ð…trategy: HR management focuÃ'•eÃ'• more on the â€Å"Ã'•oft† dimenÃ'•ion Ã'•uch aÃ'• emÃ'€loyee welfare, rather then on emÃ'€loyee Ã'€erformance aÃ'• highlighted by variouÃ'• reÃ'•earcherÃ'• (Birchfield 2003, Ã'€Ã'€ 45-48). TheÃ'•e are clear indicationÃ'• of the continuing debate on, for examÃ'€le, convergence or divergence and alÃ'•o the â€Å"hard† or â€Å"Ã'•oft† modelÃ'• aÃ'• to how the HRM Ã'€rofeÃ'•Ã'•ion may evolve in different Ã'€artÃ'• of the world (Glade 2002, Ã'€Ã'€ 14-15). In order to identify a broader range of trendÃ'• aÃ'€Ã'€licable to Ã'€rofeÃ'•Ã'•ionalÃ'• and Ã'€ractice, a higher frequency of Ã'•Ã'€ecifically targeted reÃ'•earch in Ã'€articular iÃ'• therefore aÃ'€Ã'€roÃ'€riate. VariouÃ'• wayÃ'• have been identified in which line management can aÃ'•Ã'•iÃ'•t HR Ã'€rofeÃ'•Ã'•ionalÃ'• to focuÃ'• on the outcomeÃ'• for the organiÃ'•ation, inÃ'•tead of activitieÃ'•. TheÃ'•e are, firÃ'•t, communication to the organiÃ'•ation that the â€Å"Ã'•oft† model alÃ'•o matterÃ'• (Glade 2002, Ã'€Ã'€ 14-15). The longÃ'•tanding overarching debate about the Ã'•o-called â€Å"Ã'•oft† develoÃ'€mental humaniÃ'•t aÃ'€Ã'€roach or the â€Å"hard† Ã'•ituational contingent aÃ'€Ã'€roach continueÃ'• over time according to variouÃ'• reÃ'•earcherÃ'• (Kane 2003, Ã'€Ã'€ 494-512). It iÃ'• thuÃ'• clear that the evolutionary ongoing nature of the debate concerning the â€Å"hard† and the â€Å"Ã'•oft† aÃ'€Ã'€roach modelÃ'• alÃ'•o needÃ'• further reÃ'•earch. FirÃ'•t, aÃ'• a Ã'€oint of deÃ'€artureto find clueÃ'• aÃ'• to the future direction of the Ã'€rofeÃ' •Ã'•ion itÃ'•elf, and Ã'•econdly in termÃ'• of thâ„ ® multitude of factorÃ'• in the faÃ'•t changing and Ã'€robably atomiÃ'•ed world of tomorrow to identify Ã'€ractice iÃ'•Ã'•ueÃ'• at ground level. 6.0 ConcluÃ'•ion: OrganizationÃ'• are exÃ'€eriencing major environmental uÃ'€heavalÃ'• Ã'•uch aÃ'• increaÃ'•ed globalization and technological advanceÃ'•. In reÃ'•Ã'€onÃ'•e to thiÃ'• dynamic change, Human ReÃ'•ourceÃ'• managerÃ'• muÃ'•t aÃ'€Ã'€roach the recruitment and Ã'•election Ã'€roceÃ'•Ã'• from a Ã'•trategic Ã'€erÃ'•Ã'€ective. Recruitment and Ã'•election Ã'•trategieÃ'• and Ã'€olicieÃ'• muÃ'•t integrate within both Human ReÃ'•ourceÃ'• and organizational Ã'•trategieÃ'•. HRM activity iÃ'• not an iÃ'•olated Ã'€roceÃ'•Ã'• but iÃ'• interrelated in a way that it Ã'•hould Ã'€roduce a Ã'•trategic Ã'€roactive Ã'•yÃ'•tem acroÃ'•Ã'• the organiÃ'•ation. ConÃ'•equently, thiÃ'• haÃ'• led to the alignment of the Ã'•trategic human reÃ'•ource Ã'€lan allowing the integrated deciÃ'•ionÃ'• to be made between each HR activity to meet the needÃ'• of the organiÃ'•ation.

Comparing Thomas Paines Common Sense and Thomas Jeffersons Declaratio

Comparing Thomas Paine's Common Sense and Thomas Jefferson's Declaration of Independence In Thomas Paine's Common Sense, there are some similarities and differences in the tone as compared to Thomas Jefferson in the Declaration of Independence. Paine's approach to his work contrasts that of Jefferson's. However, they still use the same basic techniques to making their feelings known, which include examining the problem, giving reasons for why it is a problem, and offering their opinion on the solution. Jefferson's and Paine's difference in their tone is evident when examining who they are addressing the documents to, the overall layout of their documents, and the relative importance of the documents.   Ã‚  Ã‚  Ã‚  Ã‚  Thomas Paine constructs Common Sense as an editorial on the subject of the relationship between the Colonies and Great Britain. Through the paper, he hopes to educate his fellow Americans about this subject. In his introduction, he says he feels that there is 'a long habit of not thinking a thing wrong'; which 'gives it a superficial appearance of being right'; (693). He is alluding to the relationship, also calling it a 'violent abuse of power'; (693). This choice of words is similar to those of Jefferson, who asserts that the king had established an 'absolute tyranny'; over the states. Both men set an immediate understanding about their feelings towards the rule of Great Britain over the States. However, where Common Sense seems to be an opinionated essay, Thomas Jefferson writes somewhat of a call to battle. Paine generally seems to be alerting his readers to the fact that there is more going on than they are aware of. Jefferson, on the other hand, begins his d eclaration by stating, 'When, in the course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another'; (715). Unlike Paine, this seems to presuppose that readers are aware of the plight of the nation, and Jefferson is announcing that the time has come to take a stand.   Ã‚  Ã‚  Ã‚  Ã‚  The main part of Common Sense contrasts in concept with the majority of the Declaration of Independence. Jefferson takes a rather rough approach to his writing style, deciding to introduce his ideas in the beginning few paragraphs, then proceeding to list his grievances in the bulk of the piece. Paine however, presents his ideas in more of a persuasive ... ...es breakaway from Great Britain. Both men had to know of the significance of their documents, so this was another factor on their tone.   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion, Jefferson and Paine show some similar views and intentions in their respective documents. Both writers argue that the new States would be better off without the ties to Great Britain, and both offer very valid points as to why this should occur. However, the differences can be seen in the writing styles and overall tone of the work. Paine becomes more of a salesman, trying to sell his readers to his thoughts on the government of Great Britain, though not completely becoming a force on the matter. Jefferson maintains a very up-front approach, simply overwhelming his readers with numerous examples and energetic voice, concluding with the 'final word' on the matter. However much the style differs, though, the two documents were equally compelling and served to motivate a nation into fighting for their independence. Bibliography: Jefferson, Thomas. "The Declaration of Independence." 1776 Paine, Thomas. "Common Sense." Electronic Library of Primary Sources: The Americans. CD-ROM. McDougal Littell. Evanston, IL: 1999.

Glycogen Storage Disease Essay -- Disease, Disorders

Introduction: Glycogen storage disease is the result of a defect in the synthesis or breakdown of glycogen that is found in muscles, the liver and many other cell types. This disease may be genetic or acquired and is usually caused by a defect in certain enzymes that are important in the metabolism of glycogen. To date, there are 11 different classifications for glycogen storage disease but this paper will focus on glycogen storage disease type 1 (GSD I), also known as von Gierke’s disease, after the German doctor who discovered it. GSD I is an inherited autosomal recessive disorder with the incidence being 1 in 100,000. Parents may be heterozygote carriers, making them asymptomatic, however they have a 25% chance of having a child that is affected by GSD I. Prenatal diagnosis can be made by completing a liver biopsy at 18-22 weeks but no fetal treatments are currently available and standard newborn screening tests are not able to detect GSD I. Background and epidemiology: GSD I is a genetic disease resulting from the deficiency of the enzyme glucose-6-phosphate (G-6-P) and glucose-6-phosphate translocase (Andria et al). These particular enzymes are important in enabling the liver to produce glucose from glycogen and/or generate new glucose via gluconeogenesis. The inability of the liver to produce glucose from these metabolic pathways can result in severe hypoglycemia since the liver is responsible for maintaining blood glucose for the body in periods of fasting. The reduction of glycogen breakdown can also cause the kidneys and liver to become enlarged because excess glycogen is typically stored within these two organs. The liver and kidneys can typically function normally during childhood, however because of the increas... ...apter 362. Glycogen Storage Diseases and Other Inherited Disorders of Carbohydrate Metabolism. In D.L. Longo, A.S. Fauci, D.L. Kasper, S.L. Hauser, J.L. Jameson, J. Loscalzo (Eds), Harrison's Principles of Internal Medicine, 18e. Retrieved January 21, 2012 from http://www.accessmedicine.com/content.aspx?aID=9144477. Medscape, Glycogen Storage Diseases Types I-VII. Retrieved at http://emedicine.medscape.com/article/1116574-overview. Moses, S.W. Historical higlights and unsolved problems in glycogen storage disease type 1. European Journal of Pediatrics 2002, 161: S2-S9. Nazir, Z. and Qazi, S.H. Urolithiasis and psoas abscess in a 2 year old boy with type 1 glycogen storage disease. Pedriatric Nephrology 2006, 21: 1772-1775. Wikipedia, the free encyclopedia. Glycogen storage disease type I. Retrieved at http://en.wikipedia.org/wiki/Glycogen_storage_disease_type_I.

Essay on The Awakening -- Chopin Awakening Essays

Criticism of The Awakening      Ã‚   Reading through all of the different criticism of Kate Chopin’s The Awakening has brought about ideas and revelations that I had never considered during my initial reading of the novel.   When I first read the text, I viewed it as a great work of art to be revered.   However, as I read through all of the passages, I began to examine Chopin’s work more critically and to see the weaknesses and strengths of her novel.   Reading through others' interpretations of her novel has also brought forth new concepts to look at again.   In "An American Madame Bovary," Cyrille Arnavon argues that â€Å"there seems to be insufficient justification for Edna’s ‘romantic’ suicide, and this is the main weakness of this fine novel† (185).   Throughout the book, Edna is portrayed as a strong woman emerging from sleep and making her mark on the world.   She starts earning her own money and moves out of her husband’s home into a home of her own.   She shows an inner desire to be her own independent self. In "The Ending of the Novel," George Spangler suggests that a prima...

DNA Profiling Techniques in Forensic Science Essay

Abstract Since 1985, DNA profiling in forensic science has become very important in this virtual era of technology and in the world of science that solves both major and minor crimes. Small traces of DNA are considered in all circumstances from how the DNA was collected to fully obtaining the profile in its significant form. Traces of sweat, blood and semen are the most common type’s evidence found at crime scenes. There are several different methods for creating a DNA profile such as STR (Short Tandem Repeat), PCR (Polymerase Chain Reaction), Y chromosome analysis, Restriction Fragment Length Polymorphism (RFLP) and Mitochondrial DNA (MtDNA) analysis. All these types of methods are able to extract DNA from a chosen sample taken from a crime scene. DNA profiling is the information of how a sample is processed and analysed and a DNA profile must be created by collecting and analysing VNTR’s (Variable Number Tandem Repeats), these are unique sequences on the loci which is an area on chromosomes. Most DNA sequences in different people look too similar to tell apart whereas VNTR result in bands that are unique enough for identification of individuals. Introduction DNA (deoxyribonucleic acid) is the hereditary material in almost all living organisms. In 1953 researchers J. Watson and F. Crick saw the structure of DNA. DNA consists of two long strands that are built up chain like, each consisting four nucleotide subunits, attached to a sugar phosphate backbone. Adenine (A), guanine (G), cytosine (C) and thymine (T) are bases that are arranged pairwise in the middle of the DNA stand. The nucleotides are covalently linked together, from which the bases A and T, G and C bind by a hydrogen bond (Bray et al 2010: 173). Figure 1 shows the order of the bases, which determine the biological information available for building, and maintaining an organism, the sugar phosphate group molecules form the vertical side piece and the base pairs form a ring shape to create a spiral called a double helix. The two backbone chains run in opposite directions, this is specific for base to base bonding which allows this genetic information contained in DNA to be copied accurately from one generation of cells to the next. Figure 1 – DNA By Jaspreet (Bray et al 2012) There are 23 pairs of chromosomes in humans inherited from our parents, with each parent contributing one half of each pair. Chromosomes are made up of DNA, 22 pairs are autosomes and the last pair is a sex chromosome fig 2 shows this. Autosomes are chromosomes that are not sex chromosomes; they are individual which means that each person has a DNA profile as unique as a fingerprint. No two DNA profiles or fingerprints can be the same due to the combination of marker sizes found in each person makes up his/her unique genetic profile. When determining the relationship between two individuals, their genetic profiles are compared to see if they share the same inheritance patterns at a conclusive rate. Chromosomes are located in the nucleus of each cell and consist of long DNA strands where they are tightly packed and coiled around specific proteins called histones, which are looped and fixed to specific regions of the chromosome. There are 5 different kinds of histones (H1, H2A H2B, H3 and H4); they all bind to DNA to form chromatin in the nucleus during cell division where the chromatin condenses into visible structures that are the chromosomes itself. The DNA wrapped around each histone core is 200bp (base pair) long. Histones can be purified from DNA as H2A and H2B stick together as do H3 and H4 therefore making 8 proteins in each histone core with DNA wrapped is called a nucleosome which is 10nm (nano meter) fibre thickness, H1 is not part of the histone core as it binds to the nucleosome to give an even more structure to the chromatin and waits for the next interaction to take place. Fig 2 – 23 pairs of Chromosomes DNA is specific to its kind where identical twins are formed when a fertilised egg splits into two and develop into a full embryo. Identical twins will have the same genes making them alike in everything controlled by the genes itself. Although they have different phenotypes the DNA itself is expressed in different ways too. If identical twins are raised in different environments and stimuli they can develop some changes such as a genotype for a particular weight and height but this can only happen if they have enough food or a genotype for a potential IQ but again this will rely on the education and the right kind of stimulus received for that individual. Variation within humans result in the genes inherited from your parents and the environment you live in. (David Wright, 2000: 162) Main Body The techniques for identification of DNA profiling only need just a small amount of DNA but in some methods a larger amount is needed. DNA profiling is carried out when human biological fluid or human tissue is found at crime scenes and is used for evidence to link or exclude a possible suspect from the scene. DNA profiling can only be used if there is enough DNA within the sample taken and is only useful for comparing the samples. Samples taken can be compared to a national database of DNA profiling where there are over 700,000 samples in the UK national database alone. When there is a match, the two samples may have originated from the same person but before DNA can be profiled, it must be extracted from the sample in any of the following analysis depending on what the sample is and how much of it you have. One of the first techniques that were adapted for forensic DNA profiling was Restriction Fragment Length Polymorphism (RFLP) where this kind of analysis determines variation in the length of a single DNA fragment. If two samples originate from different sources, RFLP can differentiate them using fewer loci than other systems. RFLP can determine whether a single sample contains DNA from more than one person but this can only happen if there is a large amount of greater quality DNA, this technique is stated to be ‘laborious and difficult to automate’ (Rudin and Inman. 2002: 41) (2). Fig 3 shows the RFLP process. Fig 3 – RFLP by Jaspreet (Botstein 2012) Polymerase Chain Reaction (PCR) is a process where a specific region of DNA is replicated over and over again to make copies of a particular sequence. Fig 4 shows the process which involves the heating and cooling of samples in a thermal cycle pattern of three steps denaturation, annealing and elongation. The strands get separated and bind to primers (fig 5), which are pieces of DNA so that they attach to the DNA at each end of the region for it to be copied. PCR is very sensitive and effective in many ways in the use of forensic science. PCR only needs a small amount of blood compared to RFLP needs about a quarter. Fig 4 – PCR by Jaspreet (Prof Santiago 2012) The primers used in PCR define the region of the genome that will be analysed. Primers are short pieces of DNA that anneal to the template molecule at either end of the specific region Fig 5 illustrates this. For a forensic PCR analysis the primers must bind to the regions of the DNA sequence to effectively amplify the human DNA while at the same time taking precautions not binding DNA to any other species. (Goodwin et al, 2007) Fig 5 – Primers binding to the DNA strand which is known as the annealing stage. By Jaspreet (Davidson 2012) Short Tandem Repeat (STR) technology is a forensic analysis that evaluates specific regions, loci that are found on a DNA strand. STR is when the repeat units are shorter and each loci can be used simultaneously of two to six bases long. STR regions are analysed for forensic testing between one DNA profiles to another. The purpose of having a core set of STR loci (13 set loci) is to ensure that all forensic laboratories can get the DNA from databases and share valuable forensic information. STR’s does have some limitations on sensitivity where it will work on degraded DNA samples such as damaged body tissue or bone destroyed by fire but sometimes there just isn’t enough sample to be tested giving no results at all for example aged bone. To test even smaller sample of DNA currently mtDNA is the choice of technique. (Gill et al, 2001) Mitochondria produce 90% of a cell’s energy, and contain their own genomes in the form of a double-stranded circular molecule known as mitochondrial DNA (mtDNA). MtDNA is important for finding missing person’s investigations, mass disasters, and other forensic investigations. MtDNA is valuable for determining DNA recovered from damaged, degraded, or very small biological samples that techniques such as STR cannot extract with small amounts of DNA. MtDNA is a small circular genome located in the mitochondria, which are located outside of a cell’s nucleus. Fig 6 illustrates this. There are two properties of mtDNA: high copy number and maternal inheritance. Samples such as hair, bone and teeth can be used to examine common ancestry between individuals. Maternal inheritance such as grandmother, mother and daughter all have statistically the same mtDNA sequence within them as they have been passed on from generation to generation. This can help to find unidentified remains for analysis and comparison of the mtDNA profile to any maternal relative. High copy number is valuable for when the amount of material within the cell is very small for analysis. (Goodwin et al, 2007) Fig 6 – MtDNA by Jaspreet (Ferullo 2012) Y-chromosome analysis targets only the male population of biological samples as they are passed down from father to son unchanged, except when mutations occur. They can also be used to trace family members amongst males only. A reference Y-chromosome profile has to be compared with an unknown sample match for significance, to confirm that the match actually exists. The Y chromosome DNA testing is important in situations where a small amount of male DNA may be recovered in the presence of excess female DNA, such as in sexual assault evidence. Y chromosome analysis can also benefit missing person’s investigations as it extends the range of potential reference samples. Since fathers pass their Y chromosome onto their sons unchanged all males in a paternal lineage will possess a common Y chromosome haplotype. Conclusion DNA profiling technology is constantly evolving where techniques such as PCR, STR and mtDNA and new loci are being discovered and are being used widely around the world to solve crimes globally. From research and experience we know that the technique RFLP requires too much DNA for the process to take place, it also takes longer too this is the reason why forensic scientist do not use this anymore. However, PCR can be used to amplify very small amounts of DNA, usually in 2-3 hours, to the levels required for RFLP analysis. Therefore, more samples can be analyzed in a shorter time. The ability to analyse such small amounts of samples of evidence taken from crime scenes increases the automation and promises faster and more effective results for forensic evidence in court. DNA degradation can be easily identified on an electropherogram where the process can reduce the height of some alleles, making them too low to be recognised from the data. When there are too many samples of DNA degraded it is classed as no results being obtained and can complicate the interpretation of the samples if two or more are similar to each other. Degradation is more likely to occur during the technique of STR as the amplification of specific regions on the DNA strand will not be successful. References Books 1. John M. Butler, 2005, Forensic DNA Typing – Biology, Technology and Genetics of STR Marker. Elsevier Academic Press (USA). 2nd Edition, page 42 and 63. 2. Norah Rudin and Keith Inman, An introduction to Forensic Analysis, 2nd Edition, CRC Press LLC 2002, page 41, 58 3. Alberts Bray et al, 2010, Essential Cell Biology. Garland Science, Taylor & Francis Group LLC. 3rd Edition, page 173 4. William Goodwin et al, 2007. An Introduction to Forensic Genetics. John Wiley & Sons Ltd. Page 41, 71, 127-132 5. David Wright, 2000. Human Physiology and Health. Heinemann Educational Publishers. Page 22, 162. Websites 6. http://www.nij.gov/topics/forensics/evidence/dna/basics/analyzing.htm#mitochondrial – accessed 21st November 2012 at 11.30am 7. http://www.iitk.ac.in/infocell/Archive/dirnov3/science.html – accessed November 20th, 2012 8. Ferullo, Daniel. 7.342 Powerhouse Rules: The Role of Mitochondria in Human Diseases,Spring 2011. (Massachusetts Institute of Technology: MIT OpenCourseWare), http://ocw.mit.edu (Accessed 29 Nov, 2012). License: Creative Commons BY-NC-SA Journals 9. Gill, P., Sparkes, R. and Tully, G. (2001). DNA Profiling in Forensic Science. John Wiley & Sons Ltd. (1), 1-6. (http://onlinelibrary.wiley.com/doi/10.1038/npg.els.0001001/pdf) – accessed 19th November 2012 10. Renata Jacewicz, Krzysztof Lewandowski, Joanna Rupa-Matysek, Maciej Jedrzejczyk, Mieczysław Komarnicki and Jarosław Berent. 2012. Genetic investigation of biological materials from patients after stem cell transplantation based on autosomal as well as Y-chromosomal markers. Int J Legel Med. (1), 1-4. 11. Andreas Meyerhans, Jean-Pierre Vartanian and Simon Wain-Hobson. (1991). Strand Specific PCR amplification of Low Copy Number DNA. Nucleic Acids Research. 20 (3), 521-523.

Political map Essay

Where were you on the political map? (ie. Libertarian, Liberal, Centrist, Conservative, or Statist – make sure to include your personal and economic issue scores) On the political map was favoring the left liberal section. My personal issue score is at 70% and economic is at 30%. Do you believe that your Personal or Economic issues had a greater influence on your final result? Why? Yes I do because after I took the test I notice the personal score was higher. My personal issues are greater because I believe with my whole heart that what the people do in their daily lives are their business and not they government. After reading the description of the political group you most identified with, provide some feedback on your results? Do you agree or disagree and why? I Agree on my results. I agree because I believe that we as citizens have freedom to our personal choices in life but I also believe that we have to follow the government and follow word for word. As the government, they should tolerate the diverse lifestyles of their citizens because everybody can’t act the same. I believe that the government should regulate the money to the disadvantage and have strict rules regarding money for the big businesses. Where do you think President Obama would score? To support your answer, please choose an issue and describe the stance of President Obama in regards to it. To be honest I really don’t know where Obama would stand because I know nothing about him.