The Supplemental Nutrition Assistance Program - 1387 Words

1. Migrant and seasonal farm workers may have the poorest health of any aggregate in the United States and the least access to affordable healthcare (Nies, 2011). In Indiana, the Supplemental Nutrition Assistance Program (SNAP) provides food assistance to low and no income people and families living in the United States (U.S.). It is a federal aid program administered by the Food and Nutrition Service of the U.S. Department of Agriculture (USDA), however, distribution of benefits occurs at the state level. In Indiana, the Family and Social Services Administration (FSSA) is responsible for ensuring federal regulations are initially implemented and consistently applied in each county. People can apply for this assistance at their local Division of Family Resources. There are also many places that participate in the emergency food assistance program (TEFAP) and food pantries. In Lake County, Indiana, the largest food pantry is the Food Bank of Northwest Indiana, which is a TEFAP partic ipant and also a soup kitchen. They are open Monday through Friday during the day. There are also food pantries in trustee offices and churches, but some of them are by referral only. In some cases, the community health nurse can make a referral (in.gov, 2014). There many assistance programs that can assist migrant workers in obtaining clothing, the largest one in Lake County being The Salvation Army Service Center. Assistance includes free clothing, school supplies, and Christmas assistanceShow MoreRelatedThe Supplemental Nutrition Assistance Program Essay2344 Words   |  10 PagesThe Supplemental Nutrition Assistance Program, otherwise known as SNAP, originates from the Agricultural Adjustment Act of 1933. It was established in the Great Depression era as the Federal Surplus Relief Corporation when crop prices fell drastically and farms were struggling to deal with the excess supply. The Federal government bought the surplus as discounted prices and distributed them to hunger relief agencies. In 1939 as part of President Franklin D. Roosevelt’s New Deal program, the FoodRead MoreThe Supplemental Nutrition Assistance Program Essay1852 Words   |  8 PagesIntroduction SNAP, the Supplemental Nutrition Assistance Program, is a policy that was created to provide aid to many low-income families and individuals by offering nutritional assistance. The main social problem this policy intends to address is hunger caused by poverty. Poor nutrition is a major problem that cripples low-income families and is one of the biggest causes of death today in young children. Poverty and hunger have a mutual relationship because those who often lack the resources orRead MoreThe Supplemental Nutrition Assistance Program Essay1285 Words   |  6 Pages1 The Supplemental Nutrition Assistance Program (SNAP) has become an immense support for food insecurity, particularly in low-income families in our country. The SNAP program has been initiated to reduce hunger during economic crisis and has become crucial in helping its participants to meet their dietary needs (Blumenthal, 2012 pg.50). However, there is a main concern is that SNAP participants are also at risk for developing obesity and other chronic disease. The SNAP program finds that theRead MoreThe Supplemental Nutrition Assistance Program2412 Words   |  10 PagesPurpose of Program In regards to the Supplemental Nutrition Assistance Program (SNAP), the purpose of the organization could be described as insuring that eligible, low-income individuals and families have access to nutritional and economic benefits. According to the United Stated Department of Agriculture, SNAP is the largest program in the domestic hunger safety net (USDA, 2016). The Food and Nutrition Service (FNS) assists state agencies, nutrition educators, neighborhood, and faith-based organizationsRead MoreSupplemental Nutrition Assistance Program ( Snap )1969 Words   |  8 PagesSupplemental Nutrition Assistance Program (SNAP) Issues dealt with by the policy The Supplemental Nutrition Assistance Program (SNAP) is a program developed and administered by the United States Department Agriculture; to support families and individuals with low income by providing nutrition assistance in coordination with State agencies and other organizations such as State agencies, faith based organizations and educators. In addition, SNAP provides a variety of parallel benefits to society regardingRead MoreAnalysis Of The Supplemental Nutrition Assistance Program734 Words   |  3 PagesBackground The Supplemental Nutrition Assistance Program (SNAP) is one of the largest federal expenditures in North Carolina. The North Carolina General Assembly has charged the State Auditor with including but not limited to independently examining: operating and administrative procedures and practices; whether programs and activities are expending funds in a faithful, efficient, and economical manner in compliance with applicable laws and regulations; whether activities or programs are effectivelyRead MoreSupplemental Nutrition Assistance Program Essay1276 Words   |  6 PagesAs of 2013, one sixth of the entire country was enrolled in the Supplemental Nutrition Assistance Program (SNAP). Through this program, 47 million Americans are given federal financial aid to purchase fresh groceries (Plumer). One of the highly debated provisions of the SNAP program is what participants should be allowed to use their food stamps for. As of right now, food stamps can only be used to purchase food that c an be cooked or eaten at home, preventing families from spending the federal aidRead MoreSupplemental Nutrition Assistance Program ( Snap )1668 Words   |  7 Pagesthe importance of food assistance initiative continue to become popular among million of American citizens, across the country (Plumer, 2013). This paper will focus on Supplemental Nutrition Assistance Program (SNAP) popularly known as Food Stamps as one of the most important food assistance program in the Country. Statistics/Current Situation According to the recent statistics by United States Department of Agriculture Food and Nutrition, the country’s Food Stamps Program (FSP) experienced varyingRead MoreSupplemental Nutrition Assistance Program ( Snap )2351 Words   |  10 Pages Supplemental Nutrition Assistance Program Introduction The Supplemental Nutrition Assistance Program (SNAP), formerly known as the Food Stamp Program, was introduced in 1939 to alleviate poverty and hunger in the United States. The main purpose of the program is to help people with low-income to afford nutritious diet by elevating their purchasing power (Cuunyngham et al., 2006). In 1943, when the economic situation stabilized the subsidies were stopped. However, the Senate kept on discussing theRead MoreAnalysis Of Supplemental Nutrition Assistance Program885 Words   |  4 PagesIn the United States the Supplemental Nutrition Assistance Program is regulated and funded by policies made by our elected officials. The authors at the Food Research Action Center complied the percentages of participants in the SNAP program by state and compared that to the national average. Maine households participating in SNAP is 15% and nationally it is 13% of the population.1 Focusing on our home state, Maine has 104,115 households and 199,689 individu als with SNAP.2 Working in a state with

Confucius Curry and a Mountain Dew - 1373 Words

As Americans, we ridicule others based on their selection of clothing. We are snobby because of how much money we make or what we hold as an occupation. We chew with our mouths full of macaroni and curse when the soda machine is out of Pepsi. We could use some manners, or maybe just a reintroduction. Confucius thought is constructed on kindness and propriety, as well as holding the morally virtuous to be the ideal person. This philosophy exceedingly expresses value in benevolence, education, and the treatment of other people, but has hidden innuendos that would knock the petals off any flower child. In this reflection paper, I will dabble with how incorporating Confucius thought and practices would help in some areas of American society,†¦show more content†¦If the notion of banning those comedians was a new law, I would probably cry myself to sleep every night. Amending the Amendments Currently, the United States ranks first in number of prisoners. That is kind of depressing, isnt it? We like our jails full and our streets empty (empty of crime, of course). What is found in the emotional bluster of those prisoners hearts is the complete opposite of what the Confucianism concepts are: Jen (benevolence) and Li (prosperity). Jen can be understood as the good-hearten nature in human beings, and Li is the guide that is followed to ensure that the practice of Jen is appropriate. With the acceptance and performance of these concepts, all is well in the state. Li has a basis on five relationships: Sovereign to subject, parent to child, elder to younger brother, husband to wife, friend to friend. Should everyone fulfill their respective position in those relationships, all is well in the state. There is no much thought behind punishment because everyone is born into a moral atmosphere. If one does not know what greed is, do they even think about it? In this style of governing, to reign supreme does not entitle an advantageous power, but one who controls the order of the state to keep it in check. The position can be described as a Sheppard amongst sheep. With the preaching of happiness and kindness, this would only help the argumentsShow MoreRelated Confucius Curry and a Mountain Dew1396 Words   |  6 PagesPepsi. We could use some manners, or maybe just a reintroduction. Confucius thought is constructed on kindness and propriety, as well as holding the morally virtuous to be the ideal person. This philosophy exceedingly expresses value in benevolence, education, and the treatment of other people, but has hidden innuendos that would knock the petals off any flower child. In this reflection paper, I will dabble with how incorporating Confucius thought and practices would help in some areas of American society

Which Do You Think Contributes More to Personal Happiness Free Essays

How one responds to a situation is a huge factor that contributes to personal happiness, for the state of happiness is achieved from accomplishing a certain goal. In the 18th century, the 13 colonies was in feud with its mother country, Britain; refusing to pay taxes without representation. George Washington, the General of the Continental Army, was hopeless and at the brink of surrender. We will write a custom essay sample on Which Do You Think Contributes More to Personal Happiness or any similar topic only for you Order Now Yet through the motivational articles such as Paine’s Common Sense,† the establishment of the Declaration of Independence, and the arrival of the French, Washington’s morale was boosted. At Yorktown, the Americans and French were able to force Cornwallis to surrender, and the war was finally over. Washing successfully accomplished his goal of leading the colonies to victory. This accomplishment of gaining independence not only gave the 13 colonies happiness, but mainly Washington as well. As a result of this happiness, the colonies were able to unite into the United States of America. One’s response in a situation definitely supports personal happiness. In the midst of my freshman year in high school, I was asked to help a friend who was struggling in the subject of Biology. After long hours throughout the week, he was finally able to interpret the information. The aftermath was successful and through my teachings, I understood the importance of happiness. Happiness allows me to feel not necessarily a higher being, rather like an older brother who is helping. This enlightenment taught me that happiness can only be achieved by how one reacts to a certain event. In this particular case, because I helped a friend understand the subject of Biology, I fulfilled a good deed, and therefore rewarded with happiness. Although society always seeks for happiness, it not a feeling that can be forced, rather obtain through good deeds and accomplishments. How to cite Which Do You Think Contributes More to Personal Happiness, Essay examples

Pilgrims Progress Essay Example For Students

Pilgrims Progress Essay John Bunyan’s The Pilgrim’s Progress is an allegorical story about the Christian religion. It allegorizes the journey of a Christian into â€Å"the Celestial City, which represents heaven. Although Pilgrim’s Progress may seem simple and straightforward, there are many deeper meanings throughout the whole story. Bunyan uses the names of his characters to signify whom the character represents in the story, for example, the character Hopeful represents hopefulness, Help represents people who are willing to help others in need of assistance, Faithful represents people who are faithful to whatever they are associated with, and the main character, Christian, represents all young Christians in the world. His journey to the Celestial City is a journey every Christian must face in their lifetime before allowed into heaven. Within his journey there are many obstacles such as temptations both tangible and intangible for instance, the merchandises sold at Vanity Fair and th e shortcuts offered, illustrate temptations real Christians must face and overcome; finding an easy way into heaven, and being thrown off course by material things. The character Christian overcomes many obstacles before reaching his destination, the Celestial City. But during his journey he does not face all these obstacles alone. He meets a variety of people all through his journey to the Celestial City; some of these people mock his traveling to the Celestial City, some decide to follow him, and some help him along his way. Christian meets Faithful who decides to join him on his travels. Faithful is a character that faces many difficulties on his own journey to the Celestial City; his journey has many differences and similarities to the life of Jesus Christ. Faithful first meets Christian while he is upon his journey to save his life. Christian cries out for Faithful to stop and wait so they can be companions along their travel, but Faithful replies, â€Å"No, I am upon my life, and the avenger of blood is behind me† (60). In the story, the life he is trying to save is his real, tangible life. But his running away from the avenger of blood to save his â€Å"life† actually symbolizes saving Faithful’s spiritual life. Because he has sinned and broken the Ten Commandment, â€Å"You shall not kill,† he is now being chased by death and if caught, he will kill Faithful; this death characterizes the death of eternal life and therefore not being able to enter heaven (Deuteronomy 5:17). In the bible there is a passage that talks about the avenger of blood and who is he. â€Å"This is the provision for the manslayer, who by fleeing there may save his life. If anyone kills his neighbor unintentionally without having been at enmity with him in time past†¦he may flee to one of these cities and save his life; lest the avenger of blood in hot anger pursue the manslayer and overtake him† (Deuteronomy 19:4-6). Jesus Christ was born wi thout sin, and never sinned throughout his lifetime. Faithful, however, who although did not try to kill his neighbor, killed him unintentionally and therefore, sinned. Jesus would never have caused pain to any living creatures, neither accidentally nor deliberately. This is one example of how Faithful differs from Christ. Faith is a large part in a Christian’s life and journey. Faith is also very important for one to overcome evil, corruption, and fear. Along their journey, Christian and Faithful reach Vanity Fair, a fair that sells goods solely based on vanity, such as titles, kingdoms, lusts, pleasures, lives, husbands, wifes, blood, bodies, and souls (78-79). When they first enter the fair, they cause a disturbance because of the way they dress, their speech, their unwillingness to glance at the merchants’ wares, and their answer â€Å"We buy the truth† when a merchant asks them what they are interested in buying â€Å"(80). Christian and Faithful’s presence at the fair causes such a disruption that they are brought to examination and are asked their origin, their destination, and the reason their unusual dress. Christian and Faithful answers, saying they are pilgrims journeying to â€Å"the heavenly Jerusalem† (80). Although these may not be the answers the men at the fair are looking for, they have faith in the word and are not afraid

Race Issues Essays (1218 words) - , Term Papers

Race Issues In the novel, No Hiding Place, by Valerie Wilson Wesley, the main character private investigator Tamara Hayle faces many difficulties in her career in law enforcement. Wesley explores the struggles of a black woman in a white-male dominated police force and at the same time she also comments upon the constant struggle between inner-city blacks and the oppression they face from the police force. The novel is set in the modern-day and takes an introspective look at today's problems. Wesley also uses a few flashbacks from the past in order to give insight into today's problems. As the novel opens Tamara is held up at gunpoint by a black youth. From the boy's fear Tamara can tell that this is the boy's first time robbing somebody. Because he is inexperienced, Tamara is able to escape by bluffing. She tells the boy that she is a cop and that her partner is on his way. This statement in itself makes the youth very nervous. She places the final blow by reminding the youth of the penalty for killing a police officer-life in prison. She also adds that more than likely he will be tried as an adult. This statement sends the boy running away. This situation which opens the novel illustrates the extreme mistrust between inner-city youth and the law-enforcement. The situation also illustrates the severe penalty the indigenous population must pay for striking out against the law. This penalty is massively increased if the law officer happens to be a member of the white race. The opposite, however, does not hold true. White police officers can brutalize black youths and still walk away unreprimanded and unaccountable. Through a situation of blaming the victim the officers can clear their reputations in the name of self-defense. The hand of justice, which falls swiftly and heavily upon the black youth who lashes out on white law enforcement, seems to take a leave of absent when white officials are clearly guilty against minorities. This situation is also comparable to the lynching of blacks which greatly increased in the era after the Civil War. According to the book Racial and Ethnic Relations, White lynchers were seldom punished for their crimes, and many lynchings took place with the acquiescence of police officials?[After World War II] public lynchings had largely been replaced by 'legal' and secret lynchings. Legal lynchings included numerous killings of innocent blacks by white police officers (Feagin & Feagin 248). Tamara is very wary of going to the police and she finally decides not to report the youth because she knows first hand the dangers that the boy will face in the hands of the police. Tamara had once been a police officer herself, but she quit the force in part because of the harassment she faced as a black woman, but mostly because of one particular incident. Her own son, Jamal, and one of his friends had been walking through a white neighborhood. The boys were stopped by Tamara's own partner. Then suddenly the officer opened fire and killed Jamal's friend. Tamara had not even been informed of the situation and only came to know about it later on. Another occasion in which the issue of police brutality arises is when Tamara is reminiscing with one of her friends. They remember Newark in its days of glory. It had once been a rich bustling town. White people had lived in Newark, and businesses flourished. As more and more blacks came, the whites left, and with them left the tax base. A fter the whites left, public funds dwindled. Money was no longer allotted for the town's upkeep. The town was allowed to slowly waste away. Besides the loss of tax money, greedy politicians also took advantage of the city. The final heavy blow upon the city was due to the riots. The police had murdered a youth and the riot erupted. The National Guard was sent in and innocent people were killed in the streets and within their own houses as well. Finally the introduction of crack toppled the town downward to rock bottom. Authors Joe and Clairece Feagin point out that white officials have often created riots through their violence against minorities (251).

Parallel Journeys essays

Parallel Journeys essays Often reading the blurb on the back cover of a novel is a good indication of whether or not you will enjoy the book. This is very much the case when I picked up Parallel Journeys by Eleanor Ayer. The front cover features Adolf Hitler with thousands of his young supporters hailing him during World War Two. Books about the war usually depress me so usually I wouldnt read them, but this book appealed to me because of the faces of two teenagers on the front cover. The lead me to read the back cover which simply said- He was an ardent member of the Hitler Youth. This is their story of their parallel journey through World War II. What a great idea for a book! To compare two people who had completely different experiences of the war and to let them tell their stories side by side. When I first started reading this book I noticed how different it was to some of the other novels I have read. Firstly, it is very chilling to realize that while this is in the form of a novel, it is also non-fiction. It isnt based on a true story, it is a true story. The Second World War took the lives of fifteen million soldiers around the world, thirty nine million civilians and 12 million Jewish people. These figures shock me when I remember that the population of Australia today is around 20 million, so this means that over three times the population of Australia died in this sad period from 1939-1945. The First chapter of the book introduces us to Alfons Heck, a young German boy who grew up in the Rhineland region of Germany. Alfons never knew a Germany without Nazis. In schools they were taught by Nazis and never did they question what they were taught. Alfons was taught to hate Jewish people, communists, gypsies, and Jehovahs witnesses. He was also taught that his own race were to one day rule the world. When you are a child you learn from what adults are teaching you, so if they are teaching you to hate o...

PC Maintenance, Troubleshooting and Diagnosis Research Paper

PC Maintenance, Troubleshooting and Diagnosis - Research Paper Example Considering this, it seemed to me that one fine morning when my PC crashes and I lose all my data, I would probably also lose my calm and I would be stranded alone in my room and I would do everything possible to have someone fix it as quickly as it can be fixed. This brought to me another argument, 'would I have to hire a professional for every time I lose data or have problems with my computer', which made me take an interest in troubleshooting, maintenance and diagnosis. I wanted to be able to deal with common issues I face with my PC, without having to rely on another person or spending a great deal of my money on the same, since nowadays virtually everything is available on the internet and moreover, it is free for anyone to take and make use of. So I struck me that with proper fishing of data around the net and following instructions correctly, I can pretty much come up with feasible solutions to any problem which might occur with my computer. I began to think of the most commo n and most frustrating issues that I have had with my PC and made a list of it. Going through the list, it became evident that, whatever the problem there is with my PC, I tend to worry most when those problems cause me to lose data, files or folders. I realized that several companies have even gone out of business after having lost vital files and data, which meant that preventing data loss was incontrovertibly an important part of maintenance. I found it ironic that the value of the hardware of my PC was insignificant as compared to the data that my PC contained and intended to learn to deal with it. It occurred to me that in order to be able to overcome data loss, I would first have to understand data loss, to understand why it occurs and learn to troubleshoot and diagnose the problem. I intended to find answers to †¢ What causes data loss? †¢ How I can protect drives and data †¢ How I can recover directory damage, FAT and critical information This study purports t o bring to light feasible and self-evaluable ways to identify, diagnose and make right some of the common and frequently occurring problems. Causes of data loss: Hardware and system failures are the leading cause for data failure, accounting for at least 44% of all data loss. (Bigelow, 2002). Electrical failures and improper shutting down, failures of drive circuitry or disk drive crashes can cause hardware failures, causing previously accessible data to be lost. Often, the drive may not be spinning, and we may hear rattling or scraping noises from the drive while booting. These failures can usually be prevented by humidity and temperature controlled environment, by installing a UPS. Critical data can be saved by using a redundant array of independent disks (RAID) which will mirror the disk drives, enabling us to recreate the lost data. It is important to keep the drive in a clean environment, and in the case of a drive failure, we must not operate the drive as it can exacerbate dat a loss, causing the drive to be corrupted further. Software recovery utilities are a completely bad procedure to resort to in the case of a drive failure as these utilities would run assuming the failed drive to be fully operational. Surprisingly, another important cause of data loss is human

Nineteenth Century Jerusalem Research Paper Example | Topics and Well Written Essays - 1500 words

Nineteenth Century Jerusalem - Research Paper Example This report stresses that the Crimean War of 1853–1856 portended a significant influence on the development of Jerusalem in the 19th centuryAs a result of foreign help for the Ottomans against the Russians during the time of the Crimean War, the Ottoman Empire incurred heavy debts to these foreign powers. In Jerusalem, this enabled consular representatives to exert political pressure for their nationals to be offered special protection. Jews found more ways to purchase land and build shops, streets, synagogues, and houses as the Western powers gained increasing power and influence in Jerusalem, which, in turn, flourished with growth and activity. An outbreak of dysentery further pushed more Jews outside the confines of the old city into areas with less congestion and better sanitation. Because of this expansion outside Jerusalem, Zionism arose in the late 19th century as a term, which was portrayed in direct reference to Jerusalem. This paper makes a conclusion that Nathan Birnbaum first used the term Zionism as a reference to the need for Jews to immigrate to Jerusalem and Palestine as a result of fascist ideologies. Zionism became the Jewish national movement in support of creation of a Jewish homeland in Jerusalem and Palestine. The earliest version of Zionism in the late 19th century aimed at opposing the assimilation of Jews in Palestine, instead pushing for a Jewish homeland and nation that would liberate them from future discrimination.

The positive and negative effects of the media on society Term Paper

The positive and negative effects of the media on society - Term Paper Example The media exists to educate people about the world around them. It is a tool of intelligence and education, and people that implement media into their daily routine find themselves gaining much insight about events and situations taking place all throughout the world. One of the greatest, positive perks of the media is how quickly the information and news are able to spread. If a terrorist attack against the United States were to be thwarted in another country, most Americans would know about it within minutes (Robinson 15). If a child were kidnapped in a small California town, the rest of California would be informed of it in the timeliest manner. Media has allowed people to be well-informed without letting time or distance get in the way of obtaining important knowledge. While media may be beneficial in keeping people filled in with up-to-date information, there are sides to media that are not as useful. Media has the ability to influence the way that people think and it has the ha bit of providing viewers, especially impressionable children and teenagers, with facts and images that are misleading and sometimes dangerous. People are presented with images of beauty and lifestyles that appear desirable, though they are really damaging.

HRM and Staff Turnover in the Hospitality Industry

HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe HRM and Staff Turnover in the Hospitality Industry HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe

Babe Ruth Essay -- Biography Biographies

Babe Ruth Baseball player. Born George Herman Ruth, Jr., on February 6, 1895, in Baltimore, Maryland. He was the first of eight children born to Kate and George Herman Ruth, Sr. Most of the Ruth children died in infancy and only George Jr. and his sister Mamie survived to maturity. Little George, as he was called, grew up in a poor waterfront neighborhood in Baltimore, where he lived above the family saloon. In 1902, the Ruth’s sent their son away to St. Mary’s Industrial School for Boys, which was both a reformatory and an orphanage. Ruth developed a love for sports, particularly baseball, which served as his escape from the strict environment at St Mary’s. From an early age he showed potential as an athlete, and in his late teens he had developed into a professional candidate. His tough southpaw pitching attracted Jack Dunn, manager of the minor league Baltimore Orioles. In 1914, the Orioles signed Ruth to his first professional baseball contract. He became the team’s youngest member, and was befittingly nicknamed â€Å"Babe.† Within five months, 19-year-old Ruth graduated to the major leagues, and signed with the Boston Red Sox. He remained with the team for six seasons, alternating positions as pitcher and outfielder. With his great pitching, powerful bat, and winning personality, he was quickly on his way to greatness, overshadowing players like Ty Cobb and Honus Wagner. After a controversy revealed that the Chicago White Sox conspired to throw the 1919 World Series, the sport of baseball was in need of a hero. The scandal had shaken the public’s faith in the game. However, in 1919, while still a part-time pitcher for the Red Sox, Ruth made his home-run assault on the record books. His 25th home run that year shattered the modern major league record held by the now forgotten Gabby Kraveth. By the end of the year, Ruth’s record was an unprecedented 29 home runs, and he was credited with reviving faith in the game. In December of 1919, the Boston Red Sox sold the invaluable player to New York Yankee owner Colonel Jacob Ruppert. Ruppert bought Ruth’s contract for over $100,000, which was a staggering price at the time. In 1920, Ruth joined the Yankees, who as yet had never won a pennant. For years they played in the shadow of the New York Giants. Without a baseball park to call their own, the Yankees were forced to hold their games at the G... ...ue team. Ruth was diagnosed with cancer in 1946. Although the extent of his illness was kept from him, he knew that his time was limited. He spent the remainder of his life making countless visits to children’s hospitals and orphanages. In 1948, Ruth made his final appearance at Yankee Stadium, celebrating the 25th anniversary of â€Å"The House that Ruth Built.† His number was retired, and April 27th was declared â€Å"Babe Ruth Day.† On August 16, 1948, Ruth died at the age of 53. At the time of his death, he held 54 major league records, including most years leading a league in home runs (12), most total bases in a season (457), and highest slugging percentage for a season (.847). While with the Red Sox, Ruth married 18-year-old waitress Helen Woodford, whom he had known less than three months. In 1929, Ruth’s wife died in a fire. At the time, they had been separated for three years. Her tragic death allowed him to marry Claire Hodgson, a former model and actress. With Claire’s daughter from a previous marriage and Ruth’s adopted daughter (with Woodford), they became an immediate family. Ruth and Hodgson remained together until Ruth’s death. Bibliography: biography.com