Botanical gardens Essay Example for Free

Botanical gardens Essay Last summer, my two friends rekindled an idea we had for a long time of going for a short excursion to a nearby lake where we would camp for three days. First we informed our parents of our intentions which they supported without any objection. We intended to use this opportunity to help in bonding our relationship even more. After this approval, we did a good budget of all the things that we required for the three days of our camping. After drawing the budget, we sourced for the required money most of which came from our pocket savings with a little help from our parents. We chose to set our camping dates within a weekend as these are the days when most of us had free time. After an informative consultation, we also found out that the camp is only open during the weekends so as to give the camping ground vegetation enough time to regenerate. When the day came, we all set off during the morning so that we could get to our destination in time. This also gave us an opportunity to select the best site to set our camps before other people could take up the available sites. After setting our tents, we embarked on a trip along the shores of the lake and the adjacent flower and botanical gardens. We spent the second day canoeing and swimming as well as participating in some of conservational activities that are a mandatory practice for every camper. By the dawn of the third day, we could not believe that the day had come for us to pack our belongings and head back home. The camping experience proved to be a worthy exercise by providing a refreshing moment in our life.

Proper Designs For Air Conditioning In Mosques Environmental Sciences Essay

Proper Designs For Air Conditioning In Mosques Environmental Sciences Essay To maintain comfortable thermal conditions for the occupants is the basic requirement for any environment, because the thermal conditions have direct impact on the health, morale and productivity of human. Throughout the history using by using the intelligence and by being creative humans has been able to create environments which are comfortable for them to perform their activities and to keep maintaining such environments is very important. A complete thermal comfort occurs when the net heat gained by body is equal to the net heat loss from the body, in other terms; there occurs no storage of heat in the body. This is situation is known as thermal balanced situation. Thus to achieve thermal comfort it is is important to achieve thermal balance. It is possible to attain the thermal balance at a large range of environmental conditions but the thermal comfort is mainly achievable in conditions which are readily adjustable for the body. Thermal comfort is infact the state of mind which shows satisfaction within the existing thermal environment (Hutchean, 1989). There are many parameters involved which decide the thermal comfort conditions. These parameters are those which are related to the body heat loss and gains. Some of the important parameters which determine the heat balance in a particular thermal environment for a human body are: Air velocity, air temperature, humidity of air, activity levels of human, human clothing, means radiant temperature etc. Different models are being used till date by many people in order to relate the human comforts with these parameters in a particular environment. In many cases body has been considered as a thermal object which exchanges heat with the surrounding environment through different modes like: convection, conduction, radiation and is able to loose heat to the surroundings through evaporation and by adapting to the environment using the regulatory system of the body. (Cheng, 2006) Thus prediction of thermal comforts i n different environments is of substantial importance for people and organizations like ASHRAE which deal with air conditioning. Thus one important part of the present research would be to develop an approach which would be helpful for assessing the thermal comforts and problems for the buildings which would then be utilized for a pilot study on some of the mosques of Kuwait and near by areas where the environment is harsh and humid. During harsh hot and humid climatic conditions, an effective air conditioning system is required for buildings, which can provide an acceptable thermal comfort level. Although such systems exists in many places but in many situations either the buildings gets over cooled or in many cases proper levels of thermal comfort are not achieved because of improperly designed system, or improper operation practices with lack of maintenance and thus resulting into an inefficient air-conditioning system. Thus the other important aspect of the research would be to conduct a study for Mosques in harsh hot and humid climatic conditions. Mosques are a type of building which has their own unique operating schedule which depends on the time of prayers or others. So in the work a designed study would be carried out to monitor the thermal comfort conditions and to monitor the energy use of a number of mosques during hot and humid conditions so as to assess accurately the thermal comfort conditions and the energy efficiency in such buildings during the occupancy period so that an efficient air-conditioning system can be designed for them. 1.2 Problem statement One of the important essential requirements from an indoor environment is that it should be able to provide proper thermal comforts in order to satisfy human desires. Undesirable conditions can result in human dissatisfaction and in turn affecting their activities. Thus in this scenario it is very essential to give urgent consideration and attention to the thermal comfort conditions of the buildings especially building in the harsh hot and humid climatic conditions like Mosques where occupant satisfaction is very important during peak hours of prayers etc. In most of the buildings today the comfort levels are achieved through complex air conditioning systems but this might result into to the thermal comfort problems which can occur because daily operations in the building. Many a times it can be very difficult to identify thermal comfort problems and solve them because they can be very diverse in nature and can be cause because of large number of factors. Thus there is a need of deve loping a systematic approach so as to deal with the problems of thermal comforts in building, which in the present case is Mosque. Mosques are the place of great importance for the worshipers and it is needed that the worshipers feel calm and comfortable in the mosque and when they leave the mosque they have the feeling of peace and tranquility. Thus a careful evaluation of mosques is needed for thermal comforts and requirement of energy. Till date only a few studies have been conducted to fulfill this requirements for Mosques and thus there is a need of systematic study which can be helpful in monitoring the thermal comforts and energy use for Mosques so as to assess accurately the thermal comfort conditions and the energy efficiency in such buildings during the occupancy period so that an efficient air-conditioning system can be designed for them. 1.3 Objectives of the Research Detailed study on the methods for predicting the thermal comforts and energy use and previous work done by people in predicting the thermal comforts in buildings Development of a systematic approach for identifying and treating thermal-comfort problems Investigating the Basic design Elements of Mosques Monitoring thermal comfort conditions and energy use in some of the mosques of Kuwait and near by areas Suggesting recommendations for achievement of proper thermal comfort levels and properly designing air-conditioning systems for Mosques 1.4 Methodology The methodology adopted for performing the research and to meet the desired objectives is as below: Step 1: First of all the problem is identified through thorough discussion and observation of the area to be studied. After than understanding the background of the problem and finding out the necessity areas where the research needs to be conducted Step 2: Exhaustive study about the existing models and approaches for thermal comfort problems identification and ways to solve them. Studying the previous research done in the desired area for Mosques or similar kind of buildings in different environmental conditions and there by making a roadmap for the present research. Step 3: On the basis of the detailed analysis of the various approaches and by putting up new ideas through discussion and thorough observation of area, a systematic approach for identifying and treating thermal-comfort problems in building swould be developed which would then be applied for the Mosques of Kuwait or near by places Step 4: Before carrying out the analysis of comfort levels of mosques a study on the basic design elements of the Mosques would be performed in order to make the research more effective Step 5: Finally with the help of developed approach thermal comfort conditions and energy use in some of the mosques of Kuwait and near by cities would be monitored and the problems related to thermal comforts would be identified Step 6: At last a list of recommendations would be generated which would be helpful in improving the air conditioning performance, thermal comfort levels and efficient energy use. Step 7: And the research would then be completed by concluding the findings from the study and giving a future vision to the study and some points of research in future. 1.5 Expected Outcomes A systematic approach would be proposed with the help of which thermal comfort problems can be identified assessed and can be dealt with in a proper way. The developed approach will acts as a helpful tool for the building managers and the operators in order to deal with the thermal comfort problems arising in a building. Based on the study conducted for the mosques a list of recommendations would be generated. Although this recommendations would be genrated from the mosques in hot and humid climatic conditions but an attempt would be made to make them generic so that they can be applicable in any mosques in general. Chapter 2: LITERATURE REVIEW Mosques represent a place of great importance and unique function and operation as worshipers using the mosque need to feel comfortable and calm, and be able to leave with a feeling of tranquility and peace. Consequently, they need to be carefully evaluated in terms of thermal comfort and energy requirements. However, only a limited number of studies have dealt with these requirements of mosques. A study on thermal comfort requirements for Friday prayer during the hot season in Riyadh (Saeed, 1996) indicated that most people are comfortable and few prefer cooler conditions. Thermal comfort considerations are usually paramount in most buildings involving people occupancy. This requires the addition or extraction of heat from the space depending mainly on the season and type of activities performed indoors. The thermal environment parameters involved are all those affecting body heat gains and losses. Air temperature, air humidity, air velocity, mean radiant temperature as well as huma n clothing and activity levels are factors that determine the heat balance of a human body in a given thermal environment. Several models are available in the literature to relate the human sensation of comfort to those factors. Prediction of thermal comfort has been of substantial interest to ASHRAE. ASHRAE has developed a comfort index which is based on the effective temperature. The effective temperature is defined on the basis of 50 % relative humidity. The basis of the definition is that the effective temperature describes the uniform temperature of enclosure which is radiantly black at 50% RH (ASHRAE, 1997) and in which the comfort, heat exchange and physiological strain experienced by the occupant would be same as that of the actual environment with same air velocity. Fanger, 1970 has done a very elaborative study on the prediction of thermal comfort levels under steady state conditions. Fanger, 1970 formulated a comprehensive equation for heat balance which was based on the various parameters of heat exchange. Fanger, 1970 developed a comfort equation which involved the use of two empirical relations which relates skin temperature and evaporative heat loss to the metabolic rate. With the help of the equation developed by Fanger, 1970 comfort conditions for any type of envi ronmental conditions with any type of parameters of clothing and rate of metabolism can be calculated. The other major development in this study by Fanger was the estimation of the PMV (Predicted Mean Vote) for a space in which there are differences in the thermal sensation from the optimal the optimal value. This PMV is helpful in predicting the percentage of dissatisfied people. Considering the variability of thermal sensation under the same conditions, Fanger devised a means of estimating a predicted mean vote (PMV) of the subjects in a space in which there are deviations from optimal in the thermal sensation. Using the PMV, the percentage of people dissatisfied (PPD) can be predicted. The impact of air movement and the effect of its flow patterns on thermal comfort have been the subject of many theoretical and experimental studies(Jiang, 1992) (Chow, 1994). Results from those studies have emphasized the role of air velocity and air distribution patterns as a determinant factor of thermal comfort. Furthermore, models for predicting comfort at different flow regimes and air distribution patterns have been suggested. Charles (Charles, 2003) reviewed and assessed the validity of Fangers Predicted Mean Vote (PMV) Model, and Fangers Draught Model. The review also suggested that the bias in PMV predictions varies by context. The model was a better predictor in air-conditioned buildings than naturally ventilated ones, in part because of the influence of outdoor temperature, and opportunities for adaptation. Ji et al, 2006, examined the thermal comfort of people in naturally ventilated environments in a field study in Shanghai, China. The study suggested that people residi ng in such hot area have adapted to its climate and their expectations for comfort allow them to endure heat better than expected Many studies have been conducted and carried out in different environmental conditions in order to find out the difference in requirement of thermal comfort levels based on parameters related to sex, body build and age. Results showed that there is no significant difference in the comfort conditions required by male or female, elderly or young etc. (Chung, 1990), (Cheng, 2006). Dear and Brager, 2002 summarized earlier adaptive comfort research, presented some of its findings for naturally ventilated buildings, and discussed the process of getting the adaptive comfort incorporated into Standard 55. Adaptive models include in some way the variations in outdoor climate for determining thermal preferences indoors. Cheng and Ng, 2006 discussed in a recent study the adaptive model in thermal comfort, which has been included in the new revision of ASHRAE Standard 55-2004. Furthermore, it demonstrated the development of a comfort temperature chart for naturally ventilated buildings in Hong K ong. Van Hoof et al (2007) discussed two implementations of the adaptive comfort model in terms of usability and energy use for moderate maritime climate zones by means of literature study, a case study comprising temperature measurements, and building performance simulation. The study concluded that for moderate climate zones the adaptive model is only applicable during summer months, and can reduce energy for naturally conditioned buildings. The subject of thermal comfort in buildings is intimately related to the energy consumption/conservation issue as most of the time either heating or cooling is needed to maintain the space at a comfortable level. Many studies have been carried out to investigate this relationship and explore means and ways to conserve energy without compromising comfort (Tham, 1993). A multidisciplinary approach for achieving energy saving and thermal comfort simultaneously was developed (Tham, 1993). The impact of various energy conservation measures and HVAC system and component characteristics on building thermal performance including thermal comfort has been investigated. Results have indicated that adaptation of a higher temperature set point in summer can lead to a significant reduction in cooling energy without loss of thermal comfort. The energy consumption by building heating, ventilating, and air-conditioning (HVAC) systems has evoked increasing attention to promote energy efficient control and operation of HVAC systems(Mathews, 2000 and 2002). Many other measures related to the design and operation of the HVAC system can be considered for conserving energy. However, in no circumstances should the comfort of occupants be compromised. In hot and cold climates, thermal comfort in building is achieved by HVAC systems, resulting in considerable energy costs. In many situations, buildings are over cooled or the HVAC system is kept running for a much longer time than needed. This will allow considerable opportunities to conserve ener gy while achieving better comfort conditions or at least maintaining the desired comfort conditions at a reduced level of energy consumption. Recently, Budaiwi (2007) proposed and implemented a multi-phase approach to investigate and remedy thermal comfort problems in buildings. Although mosques are important buildings with a unique function and intermittent operation, evaluation of their thermal performance, problems and, subsequently, possible remedies did not receive adequate attention by researchers. This paper presents the results of a study monitoring energy use and indoor environmental conditions in a number of mosques in order to assess the quality of their thermal comfort conditions especially during occupancy periods in such intermittently operated buildings in hot-humid climates. This study is part of a comprehensive research conducted on mosque thermal performance (Budaiwi, 2005). In this part of the study, energy use and thermal indoor conditions for three mosques were monitored over a period of one year. These mosques were selected to represent the common types of a single-zone daily prayers mosque, a single-zone Friday (large) mosque, and a two-zone Friday mosque. The criteria of representative mosques selection as well as their physical and operational characteristics have been presented in previous work. Chapter 3 CHARACTERISTICS OF MOSQUE Before going further on the discussion related to the thermal comfort conditions and energy use it is important to first briefly discuss the basic and important elements of a typical design of mosque and the different activity modes in mosque. 3.1. Basic Elements of typical design of Mosque Mosque is generally a simple rectangular wall enclosed building having a roofed prayer hall. The longer side of the rectangular shape has orientation in the direction of the Makkah City having the holy mosque. This longer wall is normally termed as Qibla Wall. In the center of the wall is a recess in the form of niche wall which is called as Mihrab. It also includes an elevated floor commonly termed as Minbar, in the right of Mihrab, from which Imam delivers or preaches the speech on Friday, i.e. Khutba.These are some of the essential elements of any mosque design. In Fiugre1 an isometric and a plan of a typical simple design of a mosque has been shown emphasizing the basic elements of design of a mosque. Although from the functional point the mosques are not different and have remained unchanged but the space, building materials, architectural forms and the construction systems have evolved and developed to very different extent in the different parts of the world of Islam which are influenced by many other factors as well. Figure 1: The basic design elements of a simple mosque (a) plan, and (b) isometric [Reference: [22]]. Figure2: The geometric configurations (plans) of the investigated mosques. 3.2. Activity modes in a mosque The design of the mosque is greatly influenced by the worship considerations. There are usually two modes of worship in a mosque. The first mode is the prayer mode which involves doing prayers either in groups or individually as per the religious prescription. Generally while performing group prayers the worshippers stand, prostrate, bow and sit behind the Imam in parallel rows and on the same floor level which are aligned parallel to the Qibla Wall having a distance of approximately 1.2 m. The second mode of worship is the preaching mode, in which the worshippers seat in random rows and listens to the Imam who preaches and deliver Khutba, standing on the Minbar which is a elevated floor. The height of the Minbar floor is different in different mosques. The mosque capacity is dependent upon the floor area and is determined by dividing the area of the floor with the average area required by a worshipper for performing the prayer which is approximately 0.80 * 1.2 = 0.96 m2. Gantt Chart Thermal Comfort in Mosques Nov Dec Jan Feb TASKS Submission of Research Proposal Literature Survey Interim Report Submission Development of Systematic Approach Field study of Mosques Result analysis Concluding Remarks and Recommendations Final Project Submission

Personnel Department Effectiveness and Functions

Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type Personnel Department Effectiveness and Functions Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type

Maxine Hong Kingstons Woman Warrior Essay -- Maxine Hong Kingston Wom

Maxine Hong Kingston's Woman Warrior   Ã‚  Ã‚  Ã‚  Ã‚  Food strengthens us, without it we are weak. Eating has always been an important factor with families living in poor conditions. Often, those who could not help to produce more food are considered inferior or unworthy to eat. Maxine Hong Kingston's The Woman Warrior is no exception, due to the relation it creates between eating and the strength of people. This is shown through the tale of Fa-Mu-Lan, the story of the eaters, and the references to the fellow relatives left in China.   Ã‚  Ã‚  Ã‚  Ã‚  In the tale of Fa-Mu-Lan, the narrator is given a survival test, where she has to survive a mountain trek without provisions. During that trek, the narrator finds herself weary from hunger. Hunger brings out her animal instincts, because she needs to stay strong to live. 'On the fourth and fifth days, my eyesight sharp with hunger, I saw deer and used their trails when our ways coincided. Where deer nibbled, I gathered the fungus, the fungus of immortality'; (25). The narrator is forced to search for her food to eat. The hungrier she becomes, the more feral she is. Meat also played a role in the connection between food and strength. During the beginning of her story she claimed she no longer needed meat. After she became starving, she breaks down and eats meat. '†¦I saw the rabbit had sacrificed itself for me. It had made me a gift of meat'; (26). Her will was eroded by the hunger because as her hunger increased, she became weaker and her resolve was easier t o destroy. When the narrator was not starving she was in control of her faculties. Hunger however, strips her even of vision, as she imagines things that do not exist. The narrator says, 'Hunger also changes the world when eating can't be habit, then neither can seeing. I saw two people made of gold dancing the earth's axis'; (27). Viewing two gold dancers would be wonderful to witness, however the chances are very slim. The hunger had weakened her to the point of confusion, and possibly dilution. Just as hunger weakens a person so they cannot command themselves, eating will make a person powerful and the masters of others.   Ã‚  Ã‚  Ã‚  Ã‚  The stories of the heroes who ate heaping amounts of food illustrate that those who can eat have extraordinary powers. The narrator says before, that her mother is powerful';†¦because she can eat anything – quick, pluck out the carp's eyes, one for... ..., yet Kingston continues to reference the topic throughout the book. In the chapter At the Western Place, Brave Orchid meets her sister Moon Orchid at the airport. ''†¦you're so skinny.' 'You're so fat.' 'Fat women are more beautiful than skinny women''; (118). Brave Orchid's bitterness toward American culture influenced the narrator. Fat carried not only excess lipids, it carried wealth and power in Brave Orchid's opinion. Women were more beautiful with fat because wealth enabled them to achieve their 'beauty';. The incessant use of references between strength and eating throughout the book show the narrator was influenced is some manner. The product of the influence may not have been a fat woman, but a woman educated in two cultures. Eating is vitally important in the memoir The Woman Warrior. It is regarded as a sign of strength in the book. That point is shown through Fa-Mu-Lan, the story of heroes, and through relatives in China. With those, Kingston became educated in two differing cultures, possibly influenced by both. The connection between hunger and strength is well known throughout the ages, as the old military adage states, 'An Army marches on its stomach.';

J.B.Priestley’s play, An Inspector Calls - Eva Smiths Diary :: An Inspector Calls

Dear Diary This month had started off good as I went on holiday with some of my friends to Brighton. Tracey loved it and we didn't want to leave. When we got back life went downhill. When we got back to Mr. Birling's factory we asked for a pay rise as we spent most of our money on the holiday. The reason we asked far a rise was that we need some money to get food and other things. It was actually Tracey's idea to ask far a pay rise from twenty-two and six to twenty five shillings a week. But Mr. Birling said no. We went on strike after we wouldn't get the pay rise. Dear Diary ========== This has been the worse month ever me and the girls had been sacked after a few weeks we'd been on strike it was only the ringleaders who got sacked; Me Tracey Jane Amy and Michelle. And we now don't have any money. I'm now looking for a job and as I have no parents, I have no one to fall back on financially and I don't want to go back to the workhouse. I am really scared now I'm not sure I'm going to have enough money to buy clothes and food. I don't have many friends apart from Tracey. Dear Diary Last month was hell with no income I've now found a job at millwards the great clothes shop. I've got a great job but it was a spot of luck because of the amount of influenza about, two workers became ill so I applied and now I have a job at last YES! It is exciting there. They have rich customers, which means better pay I think? But it doesn't matter, as it's a great place to work. Dear Diary January had been a good month but today Miss Sheila Birling complained about me, at least I think it's her as she was the only customer to go into the manager's office. I think she complained that I laughed at her when she tried on the most ridiculous dress. She looked a picture in it she looked so funny in it that's why I laughing with the other assistant my friend Tracey. Dear Diary February was full of ups and downs. It started with a down when Millwards sacked me when they took the side of the customer not me. But now I've changed my name from Eva Smith to Daisy Renton. The reason I did it was that it might give me new people to meet as Eva Smith was a troublemaker but Daisy Renton will be kind-hearted and

Optometry Essay example -- essays research papers

Over half the people in the United States wear glasses or contact lenses. Optometrist, also known as â€Å"Eye Doctors† or â€Å"O.D.’s, have to provide there services in order to meet the demands. Optometrists have to be well-educated and friendly people.   Ã‚  Ã‚  Ã‚  Ã‚  All States and the District of Columbia require that optometrists be licensed, which requires a Doctor of Optometry degree from an accredited optometry school and passing both a written and a clinical State board examination. Licenses are renewed every one to three years and in all states, continuing education credits are needed for renewal. The Doctor of Optometry degree requires a four-year program proceeded by at least 3 years of study before they even start. Most students hold a bachelor degree or higher. You must have passed college English, Mathematics, Optics, Physics, Chemistry, Biochemistry, and Biology to get accepted into an optometrist college.   Ã‚  Ã‚  Ã‚  Ã‚  Employment of optometrists is expected to grow about as fast as the average for all occupations through 2008 in response to the vision care needs of a growing and aging population. As baby boomers age, they will be more likely to visit optometrists and ophthalmologists because of the onset of vision problems in middle age, including computer-related vision problems. The demand for optometry services will also increase because of growth in the oldest age group, with their increased likelihood of cataracts, glaucoma, diabe...

Physics Investigatory Project Essay

-catch the attention, concise, accurate, and descriptive. -the phrase â€Å"A Study to Show† should be avoided, because in research you do not seek to prove something, but rather to find an answer B. Abstract -gives the essential or principal features of the project of the study -summary of the study which includes the objectives, procedures, and the result of the study CHAPTER 1 C. Introduction -presents the reasons that led the investigator to launch the study -a historical background maybe given -may state some observations and relevant conditions that prompted the investigator to launch the study. D. Statement of the Problem -the nature and scope of the problem should be presented with clarity. 1) General Objective- this is related to the problem as given in the early part 2) Specific Objective- this states the purpose of each experiment conducted E. Significance of the study -the importance of the study is explained in this part. -indicate the groups that will benefit on your study F. Scope and Limitations -states the coverage and extent of the study -states the focus of the study -states the samples and sampling techniques (e.g. this study is conducted in LCC-C with 30 respondents coming from fourth year†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.the researchers used questionnaires†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..) CHAPTER 2 G. Review of Related Literature -sufficient background information should be presented for readers to understand and evaluate the results of the present study and theories written on the topic should be included. -includes local and foreign related studies -note: do not just copy and paste the articles or any other related research on this part. The researchers should rephrase some statements to make it their own. -Use APA style in citing your references CHAPTER 3 H. Methodology –provides enough details so that a competent worker can repeat the experiments. -includes materials and general procedures. -materials and procedures should be supported by pictures CHAPTER IV I. Results and Discussion 1. Findings- the data may be presented in full and discussed descriptively in text or these maybe summarized by tables, pictures, and graphs 2. Analysis of Data- the interpretation of the findings are discussed and the significant features shown in the tables, figures or paragraphs are pointed out. 3. Conclusions- the general truth implied or illustrated by the results should be clearly stated. The evidence based on the results should be summarized for each statement. 4. Recommendations- consists of suggestions on future actions such as a new direction of research or further experiments to be performed, practices that might be adapted or discarded in order to attain certain goals or objectives. CHAPTER V- Bibliography