Bismarcks appointment of Minister President of Prussia Essay

Bismarck’s appointment of Minister President of Prussia (1862) was the most important turning point in the course of German nationalism in the period 1815-1919? By 1919 Germany had been united, and the nature of nationalism had changed from a freedom seeking, democratic force into one which demanded popular subservience to the state. German nationalism had clearly changed radically over the period of more than one hundred years and defining the turning point at which it changed is difficult due to the sheer number of factors that impacted upon it as well as the vast number of events and organisations which interfered with its development. Otto von Bismarck would become viewed in later years as the father of German nationalism. When he came to power 1862 the Kaiser was looking for a man who could oppose the liberals and force through a favourable army bill. However, within just nine years Germany would have become united, not without the help, though not always willing, from Bismarck. Bismarck effected the unification of Germany almost single-handedly. However, many of the opportunities which Bismarck actually attempted to manipulate were neither created by him nor very successful. Bismarck did not always manage nationalism as effectively as it is suggested. The Franco-Prussian War in 1870-71 forced to unite with the southern states in Germany when in reality it would have been unlikely that he desired this. Prussia was still attempting to absorb the north German states and to add the southern states, especially with their un-Prussian culture, risked diluting Prussia’s culture too far. It is clear that in 1890 Bismarck was managed by nationalism because he was forced to resign due to the outpouring of nationalist feeling that resented him attempting to hold Germany in check. He represented the old Germany, a Prussian dominated one and in an effort to find a â€Å"German† chancellor he was removed from office. Even the Dual Alliance in 1879 demonstrated how German nationalism forced him to take actions against his will. With his Prussian upbringing his loyalties more likely lay with Russian rather than Austria and the decline of Austria was increasingly clear for all too see, to join the young, powerful Germany with this crumbling empire would do nothing to help the country yet nationalistic feeling in Germany forced the Alliance. Bismarck’s appointment in 1882 was an important moment in German nationalism but the theory that one man had such an impact upon the fate of a nation does not stand so well in light of deeper scrutiny. The Congress of Vienna held in 1815 helped create an environment which would help the growth of German nationalism. Prussia’s gains in the west of Germany were actually intended by the Allies to be a burden. They had given the smallest of the Great Powers the most difficult job as acting as a barricade against France. However, this would backfire on the Allies when it would later become Germany’s massive industrial growth. It also affected the nature of Prussia, whereas she had previously been a predominantly Eastern European power she now had a pan-German outlook, though it appeared to begin with that she had little in common with her western population. The distance between the two main blocks of land meant that transporting goods between the two would prove difficult and this would spur the creation and development of the Prussian Customs Union in 1818 which would later become the Zollverein in 1834. However, when at the Congress of Vienna the Allies faced the question of â€Å"what is Germany† they fell back on historical precedent, the Holy Roman Empire. This can be seen as a retrospective step because it actually excluded areas of both Austria and Prussia, as well as making many of the smaller states much larger. The Congress of Vienna was not a turning point in German nationalism, but without it the nature of Germany could have been very different from that with which we are familiar if it existed at all. The creation of the Zollverein in 1834 was a critical turning point for German nationalism, formed from the Prussian Customs Union in 1818. Thomas Nipperdy described the creation of the Zollverein as â€Å"the outstanding event in all-German history†. Given the basis as a pan-German union it improved the contacts between all of the German states, encouraging them to work together for mutual benefit and broke down barriers between the regions of Germany both officially and culturally. It is often the case that economic unity leads to political as appears to be the case with the EU, formerly the European Economic Community (EEC) and the push for a European constitution. However, German political unity was far from inevitable, many Germans now saw political unity as obsolete because they achieved all the benefits of such a union without the risk of losing any of their own unique regional culture. The Zollverein was also critical in training a new cadre of diplomats for Prussia and teaching them to administer a â€Å"German† organisation, experience which would be invaluable in the post-unification era. Bismarck once declared in a speech to the North German Reichstag in 1869 that â€Å"He who has his thumb on the purse has the power† and by taking the economic leadership of the German states Prussia rose importantly and a Kleindeutsch solution to the German problem became much more feasible. It also struck a double blow in this respect. It not only made a Prussian-led Germany more likely but it made an Austrian-led Germany less likely. Because of her exclusion from the customs union the Austrian economy suffered and her already fragile market became on step closer to failing and this would be one of the major reasons for her defeat to Prussia. The use of the economy mirrored the nature of German nationalism; initially it was a liberal move, the reduction of trade barriers embodied by the introduction of the Zollverein. However, by the time unification was achieved economic policy turned its back on liberalism and the economic protectionism Bismarck employed against Russia helped show how far nationalism had changed. The Zollverein would form the template upon which the German Empire would eventually be founded, a kleindeutsch dominated by Prussia. Some historians even go so far to view the whole of the unification of Germany as purely an economic transaction, that it was not driven by political ideology but by the cold logic of money and economic expansionism. The Zollverein did represent an important twist in the history of German nationalism but it did not utterly change the face of the ideology but simply made the prospect more likely. In addition to this, the success of the Zollverein would provide the necessary environment for the rapid expansion of industry within German and this would have a critical impact upon nationalism. 1848 can very easily be viewed as the critical turning point in the history of German nationalism. It is often seen as a turning point about which history failed to turn, and it is this very failure which makes it such an important date in the history of German nationalism. 1848 presented revolutionary factions within Germany, and other countries throughout Europe, with a window of opportunity. In Paris the Second Republic is established in a welter of violence; in Sicily the Palermo Uprising takes place; in Hungary revolution boils over; Swedish revolutionaries are gunned down by their government and in Ireland the potato famine sparks the Tipperary Revolt. To the established order it appeared that stability was breaking down and anarchy threatened them. It was in this climate of exceptional change that the German revolutionary effort failed. The dithering incompetence of the middle classes, coupled with their glaring impotence discredited liberal politics and any idea of a revolution from below. This would prove potentially dangerous for the development of German nationalism. Divorced from its liberal and democratic roots it became a force of the right and of the paternalist government. This resulted in the desire for individual freedoms being sacrificed for the will of state. The government was paranoid about the dangers of the socialist movement within Germany, but they actually shared many common ideals, most markedly the concept of the priority of the state over the individual. It became obvious that power and change could not be achieved without the power of an army to back themselves; Bismarck summarised this problem in his most famous speech â€Å"the great questions of the day will not be decided by speeches and majority decisions – that was the error of 1848 – but by iron and blood†. Given our knowledge of how German nationalism developed into a violent, racist, militaristic force it is clear to see that 1848 was a seminal moment in its development, the pre-1848 liberal, French-styled nationalism became a force of the militant right. 1848 also represented a turning point for German nationalism in a European context. It appeared that countries were naturally progressing from being authoritarian monarchies to becoming nationalistic, liberal democracies. Germany’s refusal to follow this trend fundamentally altered the nature of German nationalism. This turning point about which history failed to turn left something rotten at the core of German nationalism. The change from idealism to brutal pragmatism, combined with the machinations of Bismarck and the authoritarian government meant that the German people’s cause was subverted and used as a weapon against those European powers who had abused Germany for such a long time. On the 18th of January 1871 the German Empire was proclaimed in the Hall of Mirrors at Versailles. This can easily be seen as a turning point in German nationalism, it finally created what the nationalists had been striving for over the past half century. Though it is true that the majority of what then became Germany existed in the North German Confederation created 4 years earlier after Prussia’s victory over Austria it represented a subtle but important shift in the history of German nationalism and the process of reaching the announcement played a very important role in defining the new Germany. Even the date upon which the Empire was announced held special significance, 270 years earlier the first Elector of Brandenburg was crowned King in Prussia. This clearly symbolically established Prussian hegemony over the newly created German Reich. Even the fact that the proclamation was made at Versailles was more significant than simple a quick expediency. Were the proclamation were to be made in Berlin, the capital of the new Empire, it would have most likely been made in Parliament. For Bismarck this would have been intolerable, in his eyes it was the army and their feudal, warlord leaders who had united the new empire rather than the romantic liberals and their â€Å"speeches and majority votes†. The Reich was declared in the home of imperial power, Versailles was the benchmark against which all other symbols of imperial might were measured and it clearly showed how the ruling elite of the new Germany planned to rule the country. It would be easy to say that it was a simple political humiliation for the French to have their enemies declare their new country in the French capital but to do this would ignore the deeper significance of both the time and place it was made. Nationalism within Germany underwent many changes over the period from 1815 to 1919. It suffered from a gradual change from its ideals over the time and it is difficult to differentiate between the impacts that the different potential turning points had on German nationalism. However, the most seminal moment in the history Germany nationalism was when it shifted indelibly from the idealists’ views to the pragmatic views of the industrialists within the country. 1866 can be seen as the turning point in the unification of Germany rather than a turning point in the nature of German nationalism. The failure of democracy in 1848 at a time when many other revolutions had succeeded left many Germans with the view that it would only be through violence and warfare â€Å"blood and iron† that their dreams would ever be realised.

Sustainable Use of Natural Resources

Yaroslav GromovIn present clip, the inquiry about sustainable usage of natural resources has become really of import all over the universe. Peoples start to recognize that nature can non supply more resources that it has, and that the natural resources consumed a batch. Therefore, there should be found a manner how to work out this peculiar job – energy crisis. Consequently, we should reply the inquiry if the widespread of renewable energy is as serious option to the usage of fossil fuels or non. There is no right reply to this inquiry, but if we decidedly want to state ‘yes ‘ or ‘no ‘ , it will be better to burdening up the pro at Contra. So allow us happen out the causes why renewable energy is a serious option to the fossil fuels. First of all, fossil fuels are non-renewable. Natural gas, coal and oil are the most common illustration of fossil fuels, and they are the three chief types of fuel that people largely use and depend on. Seitz ( 2008 ) states that ‘according to many analysts the universe would non run out of oil, but in a few decennaries deficits will go prevailing ‘. Harmonizing to the Energy Information Agency, about 93 % of the universe ‘s energy beginnings are fossil fuels, and renewable energy is merely approximately 7 % . ( 2, 2008 ) Besides firing fossil fuels creates C dioxide, which is the nursery gas that leads to planetary heating and earnestly amendss our planet. Second, renewable energy beginnings, such as hydropower energy, solar energy and weave energy are renewable, efficient and non-polluting or doing small pollution. They are simple: all you need is sunlight, running H2O and blowing air current. Last, spread outing the usage of renewable energy will hold a positive impact on employment, harmonizing to more than a twelve independent surveies analysing the impact of clean energy on the economic system. Greater trust on renewable energy would hold big, positive impacts on economic system, making important Numberss of new occupations, driving major capital investing, stabilising energy monetary values, and cut downing consumer costs. ( Flavin C. 2006, p.10 ) . By contrast, employment in the dodo fuel industries has been in steady diminution for decennaries, in big step due to turning mechanization of coal excavation and other procedures. ( Flavin C. 2006, p.10 ) . As these three types of renewable energy were mentioned allow us discourse them more specific. Hydropower energy is the most developed engineering for renewable energy. The chief potency that this type of energy has is that it can be used in multipurpose country. For illustration, benefits of hydropower are deluging control, irrigation and public H2O supplies. ( 6 ) Hydropower energy is normally generated signifier falling H2O, doing small pollution and it is a type of clean energy. Hydropower resources are normally divided into two chief classs. As it is mentioned, the first class is resources that require semisynthetic dike construction with high hydraulic caputs ; the 2nd 1 is a â€Å"run-of-river† system that require minimal dike construction and with low hydraulic caputs. ( 4, 2000, p.44-45 ). Similarly, World Bank ( 2004 ) believes that hydropower can play important function ‘in poorness decrease in developing states ‘ . In add-on, World Bank ( 2004 ) besides claims that ‘currently about 19 per centum of the universe ‘s electricity is produced from hydropower ‘ and that the nursery gas emanations ‘from most hydropower workss are comparatively low ‘ . It is besides of import to burden the facts about advantages and disadvantages of hydropower energy. On the one manus, hydropower is a clean energy beginning. It does non foul the air like fossil fuels do. ( 6 ) Hydropower plays a major function in cut downing nursery gas emanations. The maintain cost is comparatively low. It is renewable. The engineering is dependable and proven over clip. ( 7 ) . On the other manus, if H2O is non available, the hydropower workss will non bring forth electricity. ( 6 ) USGS ( 7 ) studies that hydropower energy is non perfect and has some disadvantages. For illustration, ‘high investing cost, flood of land and wildlife home ground, alterations in reservoir and watercourse H2O quality, supplanting of local populations ‘ . Solar energy is the 2nd type of renewable energy that was mentioned in this essay. Solar energy is the 2nd most common type of renewable energy. Basically solar energy is the energy of Sun. It helps us to last on our planet, it heats us, it makes 3s turn up, and, largely everything on our planet depends on solar energy. It is possible that ‘our current life can non go on if we remain economically dependent on fossil fuels ‘ , as Hermann ‘s ( 2004, p.4 ) claims, but as for me, we can non foretell the hereafter and we do non cognize what will go on tomorrow. So Hermann claims that something is improbable to happen./p & gt ; It is non so easy to speak about advantages and disadvantages of solar energy. Talking about advantages of solar energy it is necessary to advert some of them. First, solar cells can be used about any topographic point around the universe. Second, solar cells soundless and non-polluting. In add-on, they require small care and have log life-time. Finally, solar cells can be easy used in topographic points where there is no chief electricity. Now let us travel on to the disadvantages of solar energy. The chief and most of import disadvantage is initial cost. Last, solar cells are wholly depends on conditions, and can be used merely during daytime and sun hours. It is because the lone clip when cells can bring forth electricity. ( 9 ) The last and perchance most interesting type of renewable energy is wind energy. There is an interesting point about air current energy. Wind is a signifier of solar energy ; it is ‘caused by the warming of the ambiance by the Sun, the rotary motion of the Earth, and the Earth ‘s surface abnormalities ‘ ( 11 ) . Seitz ( 2008, 141 ) studies that wind as an energy beginning was by and large used for power every bit good as for the chilling houses, adding that air current energy beginning started to derive regard all around the universe. In recent old ages the widespread of air current energy has been highly rapid, but, for illustration, ‘despite that rapid growing, weave energy amounted to less than 1 % of U.S. electricity coevals ‘ ( 10, p.15 ) . But as any other type of energy air current energy besides has advantages and disadvantages. Harmonizing to the Committee on Environmental Impacts one of the advantages is that ‘wind energy has the possible to cut down environmental impacts, because it does non ensue in the coevals of atmospheric contaminations or thermic pollution ‘ ( 10, p.15 ) . Another good point about air current energy is that it is ‘one of lowest-priced renewable energy available today ‘ ( 11 ) . In decision there is a really serious inquiry if the widespread of renewable energy is as serious option to the usage of fossil fuels or non. Three chief types of renewable energy were considered. So there is a opportunity in the nearest hereafter that renewable energy beginnings will to the full displace fossil fuels. It may go on, but non really shortly and likely merely when there is nil to pull out or mine. Now both renewable and non-renewable energy will be used at the same time. Peoples are non ready yet to abandon fossil fuels, and are non ready for passing immense sum of money for renewable energy.Christopher Flavin. ( 2006, September ) . American Energy. The Renewable Way to Energy Security. Worldwatch Institute.Energy information disposal. Renewable Energy Consumption and Electricity Preliminary Statistics 2008. hypertext transfer protocol: //www.eia.doe.gov/cneaf/alternate/page/renew_energy_consump/rea_prereport.htmlJohn L. Seitz. ( 2008 ) . Global issues: an debut. Blackw ell Printing Ltd.Committee on Programmatic Review of the U. S. Department of Energy ‘s Office of Power Technologies. ( 2000 ) . Renewable Power Pathways: A Review of the U. S. Department of Energy ‘s Renewable Energy Programs. National Academic Press.World Bank Staff. ( 2004 ) . Water Resources Sector Strategy: Strategic Directions for World Bank Engagement. World Bank Publications.U.S. Department Of Energy. Energy efficiency and renewable energy. Advantages and disadvantages of Hydropower. hypertext transfer protocol: //www1.eere.energy.gov/windandhydro/hydro_ad.htmlUSGS ( U.S. Geological Survey ) . Water usage: hydro electronic power. hypertext transfer protocol: //ga.water.usgs.gov/edu/wuhy.htmlScheer, Hermann. ( 2004 ) . Solar Economy: Renewable Energy for a Sustainable Global Future. Earthscan Publications Ltd.Bristol University. Advantages of solar energy. hypertext transfer protocol: //www.chm.bris.ac.uk/webprojects2003/ledlie/advantages_of_solar_energy.htmCommitt ee on Environmental Impacts of Wind Energy Projects. National Research Council. ( 2007 ) . National Academies PressU.S. Department Of Energy. Energy efficiency and renewable energy. Advantages and disadvantages of Wind Energy. hypertext transfer protocol: //www1.eere.energy.gov/windandhydro/wind_ad.html

Nutrition Research Paper Example | Topics and Well Written Essays - 1000 words

Nutrition - Research Paper Example A sustainable food system needs to address unsuitable consumption as well as unsuitable production since both of them contributes toward negative environmental and healthy impact. Nutritional Challenges Affecting Current Food System Epidemic rise chronic disease Nutrition transition has occurred and has led to increase of cases of chronic disease which include diabetics, cardiovascular diseases, and cancer. This is attributed to a large shift in both physical activity and food consumed. This shift is reflected in population by nutrition outcome such as stature and body composition changes (Kickbusch). The modern society has converged to â€Å"western diet† which is food with a high level content of sugar and saturated with fat also low in fibre content and this is the diet that is linked to chronic disease and degenerative effects (Ilona 14). Chapter four of the film highlights this scenario with a case of a family’s dilemma situation at the grocery store: due to father diabetic condition, the family is aware that a healthier diet with more fresh foods would be the most suitable for him, but they have choose from foods they can afford. As the film imply, people with low incomes are most likely to eat cheaper, processed foods, and thus more likely to suffer from obesity, Type 2 diabetes, and other diet-related health disease (Pollan). â€Å"We are taking risks with our health and the health of the natural world that are unprecedented.† Food shortage 70 percent of the poor in the world depend on agriculture for their livelihood. The current food system is not delivering enough food supply to world population. Pollan used a â€Å"plant’s eye view of the world† to explore how plants which is needed by human could be thought to have manipulated and domesticated us, rather than the other way around. Using the same hypothesis, he claims that corn has succeeded in â€Å"domesticating us† where the current food supply system has influenced destruction of their local system of farming through green house gas emission from strong economies, which contribute to, global warming ,which adversely affect, the farming system, though developed and developing countries are both victim of worsened food insecurity (Ilona16). Chapter nine of the film touches on some issues manifested by our current food system, including acute possibility of a world food shortage, the significant amount of energy that goes into food production, and the impacts of industrialized food on our health and the environment. The film points out that while the consumer may feel helpless in the face of these issues of the food system, the food system does not positively respond to consumer need. Food and water safety Through food and water, over 200 disease agent can be transmitted to various people in a population, but this food system safety issue does not receive priority it deserves compared to other infectious disease such as HIV/AIDs or tu berculosis. (Ilona 18) Chapter three of Food, Inc. focuses on one of the unexpected implication of our current food system: the occasional contamination of the food supply and the very real risks presented to the population. The film reflects on this problem by interviewing the mother of a child who died from E. coli contracted from eating a hamburger. At a global scale, there are about 1.8 million deaths caused by diarrhea

Political ideologies Article Example | Topics and Well Written Essays - 3000 words

Political ideologies - Article Example Engel was the only user of this phrase, and not even once by Marx. He used it in a private epistle to Franz Mehring in 1893. In this letter he wanted to talk about how little or no effort was invested in thinking about the influence of the state of mind in determining social action. He and fellow philosophers had only thought of the reverse. False consciousness refers to the knowledge that a working class character should have but are yet to possess due to lack of consideration of how they should be paid, their working conditions, their rights and privileges (Lukacs 4). Simply it is the lack of knowledge of one’s own best interests. Self-sacrifice is a form of false consciousness. It is likened to working for free yet one is entitled to pay as well as privileges since one is cut out for that particular job. That one is needed by the owner of the mode of production but fails to see the fact that since they are needed, they should be getting a wage, not only as pay for the work but also privileges to ensure that they are ever available and to make their life as comfortable as possible in order for them to undertake their scheduled task as efficiently and as to the maximum profit achievable. Lukà ¡cs introduced this idea in the 1920s with a bid to comprehend ‘how come the working class is made of the less of social revolutionaries.’ ... mployer should ensure he has health insurance, or his pay may be too low compared to the amount of labor, and in case of errors because of being human, and not deliberate sabotage, his pay is safe from deductions. A paralegal who works in the archives is also entitled to the same health benefits as those of the legal superiors she works for. The dust id hazardous and the working hours are long for someone who is on their feet three quarters of the time. That due to the fact that they know the content and location of the files, they too are needed and their pay deserves to reflect that. 2. Specifically how has mechanical reproduction compromised our ability to think critically? (Walter Benjamin) Mechanical reproduction takes away the authenticity of art. It no longer becomes the property of the original artiste but becomes of the masses. They get to own the product even though they did not contribute to its composition, neither did they contribute to its creative works. Mechanical rep roduction also takes away the autonomy of the artwork itself. It seizes to be the only one of its kind and it becomes a mass production which anyone can have at their will. This reduces its exchange value and therefore the artwork becomes less of an attraction to own. The mechanical reproduction of a photograph of a human model or actor, for example, loses value as it is transferred from one person to another from the original photographer. The ideas of the original photographer are disseminated throughout and they become less interesting when seen too many times. If a certain company wants to use that picture and they happen to find it in circulation, they will want to use a picture that has never been seen by the public. In any case, they wanted to make an impression that was unique to

Overcoming the Modern - Kawabata's 'Yukiguni' Essay

Overcoming the Modern - Kawabata's 'Yukiguni' - Essay Example 246). A love affair between rich Tokyo dilettante, Shimamura, and a young geisha, Komako, is the main story of the novel. However, cultural symbolism interwoven in the plot of the story makes it look like a Japanese puzzle. It is both interesting to read and complex to understand all the meanings of writer’s cultural riddles. One has to be well aware of Japanese cultural nuances to accept Kawabata’s book as easy reading of a love story. Romantic relationship is not the main idea the writer wants to express. There are much more issues of cultural identity which are raised in this literary work. To understand and appreciate Kawabata’s â€Å"Yukiguni† a reader has to be competent in Japanese culture and literature enough. Also difference in mentality and perceptions of Japanese and Western culture might influence on understanding Kawabata’s work. There is no wonder in different interpretations of the main messages’ meaning, because Kawabata’ â€Å"characters are determined by forces so completely beyond their control that these characters typically appear to the Western reader almost pathologically passive and irresolute† (Pollack, 102). At the same time, however, life and human relationships in different cultures are much alike. There is no wonder that a non-Japanese reader will associate himself/herself with Shimamura or Komato. Furthermore, most of Kawabata’s works are claimed to be plotless. Reading â€Å"Snow Country† requires some meditation and contemplation. Otherwise, the reader might lose not only interest, but complete understanding of the essence of this book. Having enough knowledge about Japan and its culture, one has to be able to read between the lines to understand Japaneseness of Kawabata’s novel. According to Pollack, Japanese writer’s work is based on Tanabata legend (misfortunate astral lover who are

International Business Marketing Case Analysi Essay

International Business Marketing Case Analysi - Essay Example The company is headed by David Glass and Don Soderquist who are concerned about company’s performance and its adverse impact on the stock value and some other challenges faced by the corporation such as labor unions, discrimination and cost controversies. Wal-Mart’s major competitors are Kmart, Sears and most importantly Target which is also a firmly established company in the United States with around 1500 stores in 47 States.. Wal-Mart has always stayed ahead of the market through its heavy investment in technology and through its diversification of products which has improved the efficiency and effectiveness of work. Its strengths outweighs its weaknesses and there are a lot of opportunities for the company to grow further. In order to regain its stock performance the company has to re evaluate its strategies and come up with an effective plan. Gain public support and invest in public relations, resolve the discontent and clear misunderstandings among the consumers related to work and the reputation of the company. The company should increase their customer base by changing their store formats by focusing on demographics. Keep the employee morale high and continue with the Sam Walton’s policies and style of leadership. Wal-Mart is the world’s largest public corporation and the leading business enterprise and grocery retailer in the United States till this day. Its head quarters are based in Bentonville, Arkansas. It has gained phenomenal success in the retailing business since the year 1962 when it was founded by Sam Walton, the man behind the success of this brand. It was Sam’s capability and leadership qualities that he laid the foundation of Wal-Mart so strong that his practices and values are being followed even today by the team of Wal-Mart headed by David Glass and Don Soderquist, the CEO and the COO who have been successful in living up to the expectations of Walton by bringing tremendous success to the corporation in the form of

Practices in International Human Resource Management Essay

Practices in International Human Resource Management - Essay Example One specific example of a company which has jumped on the bandwagon is Asea Brown Boveri (ABB). ABB is a merger of three nations including Sweden, Switzerland and the United States. It has employees in more than 140 countries, an executive team composed of Swedes, Swiss, Germans, and Americans, and a head office in Zurich. A former ABB President said that the conglomerate is an alliance of national companies with a worldwide organizational hub. There are certain similarities among nations but their also great differences. 2 Some are economically advanced while others are under political dictatorships. Some have citizens who are educationally and socially adept while others have people with minimum literacy and social skills development. Along with this line, human resources practices evolve to cater to the employment of individuals who come from various geographical locations, cultural heritage, and ethnic background. The challenge, however, is how to make things work under this specialized set-up in terms of which principles to follow in the entire human resources process of selection, recruitment, compensation and benefits, and career planning. This endeavor is very important considering that Maxwell insists that the more people are developed, the greater the extent of the company achieving its dreams, goals, and objectives. 3 The Human Resources Department (HRD) is now faced with looking for the right people who can run the global race. Most of the time, the preference is to get the local nationals or the citizens of the host country in which the company is situated. It is like a Canadian working for an American industry in Canada. The employee then is called a host-country national. In this way, labor cost is much cheaper compared with having to hire an expatriate (somebody living in a foreign country) who could either be a third-country national (a citizen of a country differing from the home or host country) or a home country national (an expatriate who is a citizen of the country where a multinational company is headquartered) to fill in the position.  

None Term Paper Example | Topics and Well Written Essays - 1000 words

None - Term Paper Example These pollutants have migrated off the site which became the basis of the case. In late 2008, families in the small town of Attica, Indiana learned that toxic chemical vapors were entering the air inside their homes.   After getting the bad news, these families turned to The Pollution Lawyers for help.   A class suit was then filed against Kraft Foods Global, Inc. alleging that the volatile organic compounds trichloroethylene (TCE), perchloroethylene (PCE) and vinyl chloride (VC) that was dumped at the manufacturing site by Kraft seeped into the groundwater and traveled underneath over  one-hundred nearby homes (Manzke, 2011).   It was alleged that once these chemicals are underneath these homes, the chemicals worked their way into the indoor air.   This process is commonly known as vapor intrusion (Manzke, 2011).   Vapor intrusion occurs when volatile chemicals from contaminated groundwater or soil â€Å"intrude† into an overlying building. These chemicals contaminate the air, causing a potential health hazard to individuals in the building who are subject to prolonged exposure to the chemicals (Nichols et al., 2011). After two years of litigation, a settlement was then reached. The court approved the amount of $8.1 million out of court settlement of the class action brought by 124 families in Attica, Indiana, against Kraft Foods alleging pollution from a nearby factory contaminated groundwater and caused vapor intrusion in their homes (Stoll v. Kraft Foods Global Inc.,  S.D. Ind., No. 1:09-cv-00364, 5/20/11). Also, the U.S. District Court for the Southern District of Indiana approved the $2.7 million attorney’s fees that were requested plaintiffs. In addition to the monetary compensation,  Kraft has contractually agreed to remediate the groundwater and indoor air contamination of the site (Manzke, 2011). The $9.8 million ($8.1 million out of court settlement plus $2.7 million attorneys fees

The Judgment of leaders Assignment Example | Topics and Well Written Essays - 2500 words

The Judgment of leaders - Assignment Example Both the internal and external societal contexts also plays a major role where organizations notably the corporate world and civil leadership are increasingly fragmented, and acknowledging equivocal and this has resulted into modification and change in various conventional concepts in regard to followership and leadership. The key specific conventional factors include the rise of organizational crisis, ethical issues, social issues, motivation effects and corporate scandals. These factors have created uneasiness, leadership desired and inadequacies and emphasis on the search of meaning. Therefore the practical challenges underlying leadership as a business and social practice has elicited various perspective of judgment from the followers. These conventional perspectives are notably centered on the followers thus taking person-centered thus the underlying judgment rely on stereotyping and heroic leadership. Thus the judgmental influence of the followers is unidirectional flowing from the leaders to their followers representing specific perspective which reconstructs the hierarchical subject-object relations. The leader follower relationship represents widely the interactions and mechanisms between the independent individuals. Followership and its judgmental on the leadership are important because the latter cannot exist without the other. Therefore it is important to determine the leader-centric focus and how the followers judge and understanding interdependence of leadership and its active fellowship. The bottom line on how followers judge leaders is how leadership is shared and the leader’s judgment on his or her followers. Leader-Follower centrality Relational qualities uniting leadership-followership notably have significant influence on Followership judgment on their leaders. This begins with the leadership perception to his or her relative followers and to himself. This forms the foundation in which the followers judge the leaders because the self other perception influences greatly the followers perception. Notably in regard to this are the follower’s judgments that favor leaders’ power and authority over them. This is common where the followers exhibit dominant motif and in this case the followers look compliant and can be easily manipulated even at the extreme ends (Oddenino, 2003). In organizations and corporate world subordinates within dominance motif feel abused but they cannot do anything. The managers and CEOs say that leadership is when pain inflicted is demonstrated for effectiveness to be achieved. The subordinates within dominance motif judge their supervisors and managers with the assumption of mutual dependency idea in their organizations as well as the value of maintaining personal dignity (Weibler, 2011). The subordinates are cowed in their judgments therefore leaders are likely to get deprived of accurate and honesty information. This fuels self-absorption and self-deception resulting in the fa ll of arbitrary power. GROUPTHINK According to Ladkin (2010) in his study on organizational leadership provides that Groupthink is adopted by most followers in judging their leaders. This is where there agreement and consensus is far much important than the solution, in this case followers adopt possible alternative courses of action in their judgments (Ladkin, 2010). This is common in organizations and

Nature & Nurture Essay Example for Free

Nature Nurture Essay Is a childs development influenced primarily by genetics and biological predisposition? Or, could the majority of influence be found in the childs environment? This nature/nurture question is possibly one of the oldest theories debated in psychology (Bee, 2004). Today, it is commonly accepted that most aspects of a childs development are a product of the interaction of both nurture and nature (Bee). Both sides of the nature/nurture argument present compelling evidence of how each factor impacts development. It is no longer a question of whether it is nature or nurture, which influence development, but more importantly in what ways, and to what extent. The Impact of Nature on Development Nature, which is also known as heredity, is the genetic code you are born with. It is passed on to you from your parents. Some examples of nature or heredity could be your height, behavior, and IQ just to name a few. The issue of nature having a great impact on a childs development can be illustrated in the studies of twins. Flanagan (2002) explored the Minnesota study in which a set of twins was raised separately. In one case, a set of identical twins was raised apart, known as the Jim twins. They did not meet until they were almost forty and had many similarities even though they were raised apart. There was no real explanation for all their similarities except that nature must play a crucial role in development. The Minnesota twin study concluded that on multiple measures of personality and temperament, occupational and leisure-time interests and social attitudes, mono-zygotic twins reared apart are about as similar as are mono-zygotic twins reared together (Flanagan). This is a prime example that nature plays a significant role in our development. Another example of nature is the study of adopted babies. Families with adopted children share the same environment, but not the same genetic code (Flanagan, 2002). The Texas Adoption Project found little similarity between adopted children and their siblings, and greater similarity between adopted children and their biological parents (Flanagan). This example also shows how important the role of nature plays on a childs development. Knowing that nature plays a role in a childs development, educators can use this to determine possible disabilities. For example, if two parents have a reading disability, it is more likely that their child may develop a reading disability as well. It gives teachers a heads up on what to look out for. This can help educators be proactive and intervene at earlier ages. The Impact of Nurture on Development The influence of a persons environment on their behavior is a very commonly accepted factor. The question is how much can the environment affect the behavior and abilities of a person. Some basic factors such as nutrition can be shown to have an important influence on the abilities of a person. It has also been demonstrated that fears, through the experiences of children, can be learned. Most importantly, some behaviors, if not learned from the environment, will never develop. Environment plays a significant role in development as humans. When considering a persons environment in influencing ability, nutrition plays an important example. In one study, a group of children were given vitamin and mineral supplements for eight months. They were given intelligence tests before and after the eight-month treatment. The result was improvements in scores as compared to another group whom we not given vitamin and mineral supplements (Nature vs. Nurture, 2001). The results suggest that environment plays a role in the intellectual ability of people. It is not an illogical leap to understand this will probably extend to physical abilities as well. Another example of environmental influences in the behavior of people comes from a study done to an infant of 11 months. The infant was subjected to a terrible noise whenever he attempted to touch a white rat in the room with him. The child later displayed fear whenever he came in contact with anything white or furry (Nature vs. Nurture, 2001). A last example of environmental influences in behavior comes from France in 1799. A boy of 12 or 13 was found running with wolves. When he was discovered he was brought back into society. He never developed as a normal human and had tremendous difficulties in society (Nature vs. Nurture, 2001). This suggests that much of what we consider human behavior is socially learned. While no one would suggest that nurture is the only factor that needs to be considered in discussing behavior, it is definitely a significant factor in how we behave as humans. By ignoring the environment, we would miss a large part of what shapes and guides us in life. In conclusion, both sides of the nature/nurture debate present evidence which supports its impact on development. Studies have shown that heredity is a major factor in developmental similarities among twins raised separately (Flanagan 2002). Studies have also shown that nutrition plays a significant role in cognitive development (Nature vs. Nurture, 2001). Most experts agree that most aspects of a childs development are a product of the interaction of both nurture and nature (Bee, 2004). Interestingly, in recent years, new technology has enabled scientists to gain a deeper understanding of the genetic component of development, increasing interest on this side of the debate (Bee). Although no longer an all or nothing issue, the extent to which nature and nurture affect development will likely be debated for years to come. References Bee, Helen (2004). Child and adolescent development (Section 1, pp. 3). Retrieved July 28, 2004, from University of Phoenix website: www. myresource. phoenix. edu Flanagan, C. (2002). Nature and nurture: why are siblings so different? Psychology Review, 8(3), 23. Retrieved July 28, 2004, from the InfoTrac Database. Nature vs. Nurture (2001). Planet Papers. Retrieved July 28, 2004, from the World Wide Web: http://www. planetpapers. com/Assets/3492. php.

Pay Framework and Store Management of Matalan Retail

Pay Framework and Store Management of Matalan Retail The following paper is a report about the introduction of an innovative pay framework at the Matalan stores. The company is relatively new in the market since its inception in the year 1985. Though the progress has been staggering and the company has moved forward while imbibing some of the best management practices seen in corporate history, there is a slack in the current pay structure practised at Matalan. Though they had a formal structure in the past, at the moment each store has its own recruitment policies and salary structures. Thesis causing problems within the human resource department at each store due to the discrepancy in maintaining similar levels of pay structure. The company would need to undergo change and create a new pay framework, which imbibes all the concepts of equal pay to avoid any legal proceedings in the future. At the same time the paper also takes into consideration factors, which are important while trying to create pay frameworks for organisations – motivation, communication channels, training and development, equal opportunities and similar non financial rewards which have proven to go a long way in improving performance at the work place. The report goes through a series of different headings which come together to weave a structure which best explains the problems, founding issues and a possible solution. Introduction Matalan is one of UK’s leading clothing and home furnishings retailer. The quality of clothes and home ware is relatively high with an affordable price tag. It was John Hargreaves who founded Matalan; he initially discovered the concept of out of town selling at lower prices in the US markets. The learning process was enough for him to know that this could turn out to be a very successful retail strategy in the Upmarket. The first Matalan store was opened in Preston in the year1985. By 1995, the company had made tremendous progress and had 50 stores to their credit across UK. The year 1997 was one with multiple changes in the business strategy and management practices, since the company was growing at a phenomenal pace; the head office was moved to Skelmersdale to be in a better position to oversee company growth and management issues. The success was reinstated in the market with company floatation in the year 1998, at the moment Matalan trades from 5 million square feet in over 170 stores. For the consumers the opportunity to shop at Matalan is very satisfying since they get unrivalled quality at unsurpassed prices. The strategy Matalan follows is to buy from the manufacturers and having out of town less costly stores, which enable them to pass on the cost benefit to the customers. Please refer appendix 2 for more information about Matalan’s positioning the UK market in comparison to other clothing retailers. A visit to a Matalan store reveals the complete family range the store has on offer, there is something for everybody. On an average the store size is an approximate 30,000 sq. ft. per store, the product range is comprehensive combination of home ware, clothing line for men, women and children. Each clothing line has a further divide in range and styles – formal, informal, sporty, seasonal, modern basics to some very classical styling, other than having their own labels on display there are also other brands on offer – Wrangler, Flamer, Lee Cooper, Wonder bra and Wolsey, this gives the customers a more balanced profile to choose from. The head office provides immense functional support tall stores across UK – be it buying, merchandising, marketing, HRM,finance, operations or property management. To get a better understanding of what each store entails in terms of human resources, we have the following line up. Store Manager Deputy Manager Sales Manager Ladies wear Sales Manager Men swear Sales Manager Childrens wear Sales Manager Home ware Full and part time General Sales Assistants At the same time, there are flexible changes in the way roles might be managed in a store, in smaller stores the home ware and children ‘swear departments are overlooked and managed by a one sales manager instead of two which is a norm in bigger sized stores. Matalan prides itself on some very progressive practices in all departments; the management believes that what they have on offer for employees is a fast track progressive career path, which is completely matched with one’s personal ambitions to succeed. [www.matalan.co.uk] The pay framework at Matalan includes the following benefits and perks. Highly competitive Salary Bonus Scheme Discounted Share Save scheme Life assurance policy Private Health Care 10% discount at all stores Generous holiday entitlements [http://www.inretail.co.uk/pages/content.asp?PageID=311] The above is an insight into what Matalan Retail has to offer its employees and staff across the stores. There are problems with the current pay structure, some of the new recruits are paid with regards to market rates and this is not in sync with what is paid to the old recruits in similar roles. The local HR offices have been exercising autonomy in recruitment and salary structures, which might, create friction between employees, peers and draw inter store comparisons. There is no clear-cut strategy for assimilating information on employees, their satisfaction levels and ways to gauge their performance at work. All this and more in the long run can create some damaging effects to the organisations performance as a whole. The following report is to create an understanding and balance between problems, issues and executable solutions so that the company can align the employee/staff goals with the organisation objectives. Literature Review Michael Armstrong (2001), in his book, ‘New dimensions in pay management’ talks about new systems and processes in reward management and pay structures. It also talks in length about the factors, which need consideration when planning a new pay structure in an organisation. It also covers methods of developing; introducing and evaluating new pay structures. Organisations in towards era have to move at a fast pace while adjusting to the changes in the internal and external environment. These pressure make these organisations react indifferent manners, it could be delayering, project based, flexible or continuous. The emphasis is on continuous improvements in terms of performance management, reward management, personnel appraisal, quality control and customer service. The quality of human resources within an organisation is considered a significant advantage and differentiating factor. The focus should also be on business strategies and using systems like reward management and performance appraisal to bring about change in organisations. The reward concept is a focused effort of various forms of rewards, base pay, variable pay, benefits and non-financial rewards. The significance of pay revolves around motivational strategy, attracting and retaining employees in their job roles to build a more effective organisation. The non-financial rewards include more recognition, praise, and training options, responsibility and although more studies on organisational behaviour have revealed that it’s the non-financial rewards, which have more scope for retaining employees. It was in the year 1990 that Ed Bawler spoke about the limitations of using this approach, â€Å"The starting point for any reward system design process needs to be the strategic agenda of the organisation. Thus the first step in designing the reward system for an organisation is to focus on the individual and organisational behaviours that are needed in order for the organisation to be successful†. Bawler further enhanced and improvised on this belief to cover all organisations, â€Å"The business strategy, in particular, serves as a crucial guide in designing organisational systems because it specifies what the company wants to accomplish, how it wants to behave, and the kinds of performance and performance levels it must demonstrate to be effective†. [Michael Armstrong (2001), cap 1-15] Shaun Tyson and Alfred York (1989) in their books ‘Personnel Management’, talk about how most organisations design their pay and wage packages based on the hierarchy. Another big difference is that blue-collar jobs are usually at an hourly rate, the wages are paid weekly or monthly basis and the salary earners are the ones who are Gina middle or senior management position. The differences are not limited to the salary; they also extend to the additional perks and benefits, which are offered to the employees. The objectives of a policy towards making a payment could be described as to ‘remain competitive for labour whilst rewarding good performance and adopting a position on pay which is felt to be fair by all employees.’ [Shaun Tyson and Alfred York (1989), cap 210-211] The distinction that companies enjoy while treating different job roles with different salary structures is a matter of internal personnel philosophy. There are certain important criterions, which needs to be considered while planning a salary and wages structure – If the company wishes to afford large salaries and pay packets to employees then they are working with the strategy of getting maximum output and high standards of quality and work from the employees. The effort to keep the standards high has to be sustained through time. If the company wishes to offer other benefits and perks like travel allowance, car, mobile phones, laptops, inflation proof pension etc., the other way of doing this could be by giving the flexibility to the employee to decide what structure would be most appealing to him or her in terms of salary spend. Another option is to trade off these benefits against wages. The most important factor to be seen by organisations remains retaining employees. They need to understand what appeals to the employees, what motivated them to work harder and perform better. Employee retention is a big problem and a lot of organisations are trying to tackle this through financial perks, raising salaries and other perks. There are options like profit share benefits and bonus schemes which also need to be worked through the system. This does not call for direct employee participation and might not prove to be a great motivational tool. There are policies on variation of pay frameworks, what needs consideration from management and organisations is whether pay is the main incentive and motivational tool for employees. They also need to understand the kind of employee evaluation scheme, which needs to be adopted and run. The organisations which operate from more than one location need to understand the repercussions of giving more autonomy to its line managers in terms of drafting salary structure and pay frameworks. The other option would be to draft a company wide policy and run it across all departments and locations irrespective of size, force and structure. The last step would be the pay reviews and how often one needs to undergo one at a certain location. The evidence, which is needed to corroborate what, the employee is saying and how the performance has been in the past. [Shaun Tyson and Alfred York (1989), cap 210-215] In the same way when one needs to approach the way wages are offered to the resources, the basic flat rate is what is paid to the employee based on the amount of work he or she has put in a specific time frame.ased on this principle the employee can actually generate more income by completing more pieces of workloads and assignments. A differential piecework is what in other words means ‘time allowed ‘system of piecework, other than the amount of bonus one earns, which is further shared between the company and the employee. There are then small group incentive schemes as well as long-term large group incentive schemes. Given that this paper is about a large sized retail organisation, a long term large group scheme should be a more worthwhile option to discuss although one does need to consider the number of revolving labour one is faced with at retail outlets. The big difference between these schemes is that they have a long-term goal to achieve, apply through the whole organisation/factory structure and try and involve the employees in the organisation structure and future objectives. Given the large rotating base of employees at large retail outlets, we will consider the author’s views on small group incentive schemes. The advantages of these schemes are that they draw in the people and their tendency for bringing about a norm, which is acceptable and comfortable. This in turn leads to a team spirit, which does help while building a positive atmosphere at a store/outlet/organisation. In terms of paper work, these schemes are much easier to monitor and control. The cost savings in terms of money, manpower, effort is less considering the monitoring required, less inspection and savings onetime study periods. There are indirect workers who can also participate in these schemes, the workers, cleaners; store assistants can enjoy the same benefits and perks. There is a larger amount of flexibility and teamwork amongst the work force; the people themselves are keen to get rid of hurdles and bottlenecks in the work process to help provide better work environment. There are disadvantages to these schemes too; there might be impacts of group pressures on workers who are not as efficient as the others. The holidays and sickness leaves will easily upset the system; there would be a need to carve out special arrangements to tackle the holidays. Here could be problems with production, supply chain management that could in turn affect the performance of the employees. In retrospect this could create a substantial amount of disillusionment with the scheme. Coming back to the long-term schemes, there are many variations, which might apply to these. The Scan long plan (1947) was a suggestion plan as well as a collective incentive scheme. The suggestion scheme is what one comes across in a lot of production and manufacturing environments. The employees are asked to come up with suggestions on how to improve the efficiency levels and reduce time at work; these ideas are then enhanced and improvised by the management and the union. The bonus calculation in these cases is then based on the improvements shown in reducing the cost of good produced as well as improvements in the actual output, manpower per hour. Another set of work rules would be if there is a reduction in the sales revenue then the e employees would be deprived of a bonus irrespective of how hard they have worked. In long term view there is absolutely no motivational quality attached to this variation in pay structure. The other plan was introduced by Trucker(1955), which entailed the use of ‘productive value’ or added value. This was based on a collective bonus scheme. The value in this variation is the difference between the sales revenue and the cost of raw materials and supplies. This approach is very fragile with regards to the effects market forces might have on this scheme. The advantage of these long-term large group schemes is that it will provide the incentive for long-term earnings. The employee participation helps overcome the most frequently seen sentiment to them versus us. The level of involvement with the management and production base is stronger than in other cases. This helps build trust and stability. Here is more scope of a wider base of applications, which can be used in the business, and the working of the organisation. The value added schemes are being adjusted to the changing conditions the company might be undergoing. [Shaun Tyson and Alfred York (1989), cap 210-220] There is however disadvantages to this long term, large group schemes. If these are actually applied across the whole production line, it might dissolve the sentiment of teamwork. These schemes need to have some form of bonus for the employees else it will have no incentive for them to perform better or to increase productivity. The larger the number of employees covered through this scheme the less the percentage which goes to each employee, hence in the final turn of events it reduces the usefulness. Another question rather doubt which arises is whether the individuals see their own efforts helping towards the final cause and long term goals of the scheme and production value. Here is a list of variables which can cause damage to the production process – change in personnel, supervision, customer requirements, machinery, external environment changes. Michael H. Bottomed (1983), in his book, Personnel Management, talks about job satisfaction, motivational tools, compensation package sand benefits which are all integral factors affecting the performance of an organisation. The writer brings an interesting fact to the forefront; the compensation package for employees had grown more complex in the past years. A simple break down of the framework seems like a complex thing to do. It is now important to design frameworks, which suit the individual requirements and needs of the employees. Any organisation has to get the mix right for them to address issues like retention, attrition, motivation and performance. While designing the pay framework for an organisation, it is important to note the background of the corporation, individuals job roles and what they entail, individual pay systems and the after effects on the performance and reaction of the employees. The external factors, which affect the way organisations can design pay packages, is because of government taxation rules and pay restraints. A lot of writers have written on the total compensation package, perks and inducements. â€Å"Simon (1958) refers to inducements as payments made by the organisation to its participants in return for contributions. Thomason (1981) identifies a level of consideration necessary to attract labour. Lupton (1975) suggests that the rules of a pay system say how effort is to be related to reward.†[Michael H. Bottomed (1983), p 80 – 90] An interesting factor, which needs consideration, is the effect of compensation on behaviours. Two of these theories, which have surfaced, are those of expectancy and reinforcement. The critical component of the expectancy theory is the way people relate to compensation with the reward package offered as a result of providing a service. In an important study conducted by Schwa and Heneman (1975), this form of sentiment and perception was found strongest in workers with individual incentives schemes. The reinforcement model finds its origins in Skinner’s (1969) writings. The process defines and develops the patterns, which are experienced while pairing good behaviour with rewards and bad behaviour with punishment. The way this sort of conditioning takes place is through a learning process. The conditioning in this case is so deep and inherent that when an individual is faced with a similar situation, he/she reacts in similar manner as they have done before. [Michael H. Bottomed (1983),p 80 – 95] There are various types of payments and rewards, which can be introduced as part of the main structure. One the popular schemes are the bonus scheme, in effect the system of payments is through a bonus. There is a need to create a specific background before introducing this scheme; the management needs to be committed to the scheme. A big factor towards failure of most of these payment frameworks is the lack of ownership on part of the management. If the cost attached to the transition is not going their way, the management finds it easy to stop the process midway. The employees need to be part of any new scheme, which is in the offing; they need to know the implications, benefits, disadvantages and time frame needed for a successful introduction. The measures, which define productivity, are always a contentious issue and so the management and employees need to be on the same page. A feedback system needs to be in place through which all are informed of the progress made and how the employee stands in terms of rewards towards work input. Communication is essential while implementing any new system or process, the best route would be to discuss the progress, the ways the productivity can be increased and how can all gain the most. The work productivity measure is more or less decided based on the following methodologies – The job role of the employee and the time input needed to complete the job at a satisfactory level The actual physical production of goods/commodities and the time taken to do so The actual physical production of goods/commodities and the cost of production An additional value achieved or the cost of labour The cost of materials used for production, cost needed to get a production going Another way of sharing benefits is through the profit sharing scheme. Good example for this would be NatWest, which introduced this scheme. The staff does reach a point of identification and self-achievement when the results are grouped. The employees feel a greater sense of loyalty and commitment towards the job and the organisation. The performance is not in isolation and with regards to personal achievements; the employees also begin to see the bigger picture and what it means to have greater financial success. At the end all businesses are about profit, the biggest sense of achievement is to derive a balance between employee cost and the profitability. The three common ways to determine how much to pay in the profit sharing scheme are as follows – The amount of profits before tax The directors at their own discretion decide how much to pay the employees under this scheme The amount of profits accumulated after a certain limit has been reached Andrews (1975) talks about reasons, which are critical to the introduction of compensation and pay benefits. As mentioned before by many other writers, the employee base and staff are important resources, it is important for any business/organisation to retain and attract staff to meet the current and future objectives of the company. The staff at all times needs to feel that their efforts in the organisation are noticed and rewarded accordingly. There has to be encouragement and identification of interests, which match those of the employees with regards to reward management. The employees and staff need to be motivated and propelled to perform better and take on more responsibility during the course of their work. There is a need for asset criterion for differentiating between different job roles and titles, each one has its own set of complexities and leverage, this needs to be considered while preparing a compensation package. The company also needs to see some value in the amount of remuneration and rewards being given to the employee. All organisations need to have clear structure for career progression for all employees; they need to know what the future holds for them in the organisation hierarchy. All employees need to have some stability and ways to maintain their standard of living. [Michael H. Bottomed (1983), p 80 – 100] Clive Fletcher and Richard Williams (1992) in their book Performance appraisal and career development talk about appraisal schemes, equal opportunity employment, future challenges and opportunities in this sphere, persisting issues, maintenance and evaluation. The appraisal systems are an effective tool, which has helped a lot of organisations to collect information from the staff and employees about pays and promotions. An increase in the bonus scheme and other incentives, this was a motivating mechanism as well as a productivity enhancer. The management to further develop and plan the welfare of the personnel used the information collected. The appraisal system also acts as process line up for re visiting the initial recruitment decisions also place to decide the promotion schemes and incentives on offer. This can also be an effective communication channel, for introducing new training and development schemes for the personnel; the same can also be used for succession planning. There is an inherent change in the way managers think in current times, pay and rewards are important but appraisal systems will also show that family and time off work is as crucial, else there is bound to be high stress levels and chances of complete burn out. Gorier and Philpot (1978, p 2-5) in their paper point out the following, â€Å"Whilst managers are concerned about their careers, they are equally concerned about their home and family life. Numerous comments on the difficulties of finding time for family and leisure activities whilst coping with a demanding job indicate the potential for conflict between these two areas of their life†. The career concept has undergone an immense amount of change and managers are realising this while planning their internal performance management schemes. Work is no more in isolation, its involves the family and home life as well, else there will always be a carry overload syndrome from home to work and vice versa. An interesting quote in this direction of thought comes from Evans and Bartolome (1980, p7-10), â€Å"Professional life affects the quality of private life on a day to day basis. But the reverse is not true; private life only affects the quality of professional life in extreme situations. The effect of private life on professional life is through its influence on major career and life decisions†. Another issues which organisations now need to consider with stringent measures is that of equal employment opportunities. Equal opportunities could be based on gender, skills, nationality or religion among other factors. Organisations need to revisit their policies and regulations to ensure that they are not breeding grounds for lawsuits on various discriminatory grounds. A big reason why women have not moved too far with context to organisational skills is due to systematic barriers imposed by organisations, the attitude of the management and also partially due to their own behaviour and attitude towards career progression. If we consider the implications of the above issues with regards to retail stores like Matalan, there is a lot of temporary staff and permanent staff; a majority of the temporary staff comprise women. Organisations like Matalan need to consider the implications of treating the part timers and temporary employees as part of the larger picture, one that manages the day-to-day operations at the stores. These employees and staff need to be made part of an appraisal system too to ensure that there can be room for career development opportunities along with the full timers. Much of what has been said about women applies to members of different ethnic backgrounds and racial groups too. Their representation in management and as part of the professional roles is discriminatorily low. Although there have been steps taken to curb this partial reaction, there are still large gaps in the way these people have been treated by line managers. The performance appraisal training needs to consider the attitude and aptitude of these minority groups so that they can be pushed towards a better role when an opportunity arises. All the authors in the literature review have managed to cast important information regarding pay structures, motivation, career development, training and development, equal opportunity, discriminatory pay, appraisal systems to counter balance the changes organisations need to make in personnel management. This will help one understand better in terms of the changes Matalan needs to introduce to mitigate the problems they are currently facing. Methodology The Techniques used for data collection are both qualitative and quantitative. Qualitative research is exploratory; Quantitative research on the other hand involves statistical surveys to quantify factors previously exposed in qualitative research. Van Mane (1983, p9) defines qualitative techniques as ‘an array of interpretative techniques which seek to describe, decode, translate and otherwise comet terms with the meaning, not the frequency, of certain more or less naturally occurring phenomena in the social world’. The data collated for this paper has been primarily through desk research using the internet, online journals, books, reports and the Matalan website. Given the time frame and the confidentiality regarding information on the existing pay framework being used by the Matalan stores did not leave much room for secondary research. The data collated was ample to find out patterns in changes, which had taken place at the stores and the way the staff had reacted to them. It is also reflective of the management involvement and how prompt they are to react when a problem arises at the stores. The organisation culture also came in play while researching this paper, though there is autonomy in job roles, they need to curtail that freedom to ensure that uniform pay framework exists at all stores across job levels. Pay frameworks don’t need to be dictated only by the internal conditions prevailing in the organisation, the existing market structure would also have some bearing to what is being offered to the employees and staff. Some authors have validated the authenticity and importance of personal interviews even though it is a more time consuming tool for data collection. The importance of interviews is summarised by Burgess(1982, p 107): ‘the interview is the opportunity for the researcher to probe deeply to uncover new clues, open up new dimensions of a problem and to secure vivid, accurate inclusive accounts that are based on personal experience’. Jones (1985, p 45) comments that, ‘between these two extremes is an abyss of practice and therefore theory about the purpose and nature of the qualitative interview’. In her view the main reason for conducting qualitative interviews is to understand, ‘how individuals construct the reality of their situation formed from the complex personal framework of beliefs and values, which they developed over their lives in order to help explain and predict events in their world.’ Though due to time constraints and confidentiality factors, interviews were not possible, we have taken information from testimonials and case studies presented by employees at Matalan about the existing framework. Through the course of the research, there was some data collated from testimonials and case studies published on the Matalan corporate website. Though each shows Matalan in a very positive frame, there is no doubt that the company website wont carry information on grudges the employees and staff might have with the way the organisation operates, the management issues and the unsatisfactory pay frameworks. The grounded analysis by Glaser and Strauss (1967) provided major benefits while understanding how the data collected from the testimonials and information from desk research had been analysed. It needs feel and intuition, there is no logical sequence one needs to follow to decipher results, there is constant sifting through, comparison with what has been found, and eventually there are some patterns, themes and categories, which emerge giving way to concepts.[Smith Easter-by Mark, Thorpe Richard and Lowe Andy (2003), p 100 – 130] Data Collection and Findings A report into the Matalan Store Pay framework shows that there areissues and ample grounds for legal proceedings. The way the paystructure is as of now can be the cause for a potential equal pay claims or a sex discrimination pay. The management considers the progress more through the level of jobs instead of the level of responsibility. There is no clear strategy for internal recruitment at the moment. There are reasons for dissatisfied Pay Framework and Store Management of Matalan Retail Pay Framework and Store Management of Matalan Retail The following paper is a report about the introduction of an innovative pay framework at the Matalan stores. The company is relatively new in the market since its inception in the year 1985. Though the progress has been staggering and the company has moved forward while imbibing some of the best management practices seen in corporate history, there is a slack in the current pay structure practised at Matalan. Though they had a formal structure in the past, at the moment each store has its own recruitment policies and salary structures. Thesis causing problems within the human resource department at each store due to the discrepancy in maintaining similar levels of pay structure. The company would need to undergo change and create a new pay framework, which imbibes all the concepts of equal pay to avoid any legal proceedings in the future. At the same time the paper also takes into consideration factors, which are important while trying to create pay frameworks for organisations – motivation, communication channels, training and development, equal opportunities and similar non financial rewards which have proven to go a long way in improving performance at the work place. The report goes through a series of different headings which come together to weave a structure which best explains the problems, founding issues and a possible solution. Introduction Matalan is one of UK’s leading clothing and home furnishings retailer. The quality of clothes and home ware is relatively high with an affordable price tag. It was John Hargreaves who founded Matalan; he initially discovered the concept of out of town selling at lower prices in the US markets. The learning process was enough for him to know that this could turn out to be a very successful retail strategy in the Upmarket. The first Matalan store was opened in Preston in the year1985. By 1995, the company had made tremendous progress and had 50 stores to their credit across UK. The year 1997 was one with multiple changes in the business strategy and management practices, since the company was growing at a phenomenal pace; the head office was moved to Skelmersdale to be in a better position to oversee company growth and management issues. The success was reinstated in the market with company floatation in the year 1998, at the moment Matalan trades from 5 million square feet in over 170 stores. For the consumers the opportunity to shop at Matalan is very satisfying since they get unrivalled quality at unsurpassed prices. The strategy Matalan follows is to buy from the manufacturers and having out of town less costly stores, which enable them to pass on the cost benefit to the customers. Please refer appendix 2 for more information about Matalan’s positioning the UK market in comparison to other clothing retailers. A visit to a Matalan store reveals the complete family range the store has on offer, there is something for everybody. On an average the store size is an approximate 30,000 sq. ft. per store, the product range is comprehensive combination of home ware, clothing line for men, women and children. Each clothing line has a further divide in range and styles – formal, informal, sporty, seasonal, modern basics to some very classical styling, other than having their own labels on display there are also other brands on offer – Wrangler, Flamer, Lee Cooper, Wonder bra and Wolsey, this gives the customers a more balanced profile to choose from. The head office provides immense functional support tall stores across UK – be it buying, merchandising, marketing, HRM,finance, operations or property management. To get a better understanding of what each store entails in terms of human resources, we have the following line up. Store Manager Deputy Manager Sales Manager Ladies wear Sales Manager Men swear Sales Manager Childrens wear Sales Manager Home ware Full and part time General Sales Assistants At the same time, there are flexible changes in the way roles might be managed in a store, in smaller stores the home ware and children ‘swear departments are overlooked and managed by a one sales manager instead of two which is a norm in bigger sized stores. Matalan prides itself on some very progressive practices in all departments; the management believes that what they have on offer for employees is a fast track progressive career path, which is completely matched with one’s personal ambitions to succeed. [www.matalan.co.uk] The pay framework at Matalan includes the following benefits and perks. Highly competitive Salary Bonus Scheme Discounted Share Save scheme Life assurance policy Private Health Care 10% discount at all stores Generous holiday entitlements [http://www.inretail.co.uk/pages/content.asp?PageID=311] The above is an insight into what Matalan Retail has to offer its employees and staff across the stores. There are problems with the current pay structure, some of the new recruits are paid with regards to market rates and this is not in sync with what is paid to the old recruits in similar roles. The local HR offices have been exercising autonomy in recruitment and salary structures, which might, create friction between employees, peers and draw inter store comparisons. There is no clear-cut strategy for assimilating information on employees, their satisfaction levels and ways to gauge their performance at work. All this and more in the long run can create some damaging effects to the organisations performance as a whole. The following report is to create an understanding and balance between problems, issues and executable solutions so that the company can align the employee/staff goals with the organisation objectives. Literature Review Michael Armstrong (2001), in his book, ‘New dimensions in pay management’ talks about new systems and processes in reward management and pay structures. It also talks in length about the factors, which need consideration when planning a new pay structure in an organisation. It also covers methods of developing; introducing and evaluating new pay structures. Organisations in towards era have to move at a fast pace while adjusting to the changes in the internal and external environment. These pressure make these organisations react indifferent manners, it could be delayering, project based, flexible or continuous. The emphasis is on continuous improvements in terms of performance management, reward management, personnel appraisal, quality control and customer service. The quality of human resources within an organisation is considered a significant advantage and differentiating factor. The focus should also be on business strategies and using systems like reward management and performance appraisal to bring about change in organisations. The reward concept is a focused effort of various forms of rewards, base pay, variable pay, benefits and non-financial rewards. The significance of pay revolves around motivational strategy, attracting and retaining employees in their job roles to build a more effective organisation. The non-financial rewards include more recognition, praise, and training options, responsibility and although more studies on organisational behaviour have revealed that it’s the non-financial rewards, which have more scope for retaining employees. It was in the year 1990 that Ed Bawler spoke about the limitations of using this approach, â€Å"The starting point for any reward system design process needs to be the strategic agenda of the organisation. Thus the first step in designing the reward system for an organisation is to focus on the individual and organisational behaviours that are needed in order for the organisation to be successful†. Bawler further enhanced and improvised on this belief to cover all organisations, â€Å"The business strategy, in particular, serves as a crucial guide in designing organisational systems because it specifies what the company wants to accomplish, how it wants to behave, and the kinds of performance and performance levels it must demonstrate to be effective†. [Michael Armstrong (2001), cap 1-15] Shaun Tyson and Alfred York (1989) in their books ‘Personnel Management’, talk about how most organisations design their pay and wage packages based on the hierarchy. Another big difference is that blue-collar jobs are usually at an hourly rate, the wages are paid weekly or monthly basis and the salary earners are the ones who are Gina middle or senior management position. The differences are not limited to the salary; they also extend to the additional perks and benefits, which are offered to the employees. The objectives of a policy towards making a payment could be described as to ‘remain competitive for labour whilst rewarding good performance and adopting a position on pay which is felt to be fair by all employees.’ [Shaun Tyson and Alfred York (1989), cap 210-211] The distinction that companies enjoy while treating different job roles with different salary structures is a matter of internal personnel philosophy. There are certain important criterions, which needs to be considered while planning a salary and wages structure – If the company wishes to afford large salaries and pay packets to employees then they are working with the strategy of getting maximum output and high standards of quality and work from the employees. The effort to keep the standards high has to be sustained through time. If the company wishes to offer other benefits and perks like travel allowance, car, mobile phones, laptops, inflation proof pension etc., the other way of doing this could be by giving the flexibility to the employee to decide what structure would be most appealing to him or her in terms of salary spend. Another option is to trade off these benefits against wages. The most important factor to be seen by organisations remains retaining employees. They need to understand what appeals to the employees, what motivated them to work harder and perform better. Employee retention is a big problem and a lot of organisations are trying to tackle this through financial perks, raising salaries and other perks. There are options like profit share benefits and bonus schemes which also need to be worked through the system. This does not call for direct employee participation and might not prove to be a great motivational tool. There are policies on variation of pay frameworks, what needs consideration from management and organisations is whether pay is the main incentive and motivational tool for employees. They also need to understand the kind of employee evaluation scheme, which needs to be adopted and run. The organisations which operate from more than one location need to understand the repercussions of giving more autonomy to its line managers in terms of drafting salary structure and pay frameworks. The other option would be to draft a company wide policy and run it across all departments and locations irrespective of size, force and structure. The last step would be the pay reviews and how often one needs to undergo one at a certain location. The evidence, which is needed to corroborate what, the employee is saying and how the performance has been in the past. [Shaun Tyson and Alfred York (1989), cap 210-215] In the same way when one needs to approach the way wages are offered to the resources, the basic flat rate is what is paid to the employee based on the amount of work he or she has put in a specific time frame.ased on this principle the employee can actually generate more income by completing more pieces of workloads and assignments. A differential piecework is what in other words means ‘time allowed ‘system of piecework, other than the amount of bonus one earns, which is further shared between the company and the employee. There are then small group incentive schemes as well as long-term large group incentive schemes. Given that this paper is about a large sized retail organisation, a long term large group scheme should be a more worthwhile option to discuss although one does need to consider the number of revolving labour one is faced with at retail outlets. The big difference between these schemes is that they have a long-term goal to achieve, apply through the whole organisation/factory structure and try and involve the employees in the organisation structure and future objectives. Given the large rotating base of employees at large retail outlets, we will consider the author’s views on small group incentive schemes. The advantages of these schemes are that they draw in the people and their tendency for bringing about a norm, which is acceptable and comfortable. This in turn leads to a team spirit, which does help while building a positive atmosphere at a store/outlet/organisation. In terms of paper work, these schemes are much easier to monitor and control. The cost savings in terms of money, manpower, effort is less considering the monitoring required, less inspection and savings onetime study periods. There are indirect workers who can also participate in these schemes, the workers, cleaners; store assistants can enjoy the same benefits and perks. There is a larger amount of flexibility and teamwork amongst the work force; the people themselves are keen to get rid of hurdles and bottlenecks in the work process to help provide better work environment. There are disadvantages to these schemes too; there might be impacts of group pressures on workers who are not as efficient as the others. The holidays and sickness leaves will easily upset the system; there would be a need to carve out special arrangements to tackle the holidays. Here could be problems with production, supply chain management that could in turn affect the performance of the employees. In retrospect this could create a substantial amount of disillusionment with the scheme. Coming back to the long-term schemes, there are many variations, which might apply to these. The Scan long plan (1947) was a suggestion plan as well as a collective incentive scheme. The suggestion scheme is what one comes across in a lot of production and manufacturing environments. The employees are asked to come up with suggestions on how to improve the efficiency levels and reduce time at work; these ideas are then enhanced and improvised by the management and the union. The bonus calculation in these cases is then based on the improvements shown in reducing the cost of good produced as well as improvements in the actual output, manpower per hour. Another set of work rules would be if there is a reduction in the sales revenue then the e employees would be deprived of a bonus irrespective of how hard they have worked. In long term view there is absolutely no motivational quality attached to this variation in pay structure. The other plan was introduced by Trucker(1955), which entailed the use of ‘productive value’ or added value. This was based on a collective bonus scheme. The value in this variation is the difference between the sales revenue and the cost of raw materials and supplies. This approach is very fragile with regards to the effects market forces might have on this scheme. The advantage of these long-term large group schemes is that it will provide the incentive for long-term earnings. The employee participation helps overcome the most frequently seen sentiment to them versus us. The level of involvement with the management and production base is stronger than in other cases. This helps build trust and stability. Here is more scope of a wider base of applications, which can be used in the business, and the working of the organisation. The value added schemes are being adjusted to the changing conditions the company might be undergoing. [Shaun Tyson and Alfred York (1989), cap 210-220] There is however disadvantages to this long term, large group schemes. If these are actually applied across the whole production line, it might dissolve the sentiment of teamwork. These schemes need to have some form of bonus for the employees else it will have no incentive for them to perform better or to increase productivity. The larger the number of employees covered through this scheme the less the percentage which goes to each employee, hence in the final turn of events it reduces the usefulness. Another question rather doubt which arises is whether the individuals see their own efforts helping towards the final cause and long term goals of the scheme and production value. Here is a list of variables which can cause damage to the production process – change in personnel, supervision, customer requirements, machinery, external environment changes. Michael H. Bottomed (1983), in his book, Personnel Management, talks about job satisfaction, motivational tools, compensation package sand benefits which are all integral factors affecting the performance of an organisation. The writer brings an interesting fact to the forefront; the compensation package for employees had grown more complex in the past years. A simple break down of the framework seems like a complex thing to do. It is now important to design frameworks, which suit the individual requirements and needs of the employees. Any organisation has to get the mix right for them to address issues like retention, attrition, motivation and performance. While designing the pay framework for an organisation, it is important to note the background of the corporation, individuals job roles and what they entail, individual pay systems and the after effects on the performance and reaction of the employees. The external factors, which affect the way organisations can design pay packages, is because of government taxation rules and pay restraints. A lot of writers have written on the total compensation package, perks and inducements. â€Å"Simon (1958) refers to inducements as payments made by the organisation to its participants in return for contributions. Thomason (1981) identifies a level of consideration necessary to attract labour. Lupton (1975) suggests that the rules of a pay system say how effort is to be related to reward.†[Michael H. Bottomed (1983), p 80 – 90] An interesting factor, which needs consideration, is the effect of compensation on behaviours. Two of these theories, which have surfaced, are those of expectancy and reinforcement. The critical component of the expectancy theory is the way people relate to compensation with the reward package offered as a result of providing a service. In an important study conducted by Schwa and Heneman (1975), this form of sentiment and perception was found strongest in workers with individual incentives schemes. The reinforcement model finds its origins in Skinner’s (1969) writings. The process defines and develops the patterns, which are experienced while pairing good behaviour with rewards and bad behaviour with punishment. The way this sort of conditioning takes place is through a learning process. The conditioning in this case is so deep and inherent that when an individual is faced with a similar situation, he/she reacts in similar manner as they have done before. [Michael H. Bottomed (1983),p 80 – 95] There are various types of payments and rewards, which can be introduced as part of the main structure. One the popular schemes are the bonus scheme, in effect the system of payments is through a bonus. There is a need to create a specific background before introducing this scheme; the management needs to be committed to the scheme. A big factor towards failure of most of these payment frameworks is the lack of ownership on part of the management. If the cost attached to the transition is not going their way, the management finds it easy to stop the process midway. The employees need to be part of any new scheme, which is in the offing; they need to know the implications, benefits, disadvantages and time frame needed for a successful introduction. The measures, which define productivity, are always a contentious issue and so the management and employees need to be on the same page. A feedback system needs to be in place through which all are informed of the progress made and how the employee stands in terms of rewards towards work input. Communication is essential while implementing any new system or process, the best route would be to discuss the progress, the ways the productivity can be increased and how can all gain the most. The work productivity measure is more or less decided based on the following methodologies – The job role of the employee and the time input needed to complete the job at a satisfactory level The actual physical production of goods/commodities and the time taken to do so The actual physical production of goods/commodities and the cost of production An additional value achieved or the cost of labour The cost of materials used for production, cost needed to get a production going Another way of sharing benefits is through the profit sharing scheme. Good example for this would be NatWest, which introduced this scheme. The staff does reach a point of identification and self-achievement when the results are grouped. The employees feel a greater sense of loyalty and commitment towards the job and the organisation. The performance is not in isolation and with regards to personal achievements; the employees also begin to see the bigger picture and what it means to have greater financial success. At the end all businesses are about profit, the biggest sense of achievement is to derive a balance between employee cost and the profitability. The three common ways to determine how much to pay in the profit sharing scheme are as follows – The amount of profits before tax The directors at their own discretion decide how much to pay the employees under this scheme The amount of profits accumulated after a certain limit has been reached Andrews (1975) talks about reasons, which are critical to the introduction of compensation and pay benefits. As mentioned before by many other writers, the employee base and staff are important resources, it is important for any business/organisation to retain and attract staff to meet the current and future objectives of the company. The staff at all times needs to feel that their efforts in the organisation are noticed and rewarded accordingly. There has to be encouragement and identification of interests, which match those of the employees with regards to reward management. The employees and staff need to be motivated and propelled to perform better and take on more responsibility during the course of their work. There is a need for asset criterion for differentiating between different job roles and titles, each one has its own set of complexities and leverage, this needs to be considered while preparing a compensation package. The company also needs to see some value in the amount of remuneration and rewards being given to the employee. All organisations need to have clear structure for career progression for all employees; they need to know what the future holds for them in the organisation hierarchy. All employees need to have some stability and ways to maintain their standard of living. [Michael H. Bottomed (1983), p 80 – 100] Clive Fletcher and Richard Williams (1992) in their book Performance appraisal and career development talk about appraisal schemes, equal opportunity employment, future challenges and opportunities in this sphere, persisting issues, maintenance and evaluation. The appraisal systems are an effective tool, which has helped a lot of organisations to collect information from the staff and employees about pays and promotions. An increase in the bonus scheme and other incentives, this was a motivating mechanism as well as a productivity enhancer. The management to further develop and plan the welfare of the personnel used the information collected. The appraisal system also acts as process line up for re visiting the initial recruitment decisions also place to decide the promotion schemes and incentives on offer. This can also be an effective communication channel, for introducing new training and development schemes for the personnel; the same can also be used for succession planning. There is an inherent change in the way managers think in current times, pay and rewards are important but appraisal systems will also show that family and time off work is as crucial, else there is bound to be high stress levels and chances of complete burn out. Gorier and Philpot (1978, p 2-5) in their paper point out the following, â€Å"Whilst managers are concerned about their careers, they are equally concerned about their home and family life. Numerous comments on the difficulties of finding time for family and leisure activities whilst coping with a demanding job indicate the potential for conflict between these two areas of their life†. The career concept has undergone an immense amount of change and managers are realising this while planning their internal performance management schemes. Work is no more in isolation, its involves the family and home life as well, else there will always be a carry overload syndrome from home to work and vice versa. An interesting quote in this direction of thought comes from Evans and Bartolome (1980, p7-10), â€Å"Professional life affects the quality of private life on a day to day basis. But the reverse is not true; private life only affects the quality of professional life in extreme situations. The effect of private life on professional life is through its influence on major career and life decisions†. Another issues which organisations now need to consider with stringent measures is that of equal employment opportunities. Equal opportunities could be based on gender, skills, nationality or religion among other factors. Organisations need to revisit their policies and regulations to ensure that they are not breeding grounds for lawsuits on various discriminatory grounds. A big reason why women have not moved too far with context to organisational skills is due to systematic barriers imposed by organisations, the attitude of the management and also partially due to their own behaviour and attitude towards career progression. If we consider the implications of the above issues with regards to retail stores like Matalan, there is a lot of temporary staff and permanent staff; a majority of the temporary staff comprise women. Organisations like Matalan need to consider the implications of treating the part timers and temporary employees as part of the larger picture, one that manages the day-to-day operations at the stores. These employees and staff need to be made part of an appraisal system too to ensure that there can be room for career development opportunities along with the full timers. Much of what has been said about women applies to members of different ethnic backgrounds and racial groups too. Their representation in management and as part of the professional roles is discriminatorily low. Although there have been steps taken to curb this partial reaction, there are still large gaps in the way these people have been treated by line managers. The performance appraisal training needs to consider the attitude and aptitude of these minority groups so that they can be pushed towards a better role when an opportunity arises. All the authors in the literature review have managed to cast important information regarding pay structures, motivation, career development, training and development, equal opportunity, discriminatory pay, appraisal systems to counter balance the changes organisations need to make in personnel management. This will help one understand better in terms of the changes Matalan needs to introduce to mitigate the problems they are currently facing. Methodology The Techniques used for data collection are both qualitative and quantitative. Qualitative research is exploratory; Quantitative research on the other hand involves statistical surveys to quantify factors previously exposed in qualitative research. Van Mane (1983, p9) defines qualitative techniques as ‘an array of interpretative techniques which seek to describe, decode, translate and otherwise comet terms with the meaning, not the frequency, of certain more or less naturally occurring phenomena in the social world’. The data collated for this paper has been primarily through desk research using the internet, online journals, books, reports and the Matalan website. Given the time frame and the confidentiality regarding information on the existing pay framework being used by the Matalan stores did not leave much room for secondary research. The data collated was ample to find out patterns in changes, which had taken place at the stores and the way the staff had reacted to them. It is also reflective of the management involvement and how prompt they are to react when a problem arises at the stores. The organisation culture also came in play while researching this paper, though there is autonomy in job roles, they need to curtail that freedom to ensure that uniform pay framework exists at all stores across job levels. Pay frameworks don’t need to be dictated only by the internal conditions prevailing in the organisation, the existing market structure would also have some bearing to what is being offered to the employees and staff. Some authors have validated the authenticity and importance of personal interviews even though it is a more time consuming tool for data collection. The importance of interviews is summarised by Burgess(1982, p 107): ‘the interview is the opportunity for the researcher to probe deeply to uncover new clues, open up new dimensions of a problem and to secure vivid, accurate inclusive accounts that are based on personal experience’. Jones (1985, p 45) comments that, ‘between these two extremes is an abyss of practice and therefore theory about the purpose and nature of the qualitative interview’. In her view the main reason for conducting qualitative interviews is to understand, ‘how individuals construct the reality of their situation formed from the complex personal framework of beliefs and values, which they developed over their lives in order to help explain and predict events in their world.’ Though due to time constraints and confidentiality factors, interviews were not possible, we have taken information from testimonials and case studies presented by employees at Matalan about the existing framework. Through the course of the research, there was some data collated from testimonials and case studies published on the Matalan corporate website. Though each shows Matalan in a very positive frame, there is no doubt that the company website wont carry information on grudges the employees and staff might have with the way the organisation operates, the management issues and the unsatisfactory pay frameworks. The grounded analysis by Glaser and Strauss (1967) provided major benefits while understanding how the data collected from the testimonials and information from desk research had been analysed. It needs feel and intuition, there is no logical sequence one needs to follow to decipher results, there is constant sifting through, comparison with what has been found, and eventually there are some patterns, themes and categories, which emerge giving way to concepts.[Smith Easter-by Mark, Thorpe Richard and Lowe Andy (2003), p 100 – 130] Data Collection and Findings A report into the Matalan Store Pay framework shows that there areissues and ample grounds for legal proceedings. The way the paystructure is as of now can be the cause for a potential equal pay claims or a sex discrimination pay. The management considers the progress more through the level of jobs instead of the level of responsibility. There is no clear strategy for internal recruitment at the moment. There are reasons for dissatisfied