Society originates Essay Example for Free

Society originates Essay Kallipolis now has three classes, the producers, the Guardians and the Philosopher-Kings and each member will perform that function, and only that function, for which he is destined by nature30. To distinguish between these classes and discover to which class each person belongs Plato brings in education and also his theory of a tripartite soul. Through this education process which is a concern of the state31 , all people reach their full potential and thereby acknowledge their social position. To understand the nature of the philosopher kings we examine Platos theory of the soul. There are three types of desire in the tripartite soul which correspond to the three parts of the state32; appetitive desires (base ones for things such as food, money and sex), spirited desires (for honour, victory and reputation) and rational desires (for knowledge and truth). In each person one of the three desires rules, thereby determining their class and values. Uneducated people are ruled by their appetites and although they can be trained through physical education and a mix of reading, writing, dance and song33 they will only have acquired a level of virtue to act prudently34. This is the producer classes. For these money is the best way of satisfying their desires. Further education leaves people ruled by their spirited desires35; this is the Guardian class that want honour. They are more virtuous than the producers but not as virtuous as the philosopher kings. Those that make it right through the education system are the philosopher kings who are bound by rational desires of the soul. They are fully virtuous and knowledgeable36 and C. Reeve argues that the education process will make them distribute the benefits of this knowledge among the citizens whilst ruling. There are other proposals for the production of citizens of the right sort including restriction of the arts, the institution of mating festivals and private property is to be abolished37 (for the two higher classes so they can focus solely on their function as rulers). Plato states the philosophers are above any corruption due to their education and training which makes them designed solely to govern and it means they possess knowledge and understanding no one else in the city does. They will not be corrupted by ruling because they recognise that others, lacking their knowledge, would do a worse job than themselves. It is a duty they must perform, to spend the rest of their time doing what they really want to do philosophical research. Plato also sets down strict guidelines for the guardians way of life, especially the absence of family life and private property which he considers the greatest temptation in public life. Plato has two ways to further explain this division of class to the reader and the people within the state. The first is the allegory of the Cave. To understand this we have to understand the forms of the good38. Kraut defines them as eternal, changeless, imperceptible and bodiless objects a pre-eminent good39 which will improve our lives we if understand and love them. Those that discover these forms, the philosophers, will attain complete happiness and will have a duty to relate these forms back to society. All mankind is situated within the cave and are all initially chained to the wall, seeing shadows of the forms which they believe are the real things. Those that break free, the philosophers, are free from illusion40 and see not only the form of the good. They are able to exit the cave and see this light and have a duty to bring it back to society. The other story is the myth of the metals41, often known as the noble lie42. The tale goes that when each person was fashioned by the gods a metal was added to each person which qualifies their social class. Those with gold in them are rulers, silver in the auxiliaries and iron and bronze in the producers. Within each class however children can be born with a higher/lower metal in their souls than their parents. When this happens they are to be promoted/demoted to their proper class43. This myth was propagated to serve to increase their (civilians) loyalty to the state and to each other44 and to persuade people to accept their social class as their destiny and therefore not to challenge it. The Economic classes should therefore take this rule without demur as the relationship of classes, like everything else in the state is perfect45. It promotes the fact that there are natural differences between human beings46 and that through education these metals can be ascertained and streamlined. However as a Christian I do not believe Platos view, that the philosopher king should rule, is correct. There are several reasons for this. The first is education does not necessarily make anyone more virtuous than others. The Bible states that all have sinned and fallen short of the glory of God47 and this is shown in practise today by the fact that the educated rulers can be corrupt, unfaithful to their wives and motivated by money/involved in bribery. Since the Bible tells us that we all are selfish by nature, and education cannot remove this, we should not expect the rulers to solely put the needs of others above their own desires for power, wealth, property and status, however noble that may be. The taking away of the family from the philosopher class would also in my opinion make him a worse ruler, less in touch with society and less developed as a character. Also from a secular viewpoint it is not right to put only educated rulers from one strata of society in power when those from a less education background could be more in touch with society and its needs. Also the prospect of a state education system selecting the leaders of the city is a matter of concern as the relevant knowledge which Plato advocates is purely a matter of opinion and therefore may be biased. Also these rational desires, that the philosopher king is supposed to have, are not I believe the monopoly of the educated. They can be found at all levels of society. Also Plato denies personal advancement in his city, especially once a person has been graded. In reality however once people have met their basic needs there is a desire for more. Also it is not natural for people to forgo private property even if they are a ruler. Therefore I would conclude that Platos view, that the philosopher kings should rule, is incorrect and unrealistic in terms of any real society and its values.2,045 words. Bibliography TEXT USED Plato, The Republic, Penguin Classics 2nd edition 1987 OTHER WORKS David Reece, Plato in Political Thinkers, pp 54-72 Edward Andrew, Equality of opportunity as the noble lie History of Political Thought X, 4 (1989), pp 577-596 Rex Martin, The ideal state in Platos Republic History of Political Thought II,1 (1981) P1-30 Richard Kraut, The defence of justice in Platos Republic The Cambridge Companion to Plato, Cambridge 1992, pp311-337 Christopher Rowe, Plato: the search for an ideal form of state Plato to Nato (1990), BBC books. Timothy Shiell, The Unity of Platos Political Thought History of Political Though XII,3 (1991) pp377-390 1 Plato, The Republic, P 56 Quote of a sub title 2 Rex Martin, The Ideal State in Platos Republic P1 3 Plato The Republic P56, Quote from Editor, Desmond Lee 4 Ibid P58 5 Ibid P59 6 Ibid P60 7 Ibid P60 8 Ibid P61 9 Ibid P61 10 Ibid P61 11 Ibid P61 12 IbidP62 13 Ibid P62 14 Plato The Republic P62 15 Ibid P63 16 Ibid P63 17 Rex, Martin The Ideal State In Platos Republic, P2 18 Plato, The Republic P63 19 Ibid P64 20 Ibid P64 21 Plato, The Republic, P65. 22 Ibid P66 23 Ibid P67 24 Ibid P66 25 Ibid P68 26 Ibid P121 27 Ibid P121 28 Christopher Rowe, From Plato to Nato P23 29 Plato, The Republic P119 30 Christopher Rowe, From Plato to Nato P23 31 Ibid P70 32 Christopher Rowe, From Plato to Nato P23 33 C. D Reeve in Political Thinkers An overview of the Republic 34 C. D Reeve in Political Thinkers An overview of the Republic P3 of article 35 Ibid P3 36 C. D Reeve in Political Thinkers An overview of the Republic 37 Christopher Rowe, From Plato to Nato P24 38 Plato, The Republic, P239. 39 Richard Kraut, The defence of justice in the Republic, The Cambridge companion to Plato 40 C. D Reeve in Political Thinkers An overview of the Republic 41 Plato, The Republic, P213 42 Edward Andrew, Equality of Opportunity as the Noble Lie P 577 43 R. Martin, The Ideal State In Platos Republic P10 44 Plato, The Republic P123 45 R. Martin, The Ideal State in Platos Republic P 9 46 Edward Andrew, Equality of Opportunity as the Noble Lie P1 47 Bible, NIV Romans 3 v 23 GV100 Introduction to Political Theory, Essay No 1 Name: Sarah Pickwick Class: 7 Teacher: Mr J Olsson.

European Studies Essays Welfare State and the European Nations

European Studies Essays Welfare State and the European Nations Welfare State and the European Nations â€Å"The phrase ‘welfare state’ was first used in the late 1930s, to distinguish between the policies of the democracies and the war state of European dictators† (Spicker, 2003). From the late nineteenth century, features of a welfare state began emerge in parts of Western Europe. The first European country to put in place a welfare state was Germany in 1883. The then Chancellor Otto Von Bismarck introduced a mandatory national accident and sickness insurance law. The insurance was financed by state subsidy (Spicker). A welfare state is â€Å"a state where more than one half of all government expenditures are devoted to social policy, as opposed to the economy, the military, law and order, infrastructure and other traditional functions of the state† ( Spicker, 2003). Judt (2006) defines a welfare state as a state which is primarily concerned with dispensing welfare to its citizens. Such states spend the bigger proportion of their public expenditures on welfare. Get help with your essay from our expert essay writers According to Gough (2006), welfare states in Europe were established during the Second World War. Their main purpose was to tackle the five evil giants that were facing most of Europe at that time. These evils included: Poverty: Because of the war, many people were sick, jobless or widowed hence were poor. Diseases: Despite many people being sick, they could not afford to seek treatment. Ignorance: At that time, school-leaving age was 11. Most children were forced to drop out of schools because they could not afford to pay fees. Squalor: Majority of the population lived in poor housing facilities (slums) because council houses were inadequate. Idleness: As a result of the war, most people lost their jobs and became unemployed. The welfare state was therefore established to ensure that children stayed in school; free medical treatment for all was introduced; new council houses were built and more towns established to provide better housing facilities to the slum dwellers and more industries were started to help reduce the unemployment rate. There are several objectives of a welfare state. Equitable distribution of wealth and resources: Welfare states used progressive method of tax collection whereby people with higher incomes paid more taxes and those with lower incomes paid less tax. This method of taxation helped in reallocation of public money and shifting of resources from the resource-rich regions to resource-poor regions. This was effective in achieving regional balance and in narrowing the gap between the rich and the poor (Spicker, 2003). Income and standard of living maintenance: People can temporarily or permanently be rendered incapable participating in the labor market. This can be due to old age, or sickness. This normally results in loss of income for themselves and their families. But in a welfare state, income maintenance was assured whether or not someone was working. This was normally â€Å"achieved through a variety of public insurance schemes,† (Judt, 2006). These included deductions from an employee’s salary, contributions made by the employers and the state. These deductions and contributions were deposited into an insurance fund from which individuals were entitled to certain benefits, depending on the level and the number of contributions made. These â€Å"insurance schemes covered unemployment, sick pay and old age pensions,† (Gough, 2006). Helping the disadvantaged groups: welfare states started programs to assist those groups that were considered worse-off than others. Gough (2006) says that: For instance, European countries have taken specific measures to combat rural poverty; support families with children; provide for re-training and early retirement in industrial problem regions; assist especially those with structural employment problem (the long-term and older unemployed; youth unemployment). Provision of a public safety net was another objective of welfare states. Welfare States ensured that each individual enjoyed â€Å"a minimal level of decent human existence if no other resources are available,† (Gough, 2006). In the pre-industrial era provision for such individuals was mainly done by â€Å"local charities, communities, nobleness oblige, and the churches †¦ on a much smaller scale† (Gough). Most Welfare States used their welfare policy as a form of economic governance. According to Gough (2006), â€Å"the economies of continental Europe, often called organized market economies, are characterized by a more pronounced role for the government in the economy †¦.† Unlike in other states, the different economic sectors were usually in harmony rather than in competition with each other. This contributed to the overall economic organization and stability, and is the reason why such economies were often labeled ‘organized market economies.’ Welfare states put up policies aimed at poverty eradication. Such programs included Medicaid and Aid to Families with Dependent Children (AFDC). However, such programs were not popular among the majority of the population because they only served the marginalized people who comprised a smaller proportion of the population. The creation and development of the welfare state followed different patterns in each of the European countries. The men behind the European welfare state shared Keynes’s view which he voiced before his death in 1946. Keynes said that â€Å"after the World War II, there would be a craving for social and personal security in Europe. And there was. The welfare state was constructed primarily as a security revolution rather than a social revolution,† (Judt, 2006) The German welfare system was based on the three main principles. The first one was â€Å"subsidiarity.† This principle holds that â€Å"services should be decentralized or independently managed† (Spicker, 2003). The role of the state was limited only to areas which could not be covered by other means like military services. In Germany, high income earners were not covered by the main social insurance system; they were left to make their own decisions. Economic development was another principle surrounding the German welfare system. Provision of social services was based on this principle. This was clearly evident in â€Å"the close relationship of services to people’s position in the labor market. Social benefits were earnings-related, and those without work records found that they were not covered for important contingencies† (Spicker, 2003). Additionally, the state’s spending on welfare had to be directly related to the principle of economic development and growth. Welfare state in Germany was originally established by Chancellor Otto Von Bismarck who introduced the principle of ‘corporatist structure’. According to Spicker, 2003: This principle was developed by Bismarck on the basis of existing mutual aid associations, and remained the basis for social protection subsequently. Social insurance, which covered the costs of health, some social care and much of the income maintenance system, was managed by a system of independent funds. The French system of welfare was regarded as the most generous welfare system. It involved provision of a wide range of social services, rendering it very complex and expensive to maintain it. In France, the welfare system was â€Å"based on the principle of solidarity,† which was declared in the first article of the French Code of Social Security (Spicker, 2003). However, the term â€Å"solidarity† was ambiguous and was used in different circumstances to mean different things. To some people, solidarity referred to cooperative mutual support whereby people who benefited from national welfare schemes were expected to contribute on an equal basis. To others, solidarity meant interdependent relationships, â€Å"common action, mutual responsibility and shared risks† (Spicker, 2003). The Swedish Welfare System was viewed as an ideal form of welfare state. The system offered institutional care in that it offered â€Å"a universal minimum† (Judt, 2006). Like all welfare states, the Swedish government offered benefits to the unemployed, the sick people, and retired citizens. However, for a long time this welfare system was not effectively practiced because as Judt (2006) says, â€Å"the Swedish population had a strong tradition of entrepreneurship and hard work and continued to work hard even though they now had the option to live off government.† However, with time, people adapted to the welfare system. The welfare state of the United Kingdom was established by William Beveridge in 1942. The aim of the state was to curb the social problems that British citizens were facing due to the effects of the Second World War. The government took the responsibility of providing for its people. This policy resulted in high government expenditure and an increase in the state’s key responsibilities. In addition to the provision of the basic services (education, health, housing and employment) the state also increased â€Å"regulation of industry food and redistributive taxation† (Gough, 2006). Most Welfare States did not last long because of various reasons. The first major reason was the nature of taxation and the salary structure. In most welfare states, the social benefits and salaries for the low-skilled workers were among the highest in the world, whereas those for the high-skilled workers were lower compare to those of other countries. Additionally, the high-skilled workers paid much higher taxes than the low–skilled workers. This attracted more low-skilled workers into these states, becoming a burden to the Welfare State. The issue of immigration also led to the collapse of the welfare state. Because of the social benefits a welfare state offered, it attracted people from the low income countries. Fjordman (2006) notes that â€Å"†¦ they experienced †¦ disintegration with the introduction of mass immigration of persons who did not have the cultural background necessary to uphold the welfare state.† Lastly, the nature of the services that a welfare state provided contributed to its collapse. Education and health services especially are â€Å"ones on which people wish to spend more money as they become richer. Old age and retirement pensions imply that the government would have to spend more as the population ages† (Fjordman, 2006). Because of this, the ratio of public spending to Gross Domestic Product was high and it became practically impossible to meet all the social demands of its citizens. REFERENCES Fjordman, C. The Welfare State: The Root of Europe’s Problems. The Brussels Journal. 2006, March 08 Gough, I. European Welfare States: Explanations and Lessons for Developing Countries. University of Bath http://64.233.169.104/search? Judt, T. The Future of Decadent Europe. The Globalist. 2006, June 02. Spicker, P. The Welfare State. Centre for Public Policy and Management: Robert Gordon University http://www2.rgu.ac.uk/publicpolicy/introduction/wstate.htm

JKL Industries

JKL Industries This report has been prepared for the General Manager of JKL Industries for his/her approval for the recommendations for introducing an advanced performance management system to improve on the current system. This report covers each of the following performance management standards: The goals and objectives of the proposed JKL PMS in the context of JKLs broader organisational and human resource goals and objectives. Outline of the performance management cycle, and the role and responsibility of all JKL employees in the successful implementation of the PMS. Sample template for use in the conduct of performance appraisal interviews. This template allows for the linking of job elements and key performance indicators to the ongoing development of the individual. Policies and procedures to ensure that line managers are monitoring performance regularly and that intervention occurs to address poor performance and acknowledge excellent performance. Policies and procedures to address performance excellence. Policies and procedures that address unsatisfactory performance and, where necessary, termination of employment as a result of ongoing unsatisfactory performance. This process conforms to existing organisational and current legal requirements. Process to deal with any problems or grievances that arise from the performance feedback. Policies and procedures to ensure that the documented outcomes of performance management sessions are accessible and are stored in accordance with organisational policy. Definition of HRs role during the implementation and ongoing operation of the performance management system. How the performance management system will be evaluated. Timeline/schedule for implementation, which addresses all communication and staff training requirements. Types of reporting that will be generated by the PMS and how these reports will be utilised by the management of JKL. How the various components of the PMS will be quality assured and How HR will support the PMS by providing specialist advice on all aspects of the implementation of the PMS, including career development, to all participants in the process. Proposed Vision Statement JKL Industries vision is: To be recognised nationally and internationally as an employer of choice and a model of best practice human resource management. Provide best quality service and products in their field. JKL Industries is a large company and therefore individual employees in different states will be accomplishing different tasks but all working towards the same goal therefore they will need several different approaches to managing performance. 1. Performance goals and objectives A performance management system ensures all staff are aware of and work towards organisational goals through providing clear goals and frequent reviewing of staff performance (Behn R 2006, p.8). 1.1 Goals and Objectives The new performance management system being implemented at JKL industries will support expansion of the business and play a more active role within the company through the development and implementation of a performance management system. The new performance management system will aid in the redevelopment of the organisational chart as there is a new HR officer that will now oversee the co-ordination of HR services across the organisation, as prior to this HR was divided up between each of the three business areas. With these new changes the performance management system will help identify what positions are necessary and unnecessary, and ensure JKL is employing the right people through developed recruiting processes and position analysis. The performance management system will provide guidelines on employing the right people and how regularly performance evaluations will take place to identify to what extent staff goals are being achieved and what can be done to further improve staff performance. Performance management uses past performance as a platform to improve future performance through regular reviews, the setting of clear goals, staff recognition and feedback (Jones 2010, p 95). The new performance management system at JKL will also provide guidelines on how training and support will be delivered to staff and enable staff skills and performance to be evaluated against job descriptions and key elements of the job including KPIs. The performance management system will also identify opportunities for further development of skills in staff. The performance management system will help in developing the following aspects: Improve organisational effectiveness Facilitate employee development, training and support Determine appropriate awards and compensation Facilitate legal compliance Facilitate planning process Increase motivation Address poor performance JKL Industries plans to expand existing branches to include the sale of large and medium trucks by the beginning of July. The performance management system will allow for the monitoring of performance of current staff and identify training and developmental opportunities. This will save recruiting costs and further challenge and develop staff skills and knowledge by identifying skills gaps through the reviewing of job descriptions (QDET 2010, p8). Through monitoring of current staff using the performance management system it will ensure the right staff are used in the implementation of the expansion (QDET 2010, p8). The performance management system will also help JKL Industries identify staff who are deserving of a promotion and could be used in the further expansions and new branch openings planned for 2013, 2014 and 2015 (QDET 2010, p8). 2. The Performance Management Cycle A Performance management system is a tool used to motivate and inform staff and managers of performance outcomes in an organisation for a particular period of time (QDET 2010, p7). It involves the use of a performance cycle that involves planning, performing, reviewing and recognising staff performance (QDET 2010, p7). The use of this performance cycle will help JKL Industries monitor the success of their staff in reaching their own individual goals, and monitor the status of the planned strategic goals that includes expansions and new branch openings. Before implementing a performance management system it is important that appropriate foundations are laid down to effectively evaluate staff performance objectively (Bedford D Malmi T p.12). This is done firstly through reviewing job duties and responsibilities (Bedford D Malmi T p.12). This will give an accurate job description to benchmark employee performance against and ensure employees are clear of their goals, what is to be achieved and the standard required (Bedford D Malmi T p.12). Job descriptions for similar positions may be researched online for comparisons (Bedford D Malmi T p.12). The performance management system at JKL Industries should be aligned to the budget cycle to further measure to what degree staff are achieving their goals, and to be able to plan for reward or further development opportunities or in some cases recruitment needs (QDET 2010 p.7). The length of the performance management cycle should be 12months for the formal processs including planning and reviewing with review conversations taking place every six months (QDET 2010 p.8). These timelines can be shortened and conducted more regularly during periods of large change that JKL industries will experience in the coming years with the planned business expansions for 2013, 2014 and 2015 to update performance plans as strategic business goals change (QDET pg 8). 2.1 Performance management stages Planning- clarifying expectations, reaching an agreement, negotiating performance goals, setting expectations and planning to develop skills Performing (ongoing support) learning on the job, continuous improvement, providing feedback Reviewing- discussing individual performance and contribution comparing achieved goals against goals agreed upon and whether goals were achieved in a way that further organisational goals Recognition- continuously recognising team members contribution, making staff efforts acknowledged and encouraging further achievements This cycle will operate at different times for each employee. It is recommended that performance cycles start from the anniversary date of employment for each employee to avoid large amounts of appraisals distracting management and HR from their respective duties. 2.2 Roles and Responsibilities At JKL Industries all staff will play an important role within the performance management system. The Managing Director must be thoroughly committed to the performance management system and ensure the workforce is managed in accordance with the policies and procedures of the performance management system. Human Resources are responsible for the development and design of policies and procedures in regards to the performance management system. The Head Human Resources Officer that has been employed to oversee the HR Assistants for each division will be responsible for training the HR Assistants in the new performance management system, ensuring all staff are competent and fully understand the reason why they are doing what they are doing and the outcome desired. The Head Human Resources Officer will be responsible for overseeing the implementation of the PMS and monitoring its success and any changes that will need to occur as well as collaborating relevant documentation. Operations Manager is responsible for guiding and managing the performance of the Service Manager, Rentals Manager and Sales Manager. The Operations Manager with the support of the Head HR Officer develops performance objectives, provides feedback, appraise performance, guide development and ensures the Service Manager, Rentals Manager and Sales Manager are rewarded for good performance (Government of South Australia 2012). Finance Administration Manager develops performance objectives with the guidance of head HR for the Accounts Manager. Accountants Manager with guidance from head HR develops performance objectives for Accountants. HR in the Divisions with guidance of respective Manager (SALES, RENTALS, SERVICE) develop performance objectives for employees ie plan perform review recognise. And support Manager in conducting appraisal interviews and implementing system. Employees are responsible for their performance and their participation in performance management both formal and informal (Government of South Australia 2012). Supervisors are to manage the performance of the team and each individual team member (Bedford D Malmi T p.12) 3. Performance Appraisal Template Performance appraisal interviews help identify any skills gaps and evaluate to what degree employees understand their roles (Jones 2010, p.131). The following performance appraisal template will assist in training and development plans for each individual and encourage two-way communication (Jones 2010, p.131). The performance appraisal template provided allows for linking of job elements and uses aspects of the balanced score cards system. The balanced scored card system help overcome the limitations associated with managing staff performance through financial indicators alone (Kaplan R Norton D 1992). The balanced score card approach looks at assessing staff from four business aspect, finance, customer satisfaction, internal business processes and learning and growth (Kaplan R Norton D 1992). 4.1 Policy Monitoring Staff Performance Interventions to Address Poor Performance and Acknowledge Excellent Performance 4.2 Purpose: The aim of this policy is to ensure management at JKL Industries are continuously monitoring staff performance effectively through reviewing individual goals set for employees against the level of outcome achieved (Personnel Management 2012). 4.3 Scope: This policy is relevant to all HR and management positions conducting employee performance reviews and applies to all employees receiving feedback. This policy does not apply to cases of gross misconduct. This policy does not apply to cases of long periods of absence due to illness (Personnel Management 2012). 4.4 Background: It is a requirement of management to conduct regular reviews to monitor progress of employee performance against previously set standards and goals. Ongoing monitoring will give management the view as to how well employees are progressing and make necessary changes to any issues that prevent employees from achieving their work goals. Unacceptable performance can be addressed at any time during the performance appraisal period and should be dealt with when situation arises, not left to the annual review meeting (Personnel Management 2012). Policy: This policy aims to ensure management can effectively identify poor performance and take the necessary steps to intervene and correct employee performance through identifying skills gaps and providing training and support (University of Brighton 2003). For cases of extreme unsatisfactory performance where disciplinary action or termination is involved please refer to (Policy No. 6 Monitoring Staff Misconduct). This policy also includes steps to address excellent performance however is covered in more detail in policy Staff Excellence policy and procedure. 4.5 Procedure: how to conduct appraisals and manage records Management to conduct monthly meetings to determine whether there has been any change in the responsibility of employees that may hinder performance (QDET 29). Formal performance appraisals to be conducted every 12months from anniversary date of employment Management to notify employee in writing 3 working days before performance appraisal is conducted. (email accepted) Employee to fill out employee satisfaction survey prior to commencing performance appraisal Management conducting performance appraisal to confirm date with appraise 3 working days before performance appraisal Human Resources Assistant to distribute or make readily available all documentation required to conduct performance appraisal After conducting performance appraisal employee and managers are to sign to say meeting has taken place All outcomes of the appraisal are to be approved by Senior Management. This includes proposals for further training, further financial delegation, moving to a different position. These outcomes must be addressed and decided upon in full 14 working days after meeting has taken place. All paper work from appraisal to be finalised 14 working days after meeting has taken place, all management and human resources assistants involved must sign and date relevant paper within this period and present paper work to administration assistant for filing. Administration Assistants are to make copies to distribute to ALL personnel involved in appraisal for secure storage. All documentation handled during the performance management process to be handled in accordance with Documentation Policy and all hard copies scanned and uploaded into the system as stated in the Documentation Policy. All Management to monitor staff performance daily by management by walking around and encouraging staff feedback and submitting reports on staff performance to relevant HR Department monthly Staff excellence in performance to be rewarded accordingly immediately when recognised. For more information please refer to the staff excellence policy and procedure Service Managers to identify any problems or difficulties staff may have encountered in achieving their goals and report these to HR Assistants who record details and document them for Head HR Service Manager to check with staff daily and encourage feedback on any difficulties that are being experienced with regards to achieving their work goals Informal feedback sessions to be conducted with all staff every three months Management are to plan with staff annually from date of employment agreed upon goals that link with JKLs organisational objective and assure that these goals are specific, measureable, achievable, and relevant and have time frames (QDET 2010). Management are to develop team plans annually. Team plans need to consider who is accountable for what and what management has agreed to delivering (QDET 2010). Team plans need to work towards organisational objectives. Team plans need to state what each individual is responsible for achieving and the behaviours expected of them. Individual performance planning takes place after team goals are decided. Management are to conduct regular conversations within their respective divisions with team members these include : Coaching conversations give helpful feedback, listen and ask questions, helps to reinforce the actions and behaviours that are needed to achieve team members performance goals Day-to-day conversations showing genuine interest in employees and their work will help build effective working relationships and create a supportive environment, gives management and employees open two way communication and the opportunity to provide and receive immediate feedback Management are responsible for recording information about staff performance and documenting conversations that take place during the performance cycle. Management must record staff performance against goals/standards previously decided upon to be able to provide feedback during the formal review Human Resources and Management are responsible for conducting the performance review conversation. These conversations are to take place annually from date of commencement of employment. Prior to this previously planned goal have been developed. The performance review conversation meeds to address the following; Measure actual performance against agreed upon goals General day-to-day behaviours and how effective these behaviours have been Things that have helped/hindered team member achieve goals Any change in responsibilities during cycle that would have affected team member performance Recognition- Staff performance is to be recognised accordingly. Staff recognition needs to be directly linked to an achievement. Recognition should be timely and praised/identified at time of achievement. This can be done informally simply by telling staff when they have done a great job and sincerely thanking them. Staff performance can also be recognised in form of career development opportunities when set goals are achieved extremely well, this will be recognised formally in the staff performance appraisal conducted yearly and continuously monitored by relevant line managers. 5. Monitoring Staff Performance Excellence JKL Industries Policy: Performance Excellence Policy No. P05/263 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 5.1 Purpose: JKL Industries is committed to providing a work environment that promotes, recognises and rewards performance excellence. The purpose of these principles is to provide an open and transparent system for rewarding and formally recognising performance excellence. The performance reward and recognition process is directly linked to the JKL Industries Performance Management System and all awards provided under these principles are determined from appraisal outcomes. It is important to recognise and reward people because it: positively support excellence in behaviours and performance builds staff commitment and increases job satisfaction leads to higher retention rates of key staff reduces stress and builds an environment where people are encouraged to explore innovative approaches to their work sends a message to potential staff that staff are valued, and supports a culture of performance excellence 5.2 Scope: These principles apply to all staff employed at JKL Industries continuously for more than 12 months. 5.3 Background: The reward recognises performance that exceeds what would be expected of staff in the normal performance of duties Performance excellence must meet one of the following criteria: an outstanding and exceptional achievement or success; outstanding service to internal or external stakeholders; an outstanding or novel initiative which has been successfully implemented; significant improvements to work procedure or operational systems; or outstanding contribution to enhancing the student experience 5.4 Definitions Nil 5.5 Legislation Fair Work Act 2009 5.6 Policy: JKL Industries aim to make the Reward and Recognition process fair and equitable, transparent and appropriate. The following guidelines outline considerations when applying rewards. Ensure that the level of the reward or recognition is appropriate with the achievement, level of performance or impact on the organisation The reward process should ensure equity in the distribution of awards, be transparent and be based on merit. Where appropriate, there should be evidence based data to support reward or recognition decisions. Ensure the type or form of rewards and recognition provided to staff are valued and meaningful to the particular staff member(s), recognising their preference for the things they find rewarding and how the recognition is given. For example, some individuals enjoy public recognition and others prefer private recognition in person or with a thank you note. Ensure that the reason for the reward and the impact of the behaviour or actions has been clearly communicated, firstly to the individual or team, and then to a wider audience (where appropriate) Rewards are not allocated to avoid promotion and reclassification processes; however rewards can be included as support in the promotions process. 5.7 Procedure The supervisor and HR manager will evaluate the evidence in the documentation from appraisal feedback, to determine which employee they would recommend receive rewards. Costs associated with these rewards are to be met from the cost centre budget and should be funded from productivity gains, either by way of increased income generation or cost savings. The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 5.8 Types of Rewards Unofficial rewards: spontaneous, timely, sincere and personal appreciation of an individual, team or group. Unofficial rewards may include: Praise or thank you, either privately or publicly. Writing a short note or thank you card or email. Acknowledgement at staff meetings or other appropriate functions. A Certificate and/or letter of appreciation with a copy placed on the staff members file Providing small appreciation rewards (e.g. movie tickets, morning teas, area sponsored luncheons, vouchers, plaques). Setting up a notice board to display thank you memos, photos, progress towards goals, etc. Implementation of a staff idea or proposal. Arranging a personalised gift to celebrate a milestone or service anniversary. Providing flexible working arrangements (where appropriate). Developmental Opportunities through Job Responsibilities Developmental opportunities (e.g. given priority to attend higher level meetings attendance at external conferences). Selected to represent area at a meeting or attend as an observer. Provision of more autonomy in their job. Additional responsibilities in a job or role. Opportunities for the staff member to provide comment on specific issues, policies etc. Providing greater access to information and increased opportunities for input and advice. Mentoring and work shadowing opportunities. Invitation to co-ordinate and chair meeting. Provide increased flexibility in working arrangements e.g. working from home. Opportunities to take on additional responsibilities that are more personally rewarding. An opportunity to be involved in a major presentation. Provide special project/assignment work. Smaller Monetary Rewards Where budgetary conditions allow: Small gifts (e.g. movie tickets, gift voucher, bottle of wine, flowers, certificates, plaques). Occasionally allow all staff to leave an hour early in recognition of their efforts. Pay professional membership. Official Rewards Employees achievements consistently exceed the expectations of performance and reasonable expectation the level of the performance will continue. Salary Increment One off bonus payment according to budgetary conditions Promotion to a higher position within the organisation Responsibility Loading Where a staff member, as a reward for performance, undertakes or is appointed to a position or role that carries additional responsibilities. Extraordinary Reward and Recognition When the need for a reward falls outside of the guidelines above and the available formal mechanisms, an Extraordinary Reward can be applied. 5.9 Tips and Traps The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 6. Monitoring Staff Misconduct JKL Industries Policy on: Managing Misconduct, Managing Unsatisfactory Performance and/or Workplace Behaviour Policy No. P06/260 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 6.1 Purpose: This policy must be read in full before proceeding to address misconduct or serious misconduct. Supervisors must discuss any allegations of misconduct or serious misconduct with an officer from Human Resources and their own supervisor. This policy is intended to assist supervisors when handling misconduct in the workplace and to provide guidance in taking appropriate action, and provide employees with a clear understanding of the processes for dealing with allegations of misconduct or serious misconduct Employees must be afforded procedural fairness throughout the implementation of this policy. Normal standards of respect, civility and confidentiality must be maintained throughout the process. Nothing in this policy precludes the University from terminating the employment of an employee without notice for serious or wilful misconduct. Depending on the nature of the misconduct, it may also be appropriate to refer to the Universitys policy on Anti-Fraud and Corruption. Conduct that is serious misconduct includes but is not limited to theft, fraud, assault, being intoxicated a serious breach of JKL Industries Code of Conduct, statutes or policies repeated acts of misconduct for which the employee has been counselled serious bullying or harassment (including sexual harassment) disobeying a lawful and reasonable instruction given by a supervisor abusing or threatening an employee or anyone within the workplace malicious damage to JKL Industries property or reputation repeatedly refusing to carry out a lawful or reasonable instruction that is consistent with the employees contract of employment Employees who are unsure about any aspect of this policy should seek further advice from HR. Confidentiality: the confidentiality of all parties involved in the management of misconduct and serious misconduct processed must be respected and all information gathered is confidential. 6.2 Scope: These procedures do not replace the normal responsibility of a supervisor to discuss work or conduct issues with staff members, to ensure that staff members have a clear understanding of the work and conduct expected of them and to provide appropriate feedback on their performance. The emphasis should always be on early intervention and informal resolution of a problem, as opposed to a more formal intervention at a later time. In any event, unless the matter is of a serious nature, the formal disciplinary process outlined below should only be commenced when it becomes clear to the supervisor that a work performance or conduct problem has not been corrected through relatively informal discussion between the supervisor and staff member. Nothing in these procedures prevents JKL Industries from terminating the employment of a staff member for unsatisfactory performance. 6.3 Background: The managing of unsatisfactory performance requires the principles of natural justice and procedural fairness to underpin all actions undertaken by supervisors. Staff from the Human Resources Section can advise on this. The principles of natural justice are: All parties will have the right to be heard and judged without bias All issues are investigated thoroughly and justly The principles of procedural fairness are: The standards of conduct or job performance required will be made clear to the staff member by documentation or during interviews The staff member will be made aware of the likely next steps in the event that satisfactory performance or conduct is or is not maintained The staff member will be afforded the right to be accompanied and represented by an employee representative at discussions or interviews at any level of the discipline process When a complaint about performance or conduct is brought to the supervisors attention by a third party, the substance of the complaint will be verified before any action is taken on the matter 6.4 Definitions Disciplinary ActionÂÂ  is the action or actions taken as a result of an allegation meeting the required standard of proof, for which a penalty is considered appropriate. Penalties may include: Formal reprimand, warning or counselling Suspend the employee for a period with or without pay Demotion to a lower position or transfer to another position Termination of employment Disciplinary ProcessÂÂ  is the process undertaken by JKL Industries management to investigate and manage allegations of unacceptable conduct or workplace behaviour. EmployeeÂÂ  means a person employed by the JKL Industries who has an ongoing or fixed term contract under the terms of a General Staff Agreements (as amended or replaced from time to time) Employee RepresentativeÂÂ  is a person nominated by an employee to provide support and/or to make representations to JKL Industries on their behalf, and who is not currently a practising solicitor or barrister. Employee Assistance Program

Quetzalcoatl: Man Or Myth? :: essays research papers

The Legend of Quetzalcoatl: Man or Myth? From the beginning of the Toltec reign in Central Mexico, the deity Quetzalcoatl has been a central figure in the religion and culture of Mexico. This is undisputed. What can be disputed, however, is Quetzalcoatl’s legitimacy as an historical figure. The deity Quetzalcoatl, or the â€Å"plumed serpent† is inseparable from the man Ce Acatl Topitlzin Quetzalcoatl, known to be a famous leader in pre-historical Mexican myth. The dissection becomes more difficult still as the Spanish friars introduced Christianity and in an attempt to assimilate the Indians, created a parallel between Indian deity Quetzalcoatl and the Catholic figure St. Thomas. In doing so, the priests hoped to incorporate Indian culture and religion into Christianity. In the process, however, they changed and damaged the pre-Christian notions of the god. What information we have now of Quetzalcoatl must be recognized as flawed over the centuries, and we must take this into account when trying to examine th e historical origins of one of the three figures. However, with cautious examination, we can separate these three figures and determine each one’s traits independent of the others’. To understand the mythical figure Quetzalcoatl, the first of the trinity to emerge, one must look further in to the religious belief of the pre-Columbian peoples. In the Classical period, Quetzalcoatl represented a sort of binary opposition between earth and heaven, visible in his name, quetzalli, or â€Å"precious green feather†, and coatl, the â€Å"serpent.† â€Å"Precious green feather,† according to Enrique Florescano, referred to a bird, which in the Classical period symbolized the heavens. Coatl, the serpent, symbolized earth, and so the mythical creature Quetzalcoatl was a link between the two, present before the Toltec civilization began, and gave birth to the image of twins, one of life, fertility and order (the bird) and the other representing the fatality of death (the serpent) . Yet the link between the immortal and the mortal was further construed by the Classical Period Indians than even the symbolism of the bird and serpent. The binary oppositions within day and night, also the Morning Star and the Evening Star became entangled within the earliest surviving myths of Quetzalcoatl. There is a fine line between the religious and the mythological in Pre-Columbian Mexico. While Quetzalcoatl began as a symbolic interpretation to link life and death, or the gods and humans, his purpose soon extended to an intercessor between the two, symbolic in the ball court game which he is attributed with founding .

Comparing Home in Richard Fords I Must Be Going and Scott Sanders Hom

Comparing Home in Richard Ford's I Must Be Going and Scott Sander's Homeplace Most people define home as a comfortable setting which provides love and warmth. In Scott Sanders â€Å"Homeplace† and Richard Ford’s â€Å"I Must Be Going† the concept of home is defined in two different ways. Sanders believes that by moving from place to place, the meaning of home has been diminished. Sanders believes that America’s culture â€Å"nudges everyone into motion† (Sanders 103) and that his â€Å"longing to become an inhabitant rather than a drifter† (103) is what sets him apart from everyone else. Ford prefers to stay on the move. His argument is life’s too short to settle in one place. He believes home is where you make it, but permanence is not a requirement. Sanders argues that â€Å"in our national mythology, the worst fate is to be trapped on a farm, in a village, or in some unglamorous marriage† (Sanders 102). Ford is a prime example of someone who believes this myth. In all of Ford’s moves from place to place, he has been in search of something better. He says that all of his moving is a result of â€Å"longing that overtakes me like a fast car on the freeway and makes me willing to withstand a feeling of personal temporariness† (Ford 109). Ford acts on his feelings without realizing that he will only be there for a short time. Sanders associates yearning for some other place as being wrong. He quotes Henry Thoreau saying, â€Å"The man who is often thinking that it is better to be somewhere else than where he is excommunicates himself† (104). Ford does believe staying in one place is normal, â€Å"One never moves without an uneasiness that staying is the norm† (110). However, Ford blam es growing up in Jackson, Mississippi as his reason for wil... ...t people Rushdie mentions here. Ford is the person who â€Å"roots† himself in ideas because he is always looking for that special place but can never find it. Sanders would rather commit himself to one spot because he feels any one place is as good as any. Sanders gains this mentality based on the discoveries of Copernicus and that Earth is not the center of the universe. He believes, â€Å"any point is as good as any other for observing the world† (Sanders 103). Ford finds no truth in this statement as he continues to move â€Å"toward someplace we badly need to go† (Ford 111). Works Cited Sanders, Scott â€Å"Homeplace.† Seeing and Writing. Donald McQuade and Christine Mcquade. Boston: Bedford/ St. Martin’s, 2000. 101-104 Ford, Richard â€Å"I Must Be Going† Seeing and Writing. Donald McQuade and Christine McQuade. Boston: Bedford/St. Martin’s, 2000. 109-111

A research paper Essay

A research paper needs to have references written by scholars on the subject matter in order be taken as an esteemed paper worthy to be used also as reference by students and researchers alike in their quest for knowledge. Hence, we find it hard to conceive a situation wherein a researcher is able to make a paper without the support of references and literature on the topic the researcher chooses. If a research is resourceful, there are other ways to find and get the necessary information and data to finish a particular research paper. Current literature is not the best reference alone. In fact, in lieu to this, interviewing certain individuals or groups of people is a good alternative. One gets first-hand information from persons knowledgeable on the particular topic of his/her study. These persons who are sources of information could steer your way also to other sources of data which are not found in libraries and current literature. They may give you age-old documents, things which might be of value to your research. Another alternative to derive data is to for the researcher to make or put up his/her own experiments. The information from the experiment could contribute new knowledge to a particular field of study. One gains information also from conversing with other researchers, scholars, and instructors. Still another alternative is to do on-site research wherein one visits the place of inquiry and gather samples therein. One can distribute questionnaires also to gather information. The possibilities and modes of gathering data are limitless. One has to be determined to find these alternative ways of doing research. In doing so, a researcher adds much needed knowledge to the world in order for humanity to progress further.

Explore the theme of loneliness in Mice and men Essay

Explore the theme of loneliness in Mice and men, how does Steinbeck show the loneliness of an itinerant lifestyle through three particular characters. Many of the characters in mice and men are lonely and this motivates them to look for an alternative way of life. This is one of the reasons why they are drifters. They are continually searching often without knowing what they are really looking for. Characters are also lonely because of something within themselves. Different characters seek comfort in different things, for Candy this is his dog, for George and Lenny it’s each other â€Å"I want you to stay with me Lenny†, for Crooks it’s his pride and skill at pitching horseshoes. These small comforts are the only things that keep these men going. They have no family to feed so the only real motivation they have to work is to keep themselves alive. Right from the beginning of the book Steinbeck emphasizes the loneliness of George and Lenny by putting just two men in such a big and empty space â€Å"On one side of the river the golden foot-hill slopes curve up to the strong and rocky Gabilan Mountains†. Steinbeck uses lexical choice like Strong and rocky to make the description more cinematographic so that you can actually see these two small mean compared to their mountainous surroundings. These two men have travelled together for all of their lives. They were friends as children but now George has had to take a more parental role over Lenny. â€Å"You know damn well what Lenny, now hand over that mouse.† The use of the word damn makes George sound much more authoritative. Lenny being mentally disabled is probably a lot less lonely in his mind compared to the other characters in the novel as his brain seems to be more child like and he is easily occupied â€Å"I’d just love to pet those rabbits George†. The main goal in Lenny’s life is to have his own rabbits. In a way this would be his way of becoming less lonely as he could be an authority figure over them rather than everyone else telling him what to do. George is Lenny’s best friend and mentor. He is the closest thing to family that Lenny has got from what we can tell in the book and although he gets angry sometimes and talks about how he could do so much better without Lenny, â€Å"When I think of the swell time I could have without you, I go nuts, I never get no peace.†, he knows deep down that without Lenny he wouldn’t be the same â€Å"No – look ! I was jus foolin, Lenny cause I want you to stay with me.† When Lenny threatens George that he will actually leave George realises the loneliness that they would both face if Lenny carried out the threat and told Lenny to stay. Crooks is the stable-buck on the ranch. Although most of the men are lonely none of them are outcasts. This is an advantage which Crooks doesn’t carry. He is a Negro and in the 1930’s racial discrimination was an every day practise â€Å"where the hell is that god damned nigger?† Writing about coloured people in this context in those days wasn’t a problem and people wouldn’t think twice about using words such as â€Å"nigger† or â€Å"Negro† to a black persons face. Crooks has no friends, he just sits in his own little room in the stables â€Å"and he had books too; a tattered dictionary and a mauled copy of the California civil code for 1905.† Reading these books has made Crooks intelligent and being so bitter this intelligence makes him manipulative at times. For example he teases Lenny about George not returning from town â€Å"S’pose George don’t come back no more, S’pose he just took a powder and just ain’t coming back.† He knows that Lenny is easily fooled and teasing him is a way of gaining a higher social status as he has someone to ridicule. Crooks has no woman in his life and the book doesn’t mention that he ever has. The only time Crooks isn’t lonely is when the men play the horseshoe tossing game. Crooks in this unique social activity is aloud to take part and forget that he is a social pariah â€Å"Outside came the clang of horse-shoes on the playing peg as Crooks scored top points† In conclusion one of the novels main themes is loneliness. There isn’t one character in the whole story who doesn’t feel lonely. All the men move to a ranch and just as they make good friends it becomes time to move in to the next ranch and start again. For Crooks he will most likely stay in the same place for all his working life living alone until such time he becomes useless and then he will be thrown out into a world that has no place for him. By the end of the novel the only two people who escape this life long loneliness seem to be Lenny and Curlies wife.