Child Protective Services And Foster Care - 1570 Words

A child living in the 21st century is no stranger to poverty and the desperate lifestyles it promotes. Too often the case, children, living in families with incomes below the nation’s poverty line, are limited to criminal activities, low-level education, and blue-collar employment. Furthermore, years of economic strife in the United States have invited a cycle of poverty to predetermine the lives of children in poverty-stricken families, where they are raised with insufficient care and inadequate resources in unstable environments. Not that it is in any way the fault of the parents, whose financial situation isn’t always an accurate reflection of their parental capability, the government’s assumes the responsibility of removing children†¦show more content†¦In accordance to Dorothy Roberts, professor of Law and Sociology at the University of Pennsylvania, Foster Care â€Å"addresses family economic deprivation with child removal rather than services a nd financial resources.† Moreover, the activities of the Foster Care system, despite it being a vital component of the nation’s child welfare systems, offers a temporary solution to treat the cycle of poverty, removing children, like one would in the case of an earthquake, away from the vicinity, except in this case it’s their homes and families. This is done when the providing of â€Å"services and financial resources† would do more than suffice, and as a result â€Å"one-third of children in foster care are black, despite black children making up only 15 percent of the nation s children.†(Roberts) In addition to this, the racial imbalance present in the child welfare system feeds off the notion that children with African-American parents are more at risk than children with white parents. A study done by PBS showed that in Chicago â€Å"95 percent of children in foster care are black.,† and in 1997, New York City s foster care system had â⠂¬Å"only 1,300† white children, with black children â€Å"10 times as likely as white children to be in state protective custody.†(Roberts) â€Å"black children in the child welfare system are placed in foster care at twice the rate for white children.,† and a national study of child protective

Electronic Bill Payment System Internal Entities

Question: Discuss about the Electronic Bill Payment System for Internal Entities. Answer: 1. EBP stands for electronic bill payment system and EBPP stands for electronic bill presentment and payment system. As the name suggest the former offer a system of payment of bills electronically whereas the later offer dual system of delivering the bill to the respective customers via electronic mode and also supports the payment of those bills electronically. The EBPP system offers delivery of bill over the email along with a link which on clicking would direct the payer directly to the payment site thus ensuring immediate payment without much of a hassle. This system also let goes of the concept of maintaining bills in hard copy thus saving upon the paper as well as reducing the burden of keeping the papers safely. Further bills can be easy accessible from any part of the world by a simple login to ones own email id. However EBP just provides an electronic medium for making payments but ensures that the bills are to be received in hard copy. However two systems are quite similar in certain aspects. Both the systems offer payment of bills via the internet or other electronic modes wherein money is directly deposited and payment is made through a payment system which is nationally accredited. Both the systems offer easy payment options thus reducing the burden of going to the payment desk physically, standing in the long queues for making payments. The major difference which lies between these two systems is that of receipt of bills. The EBP system does not offer the facility of receiving bills online which is available in the EBPP system. In todays world most of the larger MNCs have shifted their base from only EBP system to EBPP system as it offers better acceptability amongst its customers. Also the EBPP system follows the concept of Go Green thus reducing paper work and shifting towards a paperless platform (Stefanadis, 2002,). 2. As per the third normal form, it is very clear that the university works in a very simple manner. The entity relationship diagram that is portrayed shows a clear representation of the linkage between the student, courses applied and the instructor for the respective courses. These three are inseparable components for any university. A student is the most important entity wherein each student is given a unique number for identification purposes. A students table mainly captures name, a unique roll no allocated, address, the courses he or she has applied for and the respective instructor for that course and lastly the grade that the student acquires. Amongst the same, course is another important component which has a course number to which each student is linked depending upon the course it enrols for. Thus there is a many to one relationship in this instance where many students are linked to one particular course. Each course has an instructor allocated. With regards a university this is a weak key. Therefore it is very clear that in this context the basic reference lies with the number of students, the courses they have enrolled for and the grade that they have achieved in each course enrolled. Thus the university basically works keeping the students and the courses they enrol for as the primary constituents and the instructors are viewed basically as someone who overviews the students with regards the courses they have applied for(Beal, 2012). 3(a) The transfer of data amongst the entity, the process within the entity and the storage system of the data is defined as data flow and a data flow diagram distinctly shows the various tasks that are required to be performed as well as the information that is needed so as to enable performance. However the idea of internal entities should be within the organization and the external entities should be outside the organization given by my colleague is partially correct. An organization cannot flourish by working within some set boundaries. There has to be an uninterrupted interaction amongst the internal and external entities. Internal entities are those who are employed by an organization and external entities are those who are not on the payrolls of an organization (Donald, 2000). The external entity comprises of the creditors, investors, tax officials and the customers. They cannot be kept secluded in total from the organization as they would want to enter into a relationship with the organization only if they are given access to the basic accounting information required for making decisions else they would not be wary of the situations existing within an organization, hence nobody would want to be attached with such an organization (Epstein, Buhovac 2006). They would need access of organizations performance indicators so that investment decisions can be taken, the creditors can grant them better credit period and the tax authorities can ensure that the organization is not in default. Similarly the internal entities should also have a fair idea about the external entities and the environment outside the organization else they would not be aware of the conditions and the requirements of the outside environment. To have a knowledge with regards the various pro nouncements made by the government, the requirement of the customer, their tastes and choices as well as the financing requirements can be fulfilled only if the internal entities interact clearly and explicitly with the external factors. Thus both are inter-related to some extent and to some extent the privacy is also required to be maintained. 3(b) My colleague is correct to some extent. Internal entities are the people who are within the business organization like the employees, board of directors. External entities are those entities outside the organization who are impacted upon the performance of the organization. For example the employees of an organization , expecting them to work within the organization itself without any kind of communication with the external forces may lead to situations wherein the employees may become outdated and aloof to the outside environment. Each employee has to be keep itself updated with the changing requirements and the needs of the customers and the prospect investors. This knowledge base will enable them to give inputs to the organization to improvise upon their current work habits. Similarly if the prospect investor are kept far off from the organizations internal data then they would be reluctant enough to invest. This would lead to a reputational issue as well and company may end up loosing its present investors as well. Therefore on the basis of the above references it is clear that the statement made by my colleague is not acceptable ad verbatim. References: Beal, V., 2012, entity-relationship diagram (model), viewed on 03rd August 2016, https://www.webopedia.com/TERM/E/entity_relationship_diagram.html Donald, S.L.V., 2000, Understanding Data Flow Diagrams, viewed on 02nd Aug 2016, https://ratandon.mysite.syr.edu/cis453/notes/DFD_over_Flowcharts.pdf Epstein, M., Buhovac, A.R., 2006, The reporting of Organizational Risks for Internal and External Decision-Making, AICPA: Canada Stefanadis, C., 2002, Why Hasnt Electronic Bill Presentment and Payment taken off?, Current Issues in Economics and Finance, vol.8, no.7

Industrial Relations Vs HRM

Introduction Human Resource Management (HRM) and Industrial Relations (IR) play a significant role in the management of employees-employers relationship. However, nowadays, industrial relationship has become very sensitive and complex to manage.Advertising We will write a custom essay sample on Industrial Relations Vs HRM specifically for you for only $16.05 $11/page Learn More Progress in industrial relations is difficult because of lack of cooperation and harmonious relationships between important parties. The term industrial relations define the association that exist between employees and management, which results from the prevailing union-employer relationship. Initially, industrial relationship entailed all the existing relationships, as well as interactions between employees and employers. It represented all elements of employment relationships that entailed HRM, employees’ relationship, as well as union-management relations. Currently, the great development of HRM and its proliferation has made industrial relations to specialize in studying and practicing trade unionism, collective bargaining, as well as labor-management relations. Whereas industrial relations use unions in the management of people within organizations, human resource management is a nonunion employment approach that engages in the recruitment, management and development of policies in the workplace. Human resource management is an upcoming field that is highly effective in hiring, performance management, employees’ motivation and training of personnel. It is a very effective approach in managing people, as well as workplace culture and environment. An effective human resource management involves use of comprehensive and strategic methods for managing employees to effectively contributing in efficient production process. Effective and efficient productivity is important in enhancing a company’s overall production, as well as enhancing a chievement of its goals and objectives. Industrial relations were more instrumental in the past and especially in ensuring collective bargaining and in disputes and grievances settlements.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, with the current great development and propagation of human resource management that encompass hiring, training, performance management and employees’ motivation, many organizations prefer to embrace HRM, rather than industrial relations for managing employees-employer relationships (Ackers, 2002). Whereas writers like Daver (2001), Carpenter Raphael (2012), see this shift like a response to the rising international competition, others like Bech (2005) see it as an incidence of the privatization and deregulation in the management of workforce. Different Theoretical Perspective Underpinning Employment Relationships Employee relationship refer s to all the elements such as industrial relations, management and resolution of employees’ grievances and conflicts, as well as management of employees’ cooperation and communication. Formerly, the term industrial relations was employed in referring to the management of employees relations, but nowadays employee relations is the currently used term. Mitchell (2012) posits that employment relationship is dependent on individuals’ perception of the world of work. Katz Darbishire (2002) claim existence of significant political, academic and philosophical theoretical perspectives that highly influence peoples understanding of employees’ relations. In line with Katz Darbishire (2002) claim, Kaufman (2004) identifies some important theoretical perspectives that influence individuals’ perception, which entail economic explanation, philosophical perspective, and Employment relationship. Tripathi (2003) argue the economic perspective as a labor market co nsisting of demand for labor from companies and supplies of labor by persons. He argues that Companies aim in maximizing profits to enhance shareholders wealth.Advertising We will write a custom essay sample on Industrial Relations Vs HRM specifically for you for only $16.05 $11/page Learn More Consequently, Mitchell (2012) considers neo-classical economics as an approach where economists perceive a company’s demand for labor as a function of the demand for its products/services. In this case, a firm will tend to hire more employees until the point where the revenue realized by hiring more employees approaches the costs of hiring those employees. When this scenario occurs, the firm stops hiring more workers, as it does not deem it profitable. However, this situation does not always happen because of other underlying factors that influence the market. Whilst the economic theory is imperative in explaining how demand and supply of labor is determin ed, it fails to account for other important factors in the chain. For instance, it fails to explain the organization structure and the party responsible for setting the wages. Similarly, it does not put into account the differential of wages between workers because of varied skills, as well as qualification requirements of jobs. In addition, economic theory does not show the employment relationship in the workplace or illustrate how management handles the human relations. According to the economic theory, the foundation of the relationship is purely the exchange of labor in return for wages. This means that if there is need for more labor, more wages is paid. The theory does not factor in the role of human resource management in work scenario. As per the perspective on the employment relationship, a philosophical approach regarding unitary and pluralistic is considered. The unitary method considers firms as a harmonious, integrated team with employees and managers sharing common goa ls and objectives. Mitchell (2012) claim that employees and management share common values that tie them together preventing any potential source of conflict. The approach perceives royalty and adoption of leadership characterize the workplace and managers oversee the employees in becoming involved as well as committed in pursuit of the firms’ goals and objectives.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Budd (2004) considers unitary approach as the best approach for a proper workplace. Unitary approach considers applicants values and ideas during selection and recruitment exercise for qualification purposes. Consensus of ideas and values is paramount in unitary approach and new recruits learn appropriate values and ideas involuntary from management, which they use for socialization purposes, as well as for consensus building. Unitary approach advocates involuntary learning process, where employees involuntarily pursue corporate induction courses and other essential training programs. Mitchell (2012) argues that unitary is the best approach as it requires the management to manage the workers as a team to enhance effectiveness and efficiency in the workplace. Occurrence of a discord in unitary approach is an aberration and persistence existence of conflict may result to dismissal for those acting against the management. The approach does not give room for differing views and regards different opinions as contravention of the organization values and culture. Conversely, Jayne (2012) regards pluralistic approach as the best approach for workplace management as it enhance performance and innovation because of the presence of competing sub-groups in pursuit of their goals and objectives. Pluralistic approach embrace different opinions from competing factions, which are important in enhancing efficiency through subsequent inventions of more efficient processes of accomplishing objective. The conflicts that accompany the competition against the existing sub-groups are essential in the development and evolution of the firm, personnel and policies. Pluralist approach uses policies designed in managing these different groups, rather than unifying them. Thus, this approach advocates for the democracy where there is embracing of divergent views. Jayne (2012) posits that in instances of persistence conflicts, the management engages in negotiations and bargaining mechanisms to address diverging views, rather than using dismissal tactics as the case in unitary approach as posited by Kaufman (2004). The radical approach explains the employment relationship as one of exploitation where the employer exploits the workers. Mitchell (2012) argues that commercial and industrial harmony is not possible unless the management control the means of production to benefit in the relationship. Radicalism is the basis of trade unions and socialists associations; it facilitated development of trade unions to strengthen individual workers. According to Mitchell (2012), radicalism takes and sells labor like any other commodity. Whereas pluralists embrace competition and democracy, radicalism is founded on the superiority of the employer that results to the employer undermining the trade union and influencing the working conditions to suite them. Marxism views the exploitation to result from the employer setting the wages lower than the selling value of the products to en hance profits. Workers have limited bargaining power and must accept the market rate offered by the seller (Mitchell, 2012). The introduction of scientific management by F.W Taylor enabled the breaking of tasks in simpler parts to help the managers understand and control the work process better. This approach made the surveillance and monitoring of employees more achievable. In addition, it helped redesigning and combination of tasks to maximize efficiency. However, the approach resulted to more conflicts, as well as opposition to management. The process improved by incorporating employees in decision making, which resulted in increased employees’ satisfactions. Other subsequent important improvements entail job redesign, rotation, enrichment and enlargement. Despite, all the above improvements there is a concern of whether all the measures undertaken has adequately addressed the quality of working life to enhance employees-employers relationships (Kaufman, 2004). Industrial Relations in Managing Employment Relationship The aforementioned theoretical perspectives explained the various theoretical underpinning employees-employers relationship. Effective and efficient management of employees-employers relationship is imperative in enhancing productivity and profit maximization. Industrial relations involve the use of unions to manage employees-employers relations. One important aspect of industrial relations is the formation of trade unions. Industrial relations started during the industrial era where employees used the trade unions for collective bargaining and resolution of grievances and disputes. Industrial relations mainly entail the formation of trade unions, which is an association of wage earners for the aim of ensuring favorable working conditions in their workplace (Tripathi, 2003). Human Resource Management in Managing Employment Relationship Human resource management is a method for managing people in a thorough and structured manner. It inclu des recruitment, training, motivation and preparing policies to manage employees-employer relationship. Human resource management involves a move from collective employee relations that emphasize on use of union in the bargaining and dispute managements towards personalized –based negotiations, where managers use contract and performance –pay systems for reinforcement (Bech, 2005). Rise of HRM verse decline of Industrial relation The industrial relations entail the use of collective bargaining for employment relations. It uses the concept of unions and socio-emotions rather than contractual arrangements and performance-based remuneration. Industrial relations use rules and regulations to govern relations concerning work, workplace and working community. The main aim of industrial relations is to sustain harmonious working relationship between the employers and employees. They ensure harmonious working relationship by using collective bargaining and grievance solving te chniques to solve arising disputes. For instance, industrial relations use labor unions to force for better working conditions or wages increases through strikes and demonstrations. However, with the continuous evolvement and propagation of human resource management, firms are moving from industrial relations to embrace HRM in ensuring harmonious relationship between the management and other employees. The reason why firms tend to embrace the use of human resource management in management of workforce relationship is the effectiveness of HRM in managing employees’ relationship. HRM is not a reactive system as the industrial relation that focuses on solving emerging grievances, but a proactive approach that attempt to address underlying causes of grievances. Industrial relation uses the outdated philosophy of Marxism of radical approach where every party to exploit the resulting relationship in the workplace. The radical approach considers the workplace relationship as the one where the employers exploit the employees. The radical approach posits that employers sell their products at high prices but they pay their employees very little money. This is the reason why they regard the association as one of exploitation. The continuous exploitation of the employees by their bosses has caused dissatisfactions to many employees, an issue that has called for a better strategy to solve the low performance that accompanies unsatisfied workforce. This has given rise to the evolvement of human resource management to incorporate better strategies for introducing and sustaining favorable working relationship between the management and other employees. The human resource management has introduced payment packages, which are performance-based. This has been a very effective strategy in solving the remuneration grievances, which often affects existence of good relationship between the management and employees. Thus, instead of the employees using the concept of collectiv e bargaining to bargain for better pay, the human resource management institutes a system that links individual performance with the pay one receives. The differential of the pay based on performance has greatly embraced by many employees, which has resulted to an enhanced customer satisfaction that was difficult to realize by using industrial relations (Legge, 2004). Apart from introducing performance-based pay, human resource management has incorporated motivation in the workplace as a strategy of enhancing relations in the workplace. The use of motivation has greatly boosted working relations between the various stakeholders interacting in the day-to-day working process and particularly ensuring harmonious relationship between employees and the management. Human resource management is now using various strategies to motivate the employees. For instance, employees who meet their targets get rewards to reinforce their spirit for sustaining their high performance. Similarly, highly competent human resource staffs give the employees the opportunity to set their targets and the freedom to appraise their performance. This strategy has been instrumental in enhancing intrinsic motivation, where employees own the responsibility for setting high standards for themselves and pursuing them with vigor. This method has helped in enhancing performance because employees who have the freedom to set their goals and assess their performance pursue their goals with passion and are highly satisfied with undertakings. In the past, the management used to set very high targets for their employees that were unrealistic to accomplish. This method resulted in building tension between the management and the employees, as the employees contemplated the setting of high targets as a means for the management to exploit them. The lack of trust between employers and employees resulted to employees having low morale and lack of job satisfaction; the job turn up was very high. However, with a doption of human resource management that is proactive rather than reactive, the introduction of motivation strategies such as actively engaging the workers in decision making process has greatly boosted job satisfaction and enhanced performance. Therefore, instead of firms relaying on industrial relations, which are reactive, many firms are nowadays embracing human resource management in establishing proactive measures to facilitate harmonious working relationship between management and workers (Jayne, 2012). Industrial relation engage employer, employees, government and trade union in collectively resolving any dispute that erupt in the workplace. Industrial relation mainly use confrontation approaches such as boycotting duty, strike and demonstration in negotiating for proper working conditions or terms. This method is an outdated approach in conflict resolution. It is not a good strategy for solving work related issues, as the engaging parties do not carry good memories of resul ting confrontations that may hinder effective performance in future business endeavors. In other times, industrial relations use the trade union to pursue for better working conditions for member employees through lawsuits, which sometimes stay for a long period without being determined. In addition, the legal proceeding that the trade union use to seek for justice are very expensive, which require members to pay higher commissions to cater for the salaries of the trade union employees, as well as pay for the high legal fees. In some cases, the trade union uses alternative dispute resolutions to solve arising disputes between the employers and workers. Some of the methods used such as mediation and negotiation are very effective in solving any arising disputes amicably. However, because they are mainly not enforceable, the employers are likely not to honor the promise made. This leaves the conflict unresolved, which may crop up in future at a higher magnitude. Other alternative disp ute resolution such as litigation and arbitration although are enforceable, they are not the best option for solving disputes because they are time consuming and expensive because of the costs associated with the process. Thus, the poor conditions that accompany the use of industrial relations in solving conflicts arising from poor working conditions or poor terms of employment makes it less preferred approach than human resource management (Daver, 2001). Human resource management being a proactive approach tries to suppress factors that underpin poor working relationship. For instance, human resource management has been very instrumental in the recruitment, placement training and promotion processes to ensure that competence in the recruitment and placement process to enhance job satisfaction. Human resource management stresses the importance of ensuring job satisfaction in minimizing cropping conflicts in the workplace. The human resource management engages in a thorough exercise during the hiring process to make sure that it recruits only highly competent employees. The recruited employees receive appropriate training before placement to equip them with appropriate skills to ensure they fit in to their new environment. Proper recruitment and training is important in making sure that management identifies the strengths and weaknesses for the recruited personnel and assisted accordingly. In addition, knowing their strengths and passions is essential to make sure they take it in consideration during the placement exercise. During the training process they are get to know the culture of the firm they will be working to adjust accordingly. Proper training is important in helping employees overcome subsequent conflicts that may arise because of poor training and orientation that may hinder proper relationship between the management and the employees (Carpenter Raphael, 2012). Scholars who focus on industrial relation have a perception that the labor market is no t competitive, which opposes the claim of economic theory. industrial relations gives the employers an upper hand over the employees in the negotiation process of better terms and better working conditions. Industrial relations is characterized by a conflict of interests between workers and the management where the workers demand higher pays, while the management crave for higher profits , which give rise to an inherent conflict of interest in employers-employees relations. The perceived inherit conflict of interest makes it difficult for the laborers to contemplate that management can pursue laborers interest for better pay to bring to an end exploitation. In this respect, industrial relations aspire to improve the strained relationship between employers and the management by fighting for an improvement of workers right and employment relationships. Industrial relations are biased and underline on employees’ conflict of interests by supporting employees mechanisms such as co llective bargaining, labor union and labor management partnership. The policies endorsed by industrial relations through pluralists approach aim in ensuring a balance in the employment relationship to achieve economic efficiency and employment equity. Industrial relations have failed to bring the desired employment relationships. The reason why it has failed to achieve its objective is the approach of its formation. Its foundation was in a form of a problem solving to bring using the radicalism method. For example, instead of employers having proactive strategies to enhance customer satisfaction, they failed to employ appropriate strategies that are employed by HRM such as motivational methods to enhance employees’ job satisfaction. Many scholars nowadays perceive industrial relations to be in crisis. This is because the industrial relations get pressure on one side by the dominant economic theory and prevailing institutional behaviors. On the other side, they receive an equa lly pressure by the postmodern views. In the formulation of policies, the emerging neoliberal perspective that advocate fort a free and fair market overruns the industrial relations tradition view of industrial relations on institution intervention. Moreover, many firms are nowadays adopting labor unions for solving employment disputes. In response to the demising in industrial relations, many firms are nowadays embracing human resource management. They prefer to adopt human resource management because of its ability to effectively ensure strong employment relationship that bring efficiency in economy and employee equity (Budd, 2004). Human resource management uses various models to bring and sustain harmonious employment relationships. One of the models it uses is the normative model of HRM that is oriented towards unitary perspective that identifies goals that are common to employers and employees. Normative model emphasize the importance of aligning business and individual needs through instruments of selection, development, assessment and rewards. This makes human resource management to appear a proactive business strategy, rather than a reactive approach like it is the case with industrial relations. Business integration of HRM within the overall business decision making makes it more efficient in establishing health employment relationship than industrial relations. Thus, many firms are adopting HRM for management of employment relationships because of its integrated series in the creation of personnel policies to underpin organization strategy of harmonious employment relationship. Similarly, the human resource management is becoming more preferred than industrial relations for its ability to use descriptive-functional perspective model that emphasize on the importance of partnership between employer and employee. This approach is engraved in the pluralist approach where there is acknowledgement that consensus cannot be taken for granted and thus, the m anagement has to take into consideration the competing priorities that prevail within the firm. In response of the economic theory, human resource management view labor as soft or hard. Soft HRM consider employees as valuable assets that should be developed and reinvested in, on the other hand hard HRM consider labor as another factor of production such that a firm should recruit the right number of workers, with appropriate skills and into the right jobs to cut down on unwanted expenses (Befort Budd, 2009). McDonald’s is one of the Companies that have disowned industrial relations and embraced HRM. The firm uses strategic HRM tactics to establish a competitive edge over its rival brands. For instance, McDonald’s selects, recruits competent personnel and then takes them through a thorough program to orientate them to the firm’s culture. In addition, the company adopts significant HRM skills such as employees’ motivation through increased wages. In McDona ld’s, there is extensive job differential and the management considers the passion and interest of its employees during placement process. Thus, McDonald’s uses pluralist approach where Employees have the freedom to air their views. In addition, McDonald’s employees get a chance to experiment new methods to foster innovations and inventions. However, all departments in the firm are required to operate in harmony as depicted by unitary approach and work for a common objective. Nonetheless, McDonald’s does not inhibit any characteristics of radicalism, where the management exploits employees (Gutterman, 2005). Conclusion Proper management of the human capita is important in ensuring high performance in organization. Firms that use strategic approaches for effectively managing their workforce have employees who are highly satisfied with their jobs. They tend to record low turnover rates and high productivity. Industrial relation is a common traditional appro ach for managing employers-employees relationship through collective bargaining, use of unions and collective dispute resolutions. However, because of the emergence of modern methods, which are more efficient in managing employment relationship such as HRM, many companies are moving from the use of industrial relations to adoption of HRM in ensuring strong employment relationships. Human resource management is more success in ensuring health employment relationship because it is a proactive business strategy rather than a reactive approach like industrial relations. Human resource management uses tolls such as selection, development, appraisal and rewards to enhance employment relationship between the employer and the employee. In addition, human resource management stresses the importance for management to recognize that an organization consists of groups with competing interest, which should be listened and assisted accordingly. This approach in solving the conflict of interests b etween the employer and employees has greatly helped in the success of HRM in ensuring strong employment relationships. Reference List Ackers, P. (2002).Reframing Employment Relations: The Case for Neo-Pluralism.  Industrial Relations Journal. 6, 7, 34-40. Bech, S. (2005). Managing Human Resources: Personnel Management in Transition. Oxford: Blackwell. Befort, S. Budd, J. (2009). Invisible Hands, Invisible Objectives: Bringing Workplace  Law and Public Policy into Focus. California: Stanford University Press. Budd, J. (2004). Employment with a Human Face: Balancing Efficiency, Equity,  and Voice. New York: Cornell University Press. Carpenter, C. Raphael, S. (2012).Industrial Relations: A journal of Economy and  Society. 51, 4, 143-145. Daver R.S. (2001). Personnel Management and Industrial Relations. New Delhi: Vikash Publications. Gutterman, A. (2005). Effective Employees Management: A Case Study of McDonald’s  New York: Prentice Hall. Jayne. (2012).Industrial Re lations Practice – Employment Relationship. Web. Katz, H.C. Darbishire, O. (2002). Converging Divergence: Worldwide Changes in  Employment Systems. New York: Cornell University Press. Kaufman, B. (2004). The Global Evolution of Industrial Relations. New York: Prentice Hall. Legge, K. (2004). Human Resource Management: Rhetoric and Realities. Basingstoke: Palgrave Macmillan. Mitchell, D. (2012). Industrial Relation. Employment and Labor Relations Journal. 6, 8,123-126. Tripathi P.C. (2003).Personnel Management and Industrial Relations. New Delhi: Sultan Chand and Sons. This essay on Industrial Relations Vs HRM was written and submitted by user Senator Bail to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Logistics and Analysis of IGEHO 2011

Logistics and Analysis of IGEHO 2011 Introduction IGEHO is an international exhibition for hotel catering and extra-domestic consumption that took place in Basel, Switzerland from the 19-23 November 2011. The event was meant for anyone who is professionally involved in the hotel industry. The IGEHO event offered innovations, a complete market overview of products and services and a setting in which to meet familiar faces.Advertising We will write a custom report sample on Logistics and Analysis of IGEHO 2011 specifically for you for only $16.05 $11/page Learn More Alongside hoteliers, the event acted as a meeting point for professionals from the facility management industry and the care sector (homes and hospitals). In addition to this, visitors to the event were able to acquire valuable specialist knowledge about trends in the hotel industry. Happening at a difficult economic climate, the event provided a good opportunity for stakeholders in the hotel industry to find the right partner in good time so as to be able to react successfully to changes within the industry. At a time when conserving energy is a priority for every organization, IGEHO provided participants information on energy efficiency for them to apply in the hotel industry. Additionally, the event gave participants who would like to invest money in the hotel industry in the future an opportunity to learn the basics of how to run their businesses. This was achieved through a lecture given on hall 2.2 with the theme â€Å"Atmosphere for the Hotel Guest: Focus on Women.† The choice of topic was based on the assumption that hotels are generally better tailored to the requirements of men than women. By placing the focus on women, the event organizers sought to give participants an answer to the question of how female hotel gusts differ from their male counterparts (IGEHO, 2011). Ideally, the event featured over 800 exhibitors displaying thousands of products, services, and innovations in the hotel industr y (Allen, 2010). This report looks at the logistical support for IGEHO to determine if the event was a success or not in relation to other events. The report also looks at the main suppliers (Butterworth, and Rukavina, 2002) during the event and gives a Gantt chart giving the schedule of the event. Logistical Support for the Igeho Event Events like IGEHO 2011 are leisure activities and work possibilities for people and logistical support is important if they are to be a success. Events bring people together and make them have a good time. They enhance the quality of people’s life by providing significant economic benefits and can also provide revenue for special projects. Regardless of size, events require a high degree of planning, a range of skills and a lot of energy.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Andersson and Wesslau (2000), when using e vents, companies get the possibility to have their own right to the consumer during the duration of the event. This means that if a company manages to get the consumer to attend the event, the distortion from the competitors will be gone or at least minimized during the duration of the event. Also, events such as IGEHO, which largely concentrates on the hotel industry contains tangible elements, such as food, beverages and other products sold or given away, but are essentially a service in that they consist of intangible experiences of finite duration within a temporary, managed atmosphere. As with all services, this experiential â€Å"product† is produced and consumed simultaneously, is highly heterogeneous and very difficult to store or control (Allen, 2010) hence the need for proper planning. Ticketing Ticketing an event such as IGEHO is an immensely complex task, involving thousands of tickets. Hence, ticketing is one of the most significant programs of mega events such a s IGEHO 2011. The ticketing that regards customers becomes, directly and indirectly, a critical factor for the success of the event and, consequently, it must be set up and realized in more professional and coherent way with the context of which it is to be situated (Cherubini and Iasevoli, 2007). For IGEHO, the tickets were available from the event’s website www.igeho24.ch. Participants to the event were able to purchase their tickets online two months before the event kicked off. Selling tickets online provided convenience to the participants since they did not have to cue to obtain their tickets. Additionally, the event organizers were able to get good returns since they were selling their tickets directly to the public. The ability to purchase tickets at any time that suited them not only enabled the participants to make informed choices on the part of the event they wanted to attend but it also eased the pressure on the organizers phones consequently cutting their cost b ase significantly. However, since not all participants to the event have access to internet connection, the organizers had booths in various countries where one could buy IGEHO tickets. These were available from the stands at the entrances of shopping malls and event venue. In addition, portions of the tickets were sent to special guests personally (IGEHO, 2011). Transportation On Saturday, November 19 and every other day of the event at 08.15 am, a special train would move from the city center to Basel SBB where the trade fair was being held. Participants were not charged for this ride since the event organizers met the cost. Throughout the day, the number of speed trains heading to the trade fair was increased to enable anyone who missed the special IGEHO train to get to the venue in good time.Advertising We will write a custom report sample on Logistics and Analysis of IGEHO 2011 specifically for you for only $16.05 $11/page Learn More The event organize rs chose speed trains as the mode of transportation to the event to avoid traffic jams, which are inherent in Basel. The IGEHO organizers had also made a special arrangement with the RailAway Company to offer 10% discount on the outward and return journey to Basel SBB and on the transfer to the trade fair grounds for those who missed the IGEHO train. For those who did not wish to travel by rail, the organizers had contracted reliable bus companies and taxi operators to transport guests to the event and back. However, this was done at the guests’ own expense (IGEHO, 2011). Human Resources Human resource management is much more than recruitment and selection of staff and volunteers; it is a wide-ranging activity, involving the long-term strategic development of the event organization. The expected outcome of this is a positive culture of commitment and cooperation developed in the process of managing the work force (Wagen, 2007). In events, there are also the volunteers. They a re representatives from the community who freely choose to give their time and skills to support club activities for no payment other than reimbursement for out of pocket expenses. Volunteers come from all age groups, educational backgrounds and genders (Cherubini and Iasevoli, 2007). People generally volunteer to have fun, socialize, learn new skills, help others, develop new friends, explore career opportunities etc. (Getz, 2007). Working with volunteers requires that their special contribution to the success of the event be acknowledged and shared. Working with volunteers requires consideration, flexibility and enthusiasm because volunteers often work for the ‘fun of it’ of for charitable purposes. Volunteers require just as much management and coordination as employees (Tassiopoulos, 2005). For the realization of the IGEHO 2011 event successfully, there was need for adequate, competent and well-qualified human resources to achieve the goals of the event. In this sen se, the staff employed in the IGEHO Event consisted of the Swiss Hotel Industry personnel and organization company’s staff. These people had responsibilities from the beginning to the end of the event. In addition, during the staging of the event the personnel in charge were assigned to serve the participants and the audience. In the IGEHO 2011 event, a total of 38 employees were assigned including 13 employees in organization, 15 for stage setup and enter-exit controlling, 6 people in branding, 4 people in promotional and advertising business.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The personnel were trained people and were selected according to the job requirements. Volunteers were 33 people and students from various Swiss hotel industry institutions. The students were assigned to meet the needs of the audiences and provide the necessary assistance in the hall during the event. Two week training was given to the volunteers for the event (IGEHO, 2011). Marketing and PR In management of the events, public relations have two roles. On the one hand, it supports marketing activity in the form of promotions; on the other hand, it is also the tool that disseminates non-promotional information to other target publics that are important to the organization (Anderson, 2004). An event’s leading aim is to achieve positive coverage on the media for the event without paying for the space or air-time it occupies. Strong relationships with the key media and a range of innovative techniques and tools in order to evoke an attraction are important when trying to create t he desired media exposure (Masterman, 2004). In addition, media relations and publicity should be given a lot of attention. A well-planned publicity campaign should run alongside any advertising campaign. Ideally, this drive should be spread over the period of months, building up to a peak shortly before the event. Early warning allows potential participants and spectators to book the event in to their diaries and prevents potential clashes with rival attractions (Tassiopoulos, 2005). To promote the IGEHO 2011 event, various activities were organized in the city centre, in shopping malls and in hotels. Brochures and leaflets were distributed in areas of heavy pedestrian traffic (Berridge, 2007). In addition outdoor advertisements were done. Some attendants of IGEHO were determined by online voting by public people from the official web site of IGEHO www.igeho24.ch. By carrying out e-mail based subscription system of voting, the event participants also achieved the chance to win vari ous gifts. In addition, it was announced some surprise awards would be distributed to the lucky participants by drawing during the event. Wide coverage to reports on the subject was given in the local and national press, on web pages and official web site of IGEHO within the scope of public relations (IGEHO, 2011). The IGEHO organizers created a strong brand and visual image for the event that was withdrawn from IGEHO’s strong hotel industry background while at the same time creating a clean commercial look that would appeal to European investors where participants were drawn from. After developing a strong message – ‘Atmosphere for the Hotel Guest: Focus on Women’ the organizers formed a management team that focused on systematically developing a targeted participants list. The team then circulated targeted invitations to over 20,000 potential delegates. To market the event further, the organizers formed the IGEHO Forum where lively discussions about the event were held. These discussions were chaired by Heinz Margot a well-known Swiss television presenter and covered various industry topics (IGEHO, 2011). Additionally, the organizers also used social websites like twitter and facebook to promote the event (Wagen, 2005). Risk Management The goals of risk management (RM) in events like everywhere include the protection of assets, to minimize legal and financial liabilities, to control potential loss, properly manage growth, and to operate responsibility. Risk management recognized in varying degrees as a key component of the responsibilities associated with the planning and producing events. It is often perceived as a function that is carried out once an event has been conceived, designed, and organized. RM should be thoroughly embedded in the event design and throughout its development and production process to ensure the risks associated with the event are managed effectively and cost efficiently (Silvers, 2008). To reduce the risk s that may occur during staging of the event, the logistical team had ambulances and medical teams on standby before the start of the event. In addition, to ensure the security of the event professional security staffs were assigned. Event Participants Meeting, Receptions and Hospitality To welcome the participants in to the hall, controllers, routing attendant’s volunteers were supposed to meet the people and guide them. In order to provide employee communication, intercom, wireless radio and mobiles were used. Before the event, time audiences were taken in by ticket controlling on a regular basis. Entries were provided in to two different doors. Assigned people directed the audience to different booths by asking them what they wanted to learn. In the VIP entrance, the audiences were taken into the same way. Front part of the VIP gate was devoted to protocol. Private catering was treated for the VIP guests (IGEHO, 2011). Analysis of the Suppliers Needed Like any other big ev ent, the IGEHO organizers could not organize the event on their own and had to look for other suppliers to assist them in making the event a success (Butterworth, and Rukavina, 2002). Road Traffic Office Since the risk of road traffic accidents is higher in international visitors compared to local residents, the IGEHO organizers had collaborated with the Swiss Road Traffic Office (SRTO) to ensure that there were no accidents involving participants to the event. The highway patrol officers taking part in the event had been retrained and improvements in the secondary road network including lane widening and lane separation in dangerous ‘hot spots’ near the location of the event was carried out. The highway patrol officers created awareness among event participants on the side of the road they were supposed to drive, importance of wearing seatbelts, limiting the use of alcohol, and avoiding driving when tired. The officers were also required to give directions to motorists who did not know the venue for the event. Cabeza Cleaning Company In order to ensure that the city was kept clean during the duration of the event, the organizers contracted 326 street cleaners from Cabeza, a private cleaning company who manually removed approximately 20 tonnes of rubbish from city streets, which is twice the usual amount. Up to 5000kg of rubbish was removed from the IGEHO site and 197sq m of city footpaths and 8000 sq m of city roadways were cleaned three times a day, which is equivalent to approximately 180 football fields. In addition, there was a team of 12 anti-graffiti cleaners who were employed around the clock removing approximately 1300 instances of graffiti. G4S For any event to be successful, security of the participants has to be guaranteed. To ensure the security of participants at IGEHO, the organizers had contracted security firm G4S to manage crowds in areas where pedestrian volumes increase quickly. This included areas such as near transport interc hanges, station platforms, fairground exits, bridges, and ticket booths/ticket gates. During the event, G4S was supposed to provide security and stewarding duties as communication between the two types of staff is critical for the safe management of crowds. G4S had selected stewards with appropriate competencies and they had also received training in fire safety, emergency evacuation and dealing with incidents such as bomb threats. Two months before the start of IGEHO, G4S was already deeply involved in risk assessment and planning for the event. Working with the IGEHO staff, it participated in everything from security preparations and consultancy to the actual operations covering the whole 5-day event, starting on 19 November. Overall, G4S had provided 600 security officers to ensure the round-the-clock safety and security of the 80,000 visitors who descended on the Swiss city to take part in IGEHO 2011. ABB Group of Companies Although no incidents related to electrical hazards hav e been reported in any major event, there is always the potential of electricity causing death to workers, participants or members of the public due to the temporary nature of some installations. The supply of electricity may also present an issue in that lighting levels need to be maintained at an adequate level to help people evacuate. The IGEHO organizers had contracted the ABB Group of Companies to provide lighting at the event venue. This came from the need to provide generators in case of any power failure during the duration for the event. Table 1: Gantt chart giving the schedule of the event ACTIVITY SEPTEMBER OCTOBER NOVEMBER Week 1 2 3 4 1 2 3 4 1 2 3 4 Committee Training Legislation Marketing PR Event Event Evaluation Table 2. Explanation of the Gantt chart Time Frame Schedule of Event Sep. Wk. 1-4 Formation of the committee, search for volunteers and hiring of staff Oct. W k. 1-2 Training of volunteers and staff who took part in the event Oct. Wk. 3-4 Procurement of the required licenses to ensure that the event complied with the Swiss law Oct. Wk. 2- Nov. Wk. 2 The four weeks were devoted to marketing and PR in the countries where participants were drawn from. Nov. Wk. 3 The date for the event Nov. Wk 4 Various committees’ hand in their reports for the event. The reports highlighted the challenges that every team met and gave recommendations of how this could be mitigated for an effective hosting of IGEHO 2012 Conclusion and Recommendations This paper has presented the findings of a study about the dimensions of event management and event marketing. This has been done by reviewing the literature for event management and event marketing and approaches of how this was applied in IGEHO. While most of the literature focuses on the entire event management, this paper focuses on the logistics of event management named ticketing, transport ation, human resources (volunteers and trained staff), budgeting, marketing and PR and risk management. The study illustrates that the event management logistics in the literature had been applied in to the 2011 edition of IGEHO organization and the event was successfully managed and marketed. The organization owners and the exhibitors have reached their objective and reached the number of people targeted. Recommendations Although most of the objectives for the event were realized, the report recommends the following for successful staging of future IGEHO events:- The planning committee should be formed early in advance to ensure that adequate time is accorded to the planning process The marketing and PR campaigns should run for a longer time to ensure that the participants surpass the 80,000 mark that the event organizers always target. The event organizers should pay more attention to the issue of public health and safety risks that are inherent in mass gatherings and how to mana ge those risks when planning for the next event since this was not handled properly in the previous event. References Allen, J. (2010) Event Planning Ethics and Etiquette: A Principled Approach to the Business of Special Event Management. New York, Wiley. Anderson, J. (2004) Teamwork: Interactive Tasks to Get Students Talking. New York, Delta. Andersson, M. and Wesslau, A. (2000). Organizing for Event Marketing in Order to Change Brand Image and Increase Sales. International Management Master Thesis, 16(2), 19-20. Berridge, G. (2007). Events Design and Experience, Events Management Series. Elsevier. Butterworth, S. and Rukavina, V. (2002). The Event Sponsorship. New York, Wiley. Cherubini, S. and Iasevoli, G. (2007). Marketing Trend in Europe Conference. Paris. Getz, D. (2007) Event Studies: Theory, Research and Policy for Planned Events. London, Oxford. IGEHO. (2011) Trendsetting in the Hotel Industry. Igeho 2011. [Online] Web. Masterman, G. (2004). Strategic Sports Event Manageme nt. Butterworth-Heinemann, Oxford. Silvers, J. (2008). Risk Management for Meetings and Events. Burlington, Butterworth-Heinemann. Tassiopoulos, D. (2005). Event Management: A Professional and Developmental Approach. Lansdowne, Juta Academic. Wagen, L. (2005). Event Management: For Tourism, Cultural, Business and Sporting  Events. Perth, Pearson Education. Wagen, L. (2007). Human Resource Management for Events; Managing the Event  Workforce. Burlington, Butterworth-Heinemann.

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