JVA Corporation Simulation Assignment Example | Topics and Well Written Essays - 750 words

JVA Corporation Simulation - Assignment Example Additionally, a communications and consultation plan needs to be put in place, so that employees understand the reason for these changes and see them as an alternative to redundancies, which would be a far worse option because they fail to take into account the future of the workers (Rue & Lloyd, 2009). Internal equity is when the job evaluation determines the internal value of the job. The point factor job evaluation is the quantifiable process explaining the reasons for pay differences and classifications. The point factor jobs evaluation determines the internal value of jobs by placing them in a hierarchy of grades based on compensable factors. Compensable factors include experience, education, technical skills, and working conditions (Rue & Lloyd, 2009). This approach is to be retained, with no major changes proposed to core salary levels. This will reassure workers. External equity is the second principle in compensation and it compares the salaries and benefits of the JVA Corporation employees to other workers in the same industry. In order to be competitive, the JVA Corporation must conduct a survey to see if the salaries/additional compensation perks are similar in other agencies. The jobs in other companies dealing in wireless technology devices are benchmarked because they include bonuses, travel rewards, commissions, profit sharing, and duties in a broad range of jobs. External equity can help managers make strategic decisions regarding the company’s compensation programs (Flannery, 2011).

Adoption of International Financial Reporting Standards (IFRS) in Term Paper

Adoption of International Financial Reporting Standards (IFRS) in European Union - Term Paper Example According to the paper findings the adoption of IFRS in European Union constituted one of the biggest financial reporting alterations in current years and was debatable. The adoption of IFRS results in the use of a universal set of financial coverage standards within Europe, and between Europe and many other countries that require or apply IFRS. This essay declares that the impact created by conversion to IFRS was much bigger and broader than expected. The EU experience states that it affects many areas beyond finance and includes human resources, business operations, IT, customers and external stakeholders. Furthermore, it can be learnt from the EU conversion that IFRS switchover will add considerable intricacy to a range of openings which firms currently pursue. These are mergers or acquisitions, expansion of global operations and new enterprise information systems implementation. IFRS renders companies with a major opening to attain broader transformational change and motor business gains beyond compliance. The economic arguments for the adoption of IFRS are that it is being viewed by many as having very good quality and is sufficient for the task. Indeed there is some empirical research evidence which supports the belief that same standards of financial reporting globally will surely increase market liquidity, reduce tra nsaction costs for capitalists, lessen cost of capital and finally facilitate international capital formation and flows.

Cisco Essay Example | Topics and Well Written Essays - 2000 words

Cisco - Essay Example ntation of the strategy that we believe will help Cisco goes through the economic downturn and position it to take advantage of the rebound that we hope will happen soon. In 1997 Cisco structured its business around three distinct business units: Enterprise, Service Provider and SMB (Small and Medium Business). The organizational structure was designed to address two major new market opportunities at that time: the service provider migration to IP services and the adoption of IP products by small and medium-sized businesses through channel distribution. The change was a clear move from a product-focused structure, which had been Cisco’s organization model since its beginning, to a customer-oriented, solutions-based structure. All of Cisco’s research-and-development, marketing and solution integration would be organized under the three Lines of Business. The Line of Business teams were responsible of defining and implementing both market and operational strategies that enabled them to deliver end-to-end solutions to their target customers. The main objective of the organizational alignment was to increase focus on specific and dedicated customer to provide complete end-to-end solutions, including system integration, integrated software, and network management. The different Line of businesses at the time had nothing in common. The fact that Cisco was making higher profit and phenomenal growth in the networking industry meant Cisco did not have to worry so much on costs since margins were very high. In August-2001, Cisco changed its organizational structure to deal with the changing environment of the industry and customer requirements, and to position the company as a dominant force in the networking industry. Customer segments and product requirements that were distinct in the past had come under the same umbrella. The downturn in the telecom and networking industry across the technology sector in early pushed Cisco to act quickly to minimize costs and

Recruitment and selection Essay Example for Free

Recruitment and selection Essay Vacancies for jobs exist in businesses for one of the reasons below: A new job becomes available because of the expansion of the organisation. When the economy is growing and people are becoming better off organisations take advantage of that and expand their operations. To do this they may take on extra employees. This is more likely to create new jobs, preferring instead to use other methods listed below under alternatives to filling a vacancy. Someone in the organisation has retired Someone has been dismissed Internal promotions have occurred- the vacancy arises because the previous holder has been given a better job either in the same business or establishment. This is dealt with below under filling the vacancy- internal candidates. Someone has died- Some employees may die during their working lives. There is a restructuring of the business, which means there are gaps to be filled in the organisation Someone has left because they have found a better one or dont like there job. Alternatives to filling a vacancy Human resources management departments are under constant pressure to justify the filling of a vacancy because it will save the organisation money if they do not. There are several alternatives to filling a vacancy, all with benefits and all with disadvantages too: overtime by the remaining employees restructuring of the work employing part-time staff more use of machinery/technology At this critical stage it is important that the human resources manager looks critically at the job description and person specification for this vacancy. From these documents (examined later in this chapter) it will be possible to assess how far it is practical to rely on these options instead of the filling the vacancy. Read more:Â  Recruitment and Selection Strategies Finding applicants If the human resources manager, after consideration of alternatives examined above, decides that the vacancy will need filling, then the next stage will be where to look for candidates. There are only two sources of candidate- internal and external. Internal candidates Unless a vacancy is for the lowest grade job possible, there will be internal candidates who are interested in the vacancy for promotion. Internal promotion is an important method of motivating employees and is identified by several writers as a feature of a best practise employer (i.e. a good employer who tries to do everything properly). Advantages to the employer of internal appointments An organisation with a reputation for internal advancement will find it easier to motivate staff, whereas in organisations where internal advancement is rare, staff will be less committed to the work and may be preoccupied with external job applications. The organisation will attract better candidates if they see there is a future career in it. Many candidates will be local people who have bought homes there, have children at local schools and husbands/wives in other local jobs. Internal candidates know the business and what will be expected of them, and they can become effective in the new job very quickly. Although there is bound to be bitterness from other internal applications who do not get the job, they will at least feel that there will be another career opportunities in the organisations and that they will get promotion later on. The organisation will not need to rely upon external references when choosing from internal applicants accurate information will be available from departmental heads and other colleague. Disadvantages to the employer of internal appointments The candidates doing well role conflict in that they are now senior to people with who they worked with as equals- there may be a problem for them in asserting their power. A person promoted internally may be expected to pick up the new job in an unreasonably short space of time. Filling a vacancy internally leaves another vacancy to fill note also that where an employer is practising equal opportunity policies they cannot favour internal when filling vacancies. External candidates Job Description A job description lists the main tasks required in a job. More and more organisations have job descriptions for every job they have- from the caretaker to the managing director. In drawing up a job description the personal department has a number of alternatives. These are: The line manager can draw up a description of what the job entails The existing job holder can do it The human resources manager can interview the job holder and the line manager to find out what the job involves. In most cases it is probably best to combine approaches. Clearly the second approach may produce a biased view of what the job involves. After all, most people are likely to exaggerate the importance of what they do and the effort that is required to do it. Moreover, the job holder may emphasise those duties they prefer to do rather that their most important duties. Also, since they are leaving they may not bother to do a very thorough job of it anyway. On the other hand, in approach to my first point- the line manager will probably miss out many little but important tasks which are only obvious to the job holder. The aim of the exercise is to itemise all the tasks involved in a job and try to allocate to proportion of the working week to each task. The list of tasks, and the relative importance of each one, is vitally important for several reasons: In carrying out appraisals of employees- a manager cannot appraise his employees if he/she does not know what the job involves When analysing the job for training needs the manager must be able to see what tasks a job involves so that he/she can determine what training may be required. In planning the size of the workforce for the future, it will be necessary to know exactly what tasks each job involves in case the re-allocation of tasks between jobs is required, e.g. three people may be required to share the work of a forth post which is being made redundant- this cannot be done fairly without a detailed knowledge of the tasks involved in the forth post. For pay determination- analysis of, and comparisons between, job descriptions means that each job can then be allocated a pay rate. This process is known as job evaluation. A simple example is where clerical jobs which include the responsibility for handling money get a higher ranking, and therefore higher pay, than clerical jobs which do not. Clearly, none of this is possible without good quality and detailed job descriptions. Drafting the Job Description From all the information collected, by whichever method is chosen, it will then be necessary to draw up the document itself. People that apply for jobs will be sent a job description along with an application form and a personal specification. Main features of a job description- 1. The job title 2. The location of the job 3. A brief outline of what the employing organisation does 4. The main purpose of the job 5. A detailed list of the main tasks required 6. The standards that the job holder will be required in the job 7. Pay other benefits 8. Promotion prospects 9. The person to whom the job holder reports 10. The person(s) who report(s) to the job holder. This days employees are expected to be more flexible and to be able to do a wider range of work. This shows that point 1 tends to be broader than it used to be. Advertising the Job Before writing the advertisement the employer must determine exactly what is wanted from the job being advertised. To ensure this the employer must look carefully at the person specification, what type of person is required, job description, what the person will be required to do in the job, before writing the advert. Ikea Part-time Human Resources Administrator 26 hours per week To maximise your HR initiatives to strengthen our vision, business idea and HR idea to make IKEA the best retailer to work for in the UK market. You will provide administration support to the small HR team including preparing contracts, logging and following up job applications and taking responsibility for monitoring the sick procedure. You will be able to work on your own initiative with high accuracy and attention to detail. You will be computer literate including using MS Word and Excel plus experience of using databases. You will have the ability to demonstrate a high degree of confidentiality and have excellent interpersonal skills. You will ensure that HR filing systems are maintained and up to date. You will contribute to the development of the HR function in the store. Hours will be 26-30 hours per week, 5/7 days Letter of application, CVs and references Once Ikea has attracted a number of candidates, the next stage will be to reduce all the candidates to a smaller enough group so they can all be individually invited for an interview. For most jobs e.g. cashier there are many applicants and a simple quick process is needed to sort them out. Some jobs are more complicated, these would be jobs like a manager position where there would be few candidates who will be taken seriously which means Ikea can spent more time on investigating them. The three main documents assessed in this sorting process are: Letter of application Curriculum Vitae (CV) Application form All Business require at least on of these documents when recruiting more staff. CV Some people unfortunately to not take time and care on their CV. These people do it in an unprofessional and untidy way which will not impress a possible employer. These CVs are usually badly typed or even hand written. If you arent that confident that you could write and put together your own CV then these days there are plenty specialists agencies that can prepare CVs for people in a professional manner. CVs should always be written in a word processing document and printed neatly. In your CV you put everything that would normally be asked for in an application form this includes- Name and Address Telephone number E-mail address Date of Birth Martial status Education and qualifications Training Employment history Hobbies and interests References When listing employment in chronological order, start with the most recent job, this same rule applies to education and employment. Letter of Application This is just a letter that could be written or word-processed asking for the job and explaining why the writer is suitable for it. The letter will be structured in any way the writer thinks is appropriate to the job, this fact alone makes it a useful selection method. Advantages The personnel staff will have identified specific requirements from the job and person specifications. They can then compare these with information on the forms. The business only needs to interview those people who have met those qualifications the business is asking for. References There are several different types of references. These are: Testimonial a letter, usually from a former employer or teacher which will say very positive and kind things about the applicant. As the applicant has been given this letter it is unlikely that the writer will make anything other than positive helpful statements (clearly, if the writer did say something critical the applicant would tear the testimonial up and look around for someone else to write one) Reference letters requested the prospective employer- this is the most usual type of reference. The letters are confidential so that the referee can be completely honest without embarrassment, but it may not tell the prospective employer all he/she know. Employers can learn to read between the lines, and often omission of information can be a telling factor. Reference forms some organisation, the civil service for example, use a structured form with specific questions about the applicant. These include assessments on effort, ability, and about their honesty and health Telephone references some organisations telephone the people given as references. The main benefit is that the recruiter can asses the tone of the voice of the referee, and this can often say far more about an applicant than a letter can. Medical reference most employers will carry out some kind of medical check up even if it is just a completion of a medical form asking a few simple questions. These checks are necessary because- * The employer needs to safeguard the health of other employers * The job itself may require specific health standards * If an employer is to join a company pension scheme a medical check- up will be needed * Medical matters of growing importance- notably the problem of AIDS- may mean that in the future medical checks will have to be tougher, this includes blood tests. Interview Interviewer- The interview is one of the last stages within the recruitment process and one of the most important, often these days the applicant will also get a small test of some kind to go along with the interview. Interviews are arranged for nearly all kinds of jobs. Only a few of the people who applied for the job will get interviewed this is because after the human resources department have sifted through all the CVs, application forms, and references they should have narrowed the list down to a few applicants. The list is narrowed down to save time and money this is because usually the senior manager must be present at an interview, this means if he has less interviews to do he has more time for other things. Interviewing- interviewing has to be conducted in an appropriate manner for the business if it is not the business may get a bad name from it. To prevent this most businesses follow these simple rules- The interviewer must ask what are my objectives? What im a looking for? How will I phrase the question I am going to ask? The interviewer must be able to fill in the gaps that the CV and application form didnt answer. Decide if the vacancy requires just one interviewer or two. It could even have a panel of up to 4-5 interviewers. There are advantages and disadvantages to each approach. 1. One on one interviews put applicants at ease so that they will talk more naturally the problems are that A single interviewer lacks range A single interviewer is more likely to suffer from bias and can be highly prejudiced. Mirror imaging favouring candidates who are like them. Halo effects favouring candidates who have particular attractive characteristics even if those characteristics have little bearing on the job applied for. Horns effect opposite to above. Tests Nowadays it is increasingly common for employers to expect job applicants to carry out tests this is to give a fuller picture of their ability for the job applied for. These are usually referred to as aptitude tests. They are appropriate for manual work where there is some skill involved and also in office work where applicants might be required to take short typing or word processing test. For professional posts such as tests are less usual because it is felt that the candidates qualifications, references and experience are sufficient evidence. In more recent years new developments in testing have included. Psychometric Testing Psychometric tests assess the intelligence and personality of applicants. They are much more sophisticated than aptitude tests and the employer must have properly trained staff to analyse the test results properly. Such tests are particular valuable when assessing intelligence, interest in the job applied for, motivation and personality. The producers of such tests (there are dozens available) Verbal reasoning This test is to see how you reason with words. Contact The contact side of the recruitment process is the simplest of all the areas of function. The business uses methods such as telephone, e-mail, and letters to contact any applicants who may have applied for the job. The human resources department maintains this to make sure the business ensures these methods are kept in place.

Brazils Current Film Industry :: essays research papers

In this paper I will discuss Brazil and it’s current film industry. I will elucidate its role in the Brazilian economy, and also what part the government deals in the industry itself. Certain Brazilian films will be given as representations towards my theories. Within a year of the Lumiere brother’s ‘first experiment’ in Paris in 1896, the cinematograph machine appeared in Rio de Janeiro. Ten years later, the capital boasted 22 cinema houses and the first Brazilian feature film, The Stranglers by Antonio Leal, had been screened. From then on Brazil’s film industry made continuous progress and, although it has never been large, its output over the years has attracted international attention. In 1930, still the era of the silent movie in Brazil, Mario Peixoto’s film, Limite was made. Limite is a surrealistic work dealing with the conflicts raised by the human condition and how life conspires to prevent total fulfillment. It was considered a landmark film in the Brazilian cinema history. In 1933 Cinedia produced The Voice of Carnival, the first film with Carmen Miranda. This film ushered in the ‘chanchada’ which dominated Brazilian cinema for many years. Chanchada’s were the slapstick comedies, generally filled with musical numbers and thoroughly cherished by the public. By the end of the 1940’s Brazilian film making was becoming an industry. The Vera Cruz Film Company was created in Sao Paulo with the goal of producing films of international quality. It hired technicians from abroad and brought back from Europe, Alberto Cavalcanti, a Brazilian filmmaker with an international reputation to head the company. Vera Cruz produced some important films before it closed in 1954, among them the epic O Cangaceiro which won the "Best Adventure Film" award at Cannes Film Festival in 1953. In the 1950’s, Brazilian cinema radically changed the way it made films. In his 1995 film, Rio 40 Graus, director Nelson Pereira dos Santos employed the filmmaking techniques of Italian non realism by using ordinary people as his actors and by going to the streets to shoot his low budget film. He would become one of the most important Brazilian filmmakers of all time, and it is he who set the stage for the Brazilian ‘cinema novo’ (an idea in mind and a camera in the hands) movement. By 1962 ‘cinema novo’ had established a new concept in Brazilian filmmaking. The ‘cinema novo’ film’s dealt with themes related to acute national problems, from conflicts in rural areas to human problems in the large cities, as well as film versions of important Brazilian novels. At the end of the 1960’s, the Tropicalist movement had taken hold of the

Diversity in the Workplace Essay

Discrimination are more common in workplaces, because some people only think of discrimination as making a distinction and judgment of a person based on color of skin. Discrimination goes far beyond color of skin. A person can be disseminated agonist for their age, disability, gender, religion, or even for being pregnant. In a workplace there are standards and policies in place to decrease the chances of a person being discriminated against. When the staff is diverse in a workplace, discrimination less likely to happen. The Equal Employment Opportunity Commission indicates that it is â€Å"illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex, national origin, age or disability† (). I experienced discrimination in the workplace, and after making an EEO (Equal Employment Opportunity) complaint on a supervisor, she became more discriminatory towards me. The supervisor would make racist statements, once she found out I put an EEO complaint in on her, she would deliberately change my schedule, and put me on shifts that I could not work, to get me to quit. Most places do not give â€Å"set schedules† which means a person works the same shift and works the same hours on the same days. However, the position I worked, was a set schedule position. After going through weeks of the hostile environment, and continued derogatory statements, I quit as it was stressing me out, which caused me to lose severe weight. There are federal and state legislation that supports fair and impartial practices in the workplace. Federal legislations that supports fair practices include: †¢Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment discrimination based on race, color, religion, sex, or national origin; †¢The Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination (Scott, 2014). †¢the Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are 40 years of age or older; †¢Title I and Title V of the Americans with Disabilities Act of 1990, as amended (ADA), which prohibit employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments; †¢Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against qualified individuals with disabilities who  work in the federal government; †¢Title II of the Genetic Information Nondisc rimination Act of 2008 (GINA), which prohibits employment discrimination based on genetic information about an applicant, employee, or former employee; and †¢The Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of intentional employment discrimination (Scott, 2014). There are responsibilities that human resource managers should uphold to protect the employees from discrimination in the workplace. It is important for human service mangers to strive to have a diverse workplace, while maintaining awareness of equal employment legislation and affirmative action (Lewis, Packard, & Lewis, 2012). Human service mangers objectives should include, but are not limited to promoting awareness of workplace diversity, develop and maintain a highly skilled, diverse and effective workforce, where all employees and members are valued, encouraged and provided with opportunities to develop their potential (Workplace Diversity, 2014). It I s also import to develop a supportive workplace culture which allows employees and members to balance their work and personal life, and provide a discrimination and harassment free workplace; and embrace workplace diversity principles in recruitment and selection processes (Workplace Diversity Plan, 2014). It is important for human service mangers and others who make decision to be aware of the effects of their practices (book). Their practices could either mak e the organization more effective and receptive, or continue discrimination against, women, elderly people, color people, and others (Lewis, Packard, & Lewis, 2012). There are many strategies involved in risk management. One strategy is human resources being accountable and responsible for providing information and recommendations about local, state and federal laws pertaining to equity and human rights, including an affirmative action place (Lewis, Packard, & Lewis, 2012). When human resource management are aware of their practices, human service organizations less likely to have cases of discrimination in the workplace. Another strategy is providing training in diversity and equity to increase knowledge and understanding of critical issues, improve job-related skills, develop leadership, and ensure responsive, sensitive support for individuals (Workplace Diversity Plan, 2014). Diversity within the workplace are paramount for human service workers and for management of human service organizations, because human  service organizations can offer services to a more diverse community with staff, who are culturally competent. This makes them able t o give services to all group of people leaving no error for discrimination. When a human service organization is committed to helping children who are sexually abused, these is no room for discrimination. Diversity is important in the dream organization called ChildFocus Sexual Abuse Organization (CFSAO), as many children will be from different ethnic backgrounds, with different beliefs, and different social-economics statues. The experience explained above consists of a supervisor making racist statements. In the CFSAO, diversity would have a huge influence on the clients as well as the human service workers. Racism would have a negative impact on the sexual abused children, which would further traumatize and victimize a child. It is necessary for the staff to be culturally competent, and sensitive to the experiences of all sexually abused children and their families. Culturally competency would apply to the development and management aspects of human services, because it provides human service workers with effective services that are equally accessible to each of the diverse groups that the organization serves. In conclusion, there are federal and local laws that protect people from being discriminated in the workplace. The human resource managers should be aware of their practices during the interview and hiring process, by hiring a more diverse group of people for a human service organization. This would decrease the chances of human service workers or clients from being discriminated against. There are strategies that can help human service agencies decrease discrimination in a workplace which can include promote awareness in the workplace diversity, and develop a supportive workplace culture which allows employees and members to balance their work and personal life (Work Diversity Plan, 2014). It also important for human service workers to be culturally competent, so they are capable of serving all groups of people from different backgrounds.

Behaviour policy Essay

Behaviour policy is a guideline to all staff on how pupil behaviour should be managed it is important that this policy is constantly being applied to ensure full safety of the pupils; this is why all staff must be familiar with this policy. The policy outlines the schools aims of how to create a positive community atmosphere in which children can learn effectively by showing good standards of behaviour. The school aims to identify and respond to good behaviour in children, promoting a positive classroom environment where children with good behaviour and work are recognised. It outlines rewards & sanctuary’s and sets put a code of conduct that all children staff, parents and governors should be aware of. Although good behaviour is encouraged in schools, children will still behave inappropriate at times consequences for bad behaviour †¢Name on the board (sad face) †¢Miss time out from golden times, break or lunch play. Be sent to the head of year / deputy head †¢Be sent to the head teacher and a meeting with parents. Good Behaviour †¢Full golden time awarded †¢Raffle tickets gained †¢Star of the day †¢Extra time to choose activities †¢Certificates in Friday assembly All staff can give certain rewards and sanctuary however some may be given by a certainmember of staff for example, if you behave well you may be chosen to put your name down on the deputy chart and then at the end of each term a prize is given to the one that is chosen.Golden rules †¢Always do your best †¢Be proud of our work and our school †¢Be polite at all times †¢Respect each other’s property †¢Treat other as we would like to be treated ourselves Bullying policy is there to prevent and deal with any behaviour that is bullying, and to promote an ethos where bullying is regarded as unacceptable, so that a safe and secure environment is created for everyone to learn and work in. This policy applies to everyone in, and every one visiting, our community. The setting policy includes guidance on how to prevent bullying. Discusses monitors and reviews our anti-bullying policy on a regular basis. Supports staff to promote positive relationships and identify and tackle bullying appropriately. Ensures that pupils are aware that all bullying concerns will be dealt with sensitively and effectively that pupil feel safe to learn and that pupil go by the bullying policy. Reports back to parents/carers on bullying and deal with complaints. Definition on bullying is name calling, taunting, mocking, making offensive comments,; kicking; hitting; taking belongings; inappropriate text messaging and electronic messaging (including through web-sites, Social Networking sites and Instant Messenger); sending offensive or degrading images by phone or via the internet; producing offensive graffiti; gossiping; excluding people from groups and spreading hurtful and untruthful rumours. Bullying can happen to anyone the policy covers all types of bullying including: †¢Bullying related to race, religion or culture. †¢Bullying related to special educational needs. †¢Bullying related to appearance or health conditions. †¢Bullying related to sexual orientation. †¢Bullying of young carers or looked after children or otherwise related to home circumstances. †¢Sexist or sexual bullying. †¢Cyber bullying.