What Is The Significance Of Sssi Status Environmental Sciences Essay

The intent of this site is to measure the feasibleness of the reintroduction of preservation graze as a direction option for Odiham Common, Hampshire. It presents an overview of the Common, provides an penetration into other UK sites where preservation graze is taking topographic point, reviews possible biodiversity impacts, croping governments and the practical challenges of environmental direction of a multipurpose site where there is considerable resistance to graze. A personal position will be presented refering preservation graze, giving a balanced overview of the position, home ground and preservation concerns, whilst recognizing recreational and entree demands. The issue is presented in an accessible manner for a assortment of stakeholders including: occupants, Walkers, Equus caballus riders, Canis familiaris Walkers and local groups. To inform and act upon those opposed to conservation croping about its benefits and the possibility of a partial, well-managed reintroduction.East of England Grazing ForumRepresented by industry and preservation organic structures to turn to undergrazing and grassland direction. hypertext transfer protocol: //www.grazingforum.co.uk/ Hampshire County Council ( Hampshire Heathland Project ) Local authorities undertaking integrating graze as a signifier of direction. hypertext transfer protocol: //www3.hants.gov.uk/biodiversity/environment-biodiversity-landmanagement/heathland.htmHealth and Safety ExecutiveCattle and public entree in England and Wales counsel. hypertext transfer protocol: //www.hse.gov.uk/pubns/ais17ew.pdfNatural EnglandGovernment adviser on the natural environment supplying practical advice and guaranting sustainable stewardship – grants and funding information. hypertext transfer protocol: //www.naturalengland.org.uk/grantsfunding/findagrant/default.aspxBenefits on environmentFigure 13: Tormentil ( Potentilla erecta ) is the exclusive pollen beginning for the Oligolectic bee ( Andrena tarsata ) which requires sufficient flowers to last. The Hampshire and Isle of Wight Wildlife Trust with experience of preservation croping maintain that it is good as farm animal consume immature trees supplying unwooded countries for rare species ; droppings available for insects ; stalwart strains digest unsmooth flora and churn up land for wildflower seeds to colonize and insects to burrow17/22. An independent study of UK cattle-grazed forests ( FAQs ) indicates that croping supports nature preservation and enhances biodiversity as low denseness graze reduces dominant workss and Pteridium esculentum, and creates regeneration niches for a wider assortment of flora, invertebrates and birds. The study revealed that at 83 % of sites the aims of croping were fulfilled, and where this was non the instance it was attributable to inappropriate carrying densenesss or presence of other big herbivores4. These indorsements and studies reflect experience of croping across a scope of home grounds by a assortment of administrations, and indicate that appropriate graze can be adapted to accommodate most state of affairss. The tabular array below gives a favorable contemplation of croping in comparing with other direction options5.Case surveies and adviceThe undermentioned instance surveies and croping administrations have been selected as they address different issues and show the potency of preservation graze as an environmentally sustainable option. Hook Common: a local site grazed by common mans ‘ animate beings. Fencing restored with Gatess to protect entree. Horse riders, ramblers and locals consulted during implementation22. Sheffield Wildlife Trust: similar contention environing the recreational impact. Grazing was successfully introduced under the undermentioned guidelines: no bulls or cattles with calves ; Canis familiariss and Equus caballuss introduced to cattle offsite ; information about the principle behind graze ; independent impact and hazard appraisals. The populace appreciated the presence of cowss and the nexus to farming23. Petersham Meadows ( National Trust ) : free scope croping herd popular with locals and protected by the Petersham Trust. Moveable electric fence installed but opposed because of the ocular impact, uneven graze and as no old struggles experienced24-25. Hazeley Heath: similar home ground and SSSI position. A feasibleness survey suggests croping as the preferable option and covers the wildlife impact, croping government, entree issues and public perceptions5. Wessex Conservation Grazing: manage a scope of sites and supply a sustainable graze government to run into wildlife preservation aims and regulations26. Forestry Commission Scotland: Woodland Grazing Toolbox – advice and information on optimal degree of croping to heighten biodiversity and safeguard cultural heritage21. Dartmoor Pony Heritage Trust: provides appraisal, monitoring, preparation and suited ponies for preservation graze. Tor View Moor is an illustration of the immediate impact and betterment of flora structure27-28. Croping Animals Undertaking: aids croping directors with sustainable land direction systems and bringing of biodiversity targets29.DecisionSupport for preservation graze appears to be chiefly from preservation bureaus and associated administrations and the benefits are obliging. However, many factors including unsuitable fence, entree issues, hazards from farm animal and intuitions of outside intercession can take away from the virtues of croping. Consideration of preservation croping hence requires dialogue of the associated environmental, societal and political issues to achieve preservation and recreational aims. Successful graze undertakings elsewhere indicate that preservation graze is a feasible option in many state of affairss and can be adapted as site specific solutions. Further tests at Odiham Common alongside professional aid, ongoing appraisal, participatory direction procedures and job resolution are pre-requisites to measure and re-introduce preservation graze in this country.Consultation and communicatingCommunication and audience methods would ease execution of preservation graze to prosecute and include the public in treatment, planning and execution. Liaison with croping direction administrations is recommended on appropriate graze governments to run into aims, habitat suitableness and turn toing struggles of involvement and objections30. The Council ‘s purposes of informing the local community through meetings, newssheets, consultative and ‘friends ‘ groups would be valuable for all parties, every bit good as involvement yearss and encouraging local voluntary involvement7/30.Frequently Asked Questions ( FAQs )What is the significance of SSSI position?Sites of Particular Scientific Interest preserve valuable wildlife and geological sites and supply legal protection. Natural England notify, buttocks and supervise the status of sites. SSSIs provide cultural, modulating and purveying ecosystem services37-38. Back: [ [ The home ground of Odiham Common ] ] hypertext transfer protocol: //www.sssi.naturalengland.org.uk/Special/sssi/index.cfmWhat information does the Survey of Cattle-Grazed Woodlands supply?The study was conducted at 105 sites by site directors and visits and covered: intent of graze, carrying governments and seasons, strains, cowss behaviour, tree regeneration, croping force per unit area, shoping penchants and flora. Reasons for graze: nature preservation or agribusiness production with the differences due to set down ownership4.AdministrationThe Common has been recorded as a common grazing land since 1280 and registered as common land since 193612. The freehold of the Common passed to the Council ‘s predecessor in 19452. Common rights are registered under the Commons Registration Regulations 1968 and include proviso for graze, with regular graze by common mans ‘ farm animal until the mid twentieth century7/12. The Commons Act 2006 aims for more sustainable direction by common mans and landowners12. The Secretary of State and local authorization have responsibility to farther preservation and enhancement2.Croping tests and applications1998 Application by Hart District Council for consent to fence northeast country for croping for a 5 twelvemonth experimental period granted. It was dumbly wooded but parts were cleared by coppicing and felling2/7. 1998 Council entered into a Country Stewardship Agreement implementing an sanctioned direction program with grants for fence, coppicing and croping endorsed by English Nature2. 1999-2000 Grazing by ponies and farm animal with electric fencing around the southern hayfield and forest graze by cowss during early summer4. Due to high rainfall and pes and oral cavity disease, the full ecological benefits non realised. The inspector ‘s appraisal was that the experimental period was excessively short2. 2002-2003 Hart District Council applied for consent to fence the common on a lasting footing to ease grazing7. An enquiry rejected the application for damaging consequence on visual aspect and entree and inconclusive benefit to nature preservation. Extension of period for impermanent fence advised2/12.Croping indorsementsHampshire and Isle of Wight Trust: graze provides a mosaic of flora growing and structural diversity17. With experience in pull offing wood grazing lands they consider that rare home ground saving is dependent upon grazing2. National Trust: graze indispensable and the lone option that will reconstruct and sustainably keep wood grazing land and cultural graze heritage. Hay cropping requires wake croping to keep biological diversity18-19. RSPB: recommend low strength graze for heathland with rare genteelness birds, and back it for most cases5. Royal Agricultural Society of England: croping a cost effectual, natural and efficient direction system for biodiversity preservation, and farm animal can add to the populace ‘s grasp of a site20. Forestry Commission Scotland: graze improves woodland regeneration, biodiversity and cultural heritage21. Stakeholders who are non to the full supportive conclude that betterment is necessary and suggest croping tests on little areas19.Expostulations to preservation grazeThose opposing croping include locals, Equus caballus riders, Canis familiaris Walkers, Odiham Parish Council. Odiham Common Preservation Society and occupants ‘ associations2. Reasons for resistance include tree clearance cut downing home grounds, of import trees and the noise barrier to busy roads2. Cattle are deemed to be a menace to Walkers, Canis familiariss and route users and do rutting of waies and marshy ground2. There is more resistance to fencing than croping as it restricts public rights of manner and entree to woodland and split meadows19. Fencing has besides been considered a move towards managed and de-registered common2. It is claimed that historical graze was non that extended ; the Common was good run before the SSSI imposed ; the experimental strategy insufficient ; and fiscal motive a factor in its reintroduction2. Alternate options are besides available such as hay meadows2.EvidenceThe Inspector ‘s Report ( 2003 ) rejected the application for lasting fence as no baseline ecological study conducted prior to croping, no grounds of old croping being a success, entree troubles, over-felling, waterlogged land ( H2O tabular array rise due to removal of trees ) and harm to trails2. Those opposed to croping on the Common refer to debasement and struggle between animate beings and prosaic entree at other local sites ( Bastley Heath, North Warnborough ) 18. These issues are of import and must be taken into consideration for future tests or reintroduction.PreparationAn appraisal of site conditions, public usage, rights of manner and suited stock are the first phases of execution. Before a grazing test or lasting reintroduction commences, a croping test license must be obtained and permission granted for fencing common land from the Secretary of State for the Environment. Whils t lasting margin fence and shepherding provide free scope graze and assistance handiness, impermanent fence is more appropriate and acceptable for this site10. Liability insurance is required31 and funding available from the English Nature Wildlife Enhancement Scheme and Countryside Stewardship Scheme5.ExecutionSuccessful execution requires adept counsel to fit strains with home ground demands and preservation objectives32. Hardy strains of farm animal ( Exmoor ponies or Galloway cowss ) at low denseness for the forest, and cowss, ponies or sheep for the hayfields are recommended in the Council ‘s bill of exchange plan10. The consideration of continuance and timing33 of croping to accommodate the stock and flora and monitoring and motion of stock necessity to forestall overgrazing34. Croping force per unit area and carrying denseness should be less for nature preservation state of affairss and higher for scrub control and bar of regeneration as tree regeneration and sapling denseness diminution with increased grazing4. Initial clearance of forest in readying for farm animal and rotational scalloped cutting of forest borders for wildlife re-colonisation is advisable13. To understate struggles between stock and worlds, Canis familiariss and Equus caballuss, the off-site preparation of stock and instruction to cover with contact with animate beings can be implemented23/35. Information on preservation graze, entree paths and exigency contact and electric fence marks are public consciousness requirements35. The continual appraisal of impacts and ecological recording with possible voluntary aid is critical to supervise attainment of marks.OptionsAt times croping may take away from other biodiversity aims ( e.g. seedling regeneration ) or turn out unsuitable for the conditions36. Other options such as mowing and mechanical clearance may be preferred or at least until farther tests are conducted.DrumheadThe undertaking covers the environmental direction options for Odiham Common concentrating on the possible reintroduction of preservation graze. The site contains rare home grounds and species and is a designated Site of Special Scientific Interest present ly at risk1. The Common is capable to ordinances that involve a responsibility to farther preservation enhancement2, and historical administration and graze tests lay the foundations for future determinations. There are struggles over entree rights which undermine recreational precedences that need to be addressed in croping programs.Benefits of preservation grazeConservation graze is the resurgence of a traditional land direction method which conserves and enhances biodiversity to counter the loss of home grounds and species caused by intensification of agriculture3. A assortment of preservation and associated administrations endorse graze and these sentiments are substantiated by local and national surveies.Resistance and challengesLocal expostulation to croping on the Common consists of resistance to fence, loss of trees, menaces from cowss, direction rights and the result of recent croping trials2.Management options and instance surveiesCase surveies and counsel from croping adm inistrations demonstrate the possible benefits for preservation in different contexts and cover public entree, fencing issues, croping schemes and public perceptual experiences. Surveies at other croping sites reveal that preservation aims are attained and croping comparisons favorably to other direction options4-5. Successful reintroduction requires a participatory procedure of audience and communicating in add-on to readying and practical execution steps suited to cultural and preservation aims. In decision, the feasibleness of successful preservation croping solutions is dependent upon monitoring, tests and run intoing legitimate concerns with feasible solutions.DiversionOdiham Common has multiple recreational chances including: guided walks, drives, walking, cultural and historical involvement such as the Hunting Lodge, a picturesque lake and wildlife. Proposed hereafter usage includes orienteering, usage by young person groups and older people, and improved environmental instru ction initiatives7. The preservation croping scheme demands to be appropriate for the hereafter usage of the site so that it remains accessible and balances wildlife precedences with diversion and instruction.The home ground of Odiham CommonOdiham Common is located in North Hampshire ‘s Lowland Heath Character Area consisting wood grazing land and meadows12. It is one of the few illustrations of wood grazing land outside the New Forest and a Site of Special Scientific Interest ( SSSI ) ( FAQs ) hosting rare vegetations and zoologies including ancient forest index species1. A recent entomological study reveals that much of the forest is badly overgrown. The decrease in canopy screen from storm harm and tree clearance without croping leads to development of birch undercover at the disbursal of more desirable forest land vegetations and zoologies which is restricted by deficiency of light13. The SSSI position of the wood grazing land ( Unit 2 ) is ‘unfavourable retrieving ‘ with deficit of unfastened infinite and structural diverseness, veteran trees under force per unit area from environing trees, and lessening in species diversity14-15. A suited graze and cutting government to better this status is recommended16. The Common ‘s southern hayfields have historically been grazed, although non for many old ages apart from recent tests. Without a suited signifier of direction, coarser grasses, brambles, chaparral and trees dominate taking to the loss of flower, insect and bird diverseness. Natural England urge wake croping following cutting in late summer/autumn7/16. The Council, as site proprietor, has a responsibility to farther preservation and sweetening of vegetations, zoologies and geological features2.The undertaking issueConservation graze is a traditional signifier of direction sing a resurgence as a sustainable method of conserving and bettering biodiversity. It is promoted by administrations such as Natural England but can be perceived as a agency of enforcing their ain aims without sufficient consideration of local precedences, habitat suitableness and entree. The direction of Odiham Common has been raised in Odiham Society newssheets with mention to the Council ‘s Management Plan, its recreational and preservation demands and the combative issue of the reintroduction of grazing6-7. The undertaking intent is to turn to the preservation benefits and unfavorable judgments of croping for Odiham Common. It will use instance surveies, studies and direction methods provided by croping specializers to measure the usage of preservation graze as a sustainable method of heightening home ground and biodiversity. The issue encompasses a scope of environmental concerns including: preservation, biodiversity, land direction, ecosystem equilibrium, administration, sustainability and the societal dimensions of environmentalWhat is preservation croping?Historical graze has been instrumental in the development of semi-natural habitats8. Traditional signifiers of agribusiness have produced ecosystems rich in biodiversity with complex interactions between croping animate being and works life ; nevertheless, modern intensive agriculture has reduced this variety3. Conservation graze is a method of grassland and wood grazing land direction, leting rarer workss, invertebrates, little mammals and birds to diversify8. Mechanical methods of land direction clearance can be excessively drastic, cut downing the handiness of suited home ground to enable wildlife to go on to boom. For illustration, hay hayfields that are cut support fewer insects compared with grazed grazing lands which give all twelvemonth unit of ammunition flowering9. Grazing is environmentally sustainable as it reduces the demand for mechanical clearance of scrub10. Conservation croping enables species to re-establish as flora is removed more bit by bit. It promotes species-rich home grounds and maintains biodiversity, construction and composing every bit good as openness and entree by stamp downing harsh grasses and woody plants11. Cattle treading the forest or hayfield land create niches enabling seeds to germinate11.

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Acquiring Business Communication Skills Necessary for Business Graduates - Essay Example Since the beginning of time, human beings have interacted by using various methods of communication such as verbal and nonverbal cues, in an effort to understand each other and cooperate through different tasks. Communication can be described as the process of imparting, participating and conveying information from one individual to another using an appropriate channel. Communication involves four elements, which include the sender, the message, the channel and the recipient. In the business world, managers and employees need to communicate effectively in order to work towards achieving the organisation’s goals and objectives (Cheesebro, Linda and Francisco 4). General communication skills refer to the basic communication competences that people use in the society or family settings. General communication skills are necessary for effective interaction with others in an informal context. They help individuals to understand people and situations, resolve conflicts, show affection, build trust and establish serene environments that promote healthy interaction. General communication skills include nonverbal communication skills and verbal communication skills (Worth 6). Verbal communication skills consist of speaking and listening skills. In various contexts, normal communication process mainly involves conversations where words are used to exchange of ideas, views and information. For the individuals involved to understand each other during a conversation, intelligible speech has to be made and the recipients need to listen in order to comprehend the message. Speaking skills involve articulating one’s words to be brief, clear and concise (Robinson, Jeanne and Robert). This helps the recipients to understand each word and process it to form meaning. One also needs to use the right tone and volume when speaking in order to show

Social welfare,democracy and government Essay Example | Topics and Well Written Essays - 3500 words

Social welfare,democracy and government - Essay Example The social welfare, democracy and government are all intensely connected aspects of a society and a country. The welfare of the country and its citizens are always the topmost priority of any democracy or government. Britain being a democratic country has a prolonged history of social welfare policies and strategies. The country has extensive social welfare policies to cater to the well being of its citizen and communities. â€Å"After war every where in Europe showed a grave needs for social welfare :broadly speaking social-democratic policies were initiated even by conservative and Christian-democratic governments, while social democrats became parties of government in most European states†(Shaw,1999). However, during these years a major shift has occurred in the socio –economic structure of the country which led to a new paradigm to the social welfare concept. Britain is a country with multi – cultural backgrounds and requires a well co--ordinate and structure d social policies and plans to show justice to the society. 2 –According to Smith (1986)â€Å"Historians have engaged in pro-longed debate how far political theories influenced the actual structure of social policies. As most of its history social-policy making in Britain has been closely linked to a wider context of political, social and economic ideas†. A big part of contributing to the welfare of the nation is giving equal rights to all the social groups in the country .The rights of the citizens to vote and select the right representative to govern the country should be an unbiased and unfair fact. The right to vote is the major foundation and strong principle of any democratic government. A democracy to be a successful one, should allot a substantial voting power to all the social groups of the country. As per (Hannemann, 2003) â€Å"In almost all democratic national elections an individual vote cannot change the election outcome. The fact that many individuals n evertheless participate voluntarily in such elections suggests that people do care about democracy as such†. The main reason for the appreciation for the right to vote is that, it gives the citizens of a country a upper hand in the decision making process of the nation. However, with all this well planned social policies and democratic government, there are still many social groups who are devoid of their basic right of the democratic government. A country like United Kingdom has various social groups like youngsters, women, senior citizens, disabled, asylum seekers and prison inmates. Among all of these, asylum seekers and prison inmates are the one which is most undermined in regard to voting rights. According to (Guardian News,2010)â€Å"Prisoners are to get the right to vote as the government is poised to throw in the towel in a long-running legal tussle with the European court of human rights, it emerged today. It is understood that the coalition is to confirm that it is ready to change the law to remove the voting ban on more than 70,000 inmates of British jails†. I) Right to vote an integral part of the democracy Democracy is a form of government which gives exclusive rights to its citizens in the governing of the country as well as bestows other supreme rights to its people. As per (Deth,2009) â€Å"Modern societies are confronted with a number of virtually unsolvable problems. Particularly prominent are complaints and grievances about the increase of social egoism and isolation, declining feelings of solidarity and community, a public withdrawal from the ‘dirty’ realm of politics, the raise in ‘minor’ forms of criminality, and the decrease of social and political engagement – to mention only a few examples†. Britain having a well defined social welfare structure is not justifiable in concern with the real active voting right. Many minorities and under privileged are stolen of their right to vote, ev en being a genuine part of the country. Generally in a democratic nation, an adult crossed the age of

Chinese Room Argument as a Response to the Behaviourist's Claim that Research Paper

Chinese Room Argument as a Response to the Behaviourist's Claim that Computers Can Think - Research Paper Example Consequently, the behaviorists extend this theory to the functioning of computers suggesting that computers can think if they are programmed in a certain way, in which the input/output behavior of a computer is connected to its mental status. However, the Chinese Room argument does not agree with the behaviorist’s claim, which illustrates that thinking is far from a mere production of an output from a given stimulus (Martin 175). Therefore, in support of the Chinese Room argument, I will argue that computers do not have mental states because they are incapable of thinking, thus, are not intelligent as a human. The Chinese Room argument is one of the examples that present premises to disagree with the notion that computers have a mental state. This argument uses an experiment involving a computer input, output activities of a programmed computer whereby a person who does not speak Chinese completely somehow manages to manipulate Chinese symbols and produce right responses (Mart in 178). In this argument, Searle points out a discussion about cognitive science and artificial intelligence. He argues that artificial intelligence is without any doubt artificial. Therefore, the big question here is, are computers intelligent? I agree with Searle’s argument that there is no true intelligence for computers. Unlike beings with mental state, computers do understand language, syntax they are just incapable of understanding (semantics) and emotion. This is because these activities require consciousness lacking in computers. In addition, for computers to be intelligent it would mean that they have beliefs and other mental states like fear, and hope among other emotions. However, this is not true for computers and machines in general.  

Analysis of two brands of commercial Bleaches Essay Example for Free

Analysis of two brands of commercial Bleaches Essay Analysis of Two Brands of Commercial Bleaches Objective To determine the concentration of sodium chlorate(I) (NaClO) in two commercial bleaches and compare the two bleaches on both concentration and price. Procedures 1. 10. 0 cm3 of the bleach KAO was pipetted into a clean 250 cm3 volumetric flask. It was made up to the mark using deionized water. 2. 25. 0 cm3 of the diluted solution was pipetted into a conical flask. 3. 10 cm3 of 1 M potassium iodide solution and 10 cm3 of dilute sulphuric acid was added into the conical flask also. 4. The mixture in the conical flask was titrated against the 0. 0992 M sodium thiosulphate solution. 5. Three drops of freshly prepared starch indicator are added into the conical flask when the reaction mixture turned pale yellow . 6. The mixture was titrated to the end-point. 7. At the end point, the solution turned from dark blue to colourless. 8. Steps (1) to (7) were repeated with another bleach LION Results Concentration of standard sodium thiosulphate solution : 0. 0992M Brand 1 Trade Name : KAO Bleach Price : $7. 33per dm3 ($11/1500mL). Trial 1 2 Final burette reading / cm311. 90 23. 40 35. 00 Initial burette reading / cm3 0. 20 11. 90 23. 40 Volume of Na2S2O3 / cm3 11. 70 11. 50 11. 60 Brand 2 Trade Name : LION Price : $6. 67per dm3 ($10/1500mL) Trial 1 2 Final burette reading / cm3 14. 60 28. 70 42. 80 Initial burette reading / cm3 0. 50 14. 60 28. 70 Volume of Na2S2O3 / cm3 14. 10 14. 10 14. 10 Questions 1. For each brand, calculate (a) the amount of the active ingredient available in g dm-3. (b) the cost per gram of this compound. (c) 1a) For KAO Bleach, Averge volume of sodium thiosulphate solution used=(11. 5+11. 6)/2=11. 55cm3?no. of mole of S2O32-=(11. 55/1000)(0. 0992) =0. 00114576mol. ?no. of mole of I2 =(no. of mole of S2O32- )/2 =0. 00057288mol ?no. of mole of OCl- in10 cm3 solution = no. of mole of I2 x10 =0. 0005728810 =0. 0057288mol ? Mass of OCl- contained in 10 cm3 solution=0. 0057288x(16+35. 45) =0. 29474676g ?Concentration of OCl- (active ingredient available) =0. 29474676/(10/1000)=29. 47gdm-3 For LION Bleach, Averge volume of sodium thiosulphate solution used=(14. 1+14. 1)/2=14. 10cm3 ?no. of mole of S2O32-=(14. 10/1000)(0. 0992) =0. 00139872mol. ?no. of mole of I2 =(no.of mole of S2O32- )/2 =0. 00069936mol ?no. of mole of OCl- in10 cm3 solution = no. of mole of I2 x10 =0. 0006993610 =0. 0069936mol ? Mass of OCl- contained in 10 cm3 solution=0. 0069936x(16+35. 45) =0. 35982072g ?Concentration of OCl- (active ingredient available) =0. 35982072/(10/1000)=35. 98gdm-3 1b)For KAO Bleach, Cost per one gram of OCl- = 11 /[29. 474676x(1500/1000)] =$0. 277/g For LION Bleach, Cost per one gram of OCl- = 10 /[35. 982072x(1500/1000)] =$0. 185/g 2. Based on the calculated results, decide which of the two brands of bleach is a better buy. When compring the costs per one gram of OCl- of KAO(0. 277/g) and LION($0. 185/g), as we can pay a lower price ($0. 185)to buy the same weight of active ingredient (OCl- ) in LION bleach, LION bleach is a better buy. 3. Explain why potassium iodide and sulphuric acid must be in excess. ClO-(aq) + 2I-(aq) + 2H+(aq) i I2(aq) + H2O(l) + Cl-(aq) From the equation above, iodide ions and hydrogen ions react with Hypochlorite ions to form iodine ,water and chloride ions. To determine the actual number of mole of ClO- ,all ClO- ions sholud react to give iodine. KI (I-) and H2SO4 (H+) must be in excess to ensure all ClO- has been converted into Cl- ions. Then the number of mole of I2 produced is calculated by titrating against sodium thiosulphate and hence the number of mole of ClO- ions can be calculated by ratio: No. of moles of ClO- = No. of moles of I2 In other words, excess potassium iodide and sulphuric acid are used for ensuring all ClO- ions are reacted react to give iodine. Moreover,dilute sulphuric acid is added to increase the rate of reaction. If KI and H2SO4 are not in excess, some of the ClO- ions are not converted into Cl- . Consequently the calculated number of mole of ClO- ions present would be smaller than the actual one since the number of mole of ClO- ions which are not converted into Cl- are not taken into account. 4. Bleaching solution may deteriorate for two main reasons. One is the attack by carbon dioxide in air according to the equation: 2ClO-(aq) + CO2(aq) i CO32-(aq) + Cl2(aq) What is the other possible reason? Under normal condition,Hypochlorite ions decompose to give oxygen and chloride ions. Ionic equation: ClO-(aq) i O2(g) + 2Cl-(aq) Chemical equation: NaClO(aq) i O2(g) + 2NaCl(aq). The rate of the reaction above can been increased at high temperature or under sunlight. When sodium hypochlorite is heated or evaporated, sodium chlorate and sodium chloride will be formed. Chemical equation: 3 NaOCl(aq) i NaClO3 (aq)+ 2 NaCl(aq) 5. The starch indicator should not be added too early. Why? Starch is often used in chemistry as an indicator for redox titrations where iodine is present as starch forms a very dark blue-black complex with iodine. Moreover,the indicator is not affected by the presence of iodide (I-). In order for the the starch solution to change colour, both starch and iodide must be present. Starch forms an unstable complex which is blue coloured in low concentrations of iodine. However, this complex is in high concentrations of iodine . If starch solution is added too early, the conical flask still contains high concentration of iodine. As a result, highly stable complex is formed,the starch indicator then cannot be decolourised and the complex will spoil the reaction medium. Consequently, the titration cannot continue. Therefore the iodine must be diluted first with the titrant ,sodium thiosulphate to ensure no higly stable complex is formed. After that the starch can be added.

Human Resource Management in UK Hotel Industry

Human Resource Management in UK Hotel Industry 1 Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations. These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. 1.1 Research Aim The aim of this dissertation is to examine the HR practices implemented in UK hotels and their impact on employee commitment. 1.2 Objective The objectives of this research were to:- Examine the current HR practices prevalent in UK hotels. Evaluating these current HR practices against the existing literature to find out whether they match or not. Evaluating the factors leading to employee commitment and how many factors come by conducting HR practices in the company. 2 Literature review 2.1 Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says that human resource management is the tool for attainment of the managerial objectives in the organizations that have accepted the need for the optimum utilization of human resource to achieve competitive advantage and stay viable in their businesses. The primary objective of HRM is amalgamation of companys mission and goal with the HR practices. David E. Guest argues that formulation of a comprehensive corporate strategy is a major factor that decides the continuing business success of any organization.For matured managers human resource planning is not just a fundamental component of strategic planning, but somewhat flows from it. This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee commitment, this involves classification of the type of commitment required e.g. attitudinal, behavioral. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further proposes that theoretically the combination of organizational commitment and job related behavioral commitment constitutes a high degree of employee satisfaction, motivates them for high performance, longer tenure with their organisations and prepares them to willingly accept changes. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if the employees at all levels exhibit a high degree of organizational commitment, their trust towards the organizational policies and have high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the effect of human resource management practices on overall performance of a firm will depend upon response of the employees to the implemented HRM practices; therefore the impact will be more or less a translation of the perception of HRM practices by the employee. Wood (1999) and Guest (2002) have stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that the adoption of best practices in selection will lead to inflow of best quality of skill set ultimately will result in adding to the value towards the skills inventory of the organization. He also highlighted the role of personnel training as an accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that compensation is a mechanism that aligns the behavior of employees with the firms business strategy. William et al, have argued that Career planning is a tool that wo rks in sync with the strategy and future HR needs of the organisation and encourages employee to attain their individual goals for personal development. By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). In high growth industry use of best HR practices result in a stronger association with firms productivity (Datta et al, 2003). Wright et al (2003) have said that if proper performance management system is in place and is complemented by a just compensation system that is linked with the performance management system an employee will exert unrestricted effort to improve his performance. Similarly to improve performance the need is to clearly define the jobs. â€Å"Job definition is combination of job description and job specification. It clearly outlines duties, responsibilities, working conditions and expected skills of an individual performing that job† (Qureshi, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that â€Å"An organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization. Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. 2.2 Human resources practices HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitment and performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- 2.3 Recruitment and Selection One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioral characteristics. The process of selection is AIMED at picking out the most probable candidate from a bunch of applicants who best suites the needs of the organisation. According to Vlachos the person who is most suitable is chosen based on his educational and/or professional qualifications and the focus of the whole process is to decrease the cost for the organisation and employ such employees who have merit and talent and can maximize the profits. A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivi ty and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices adopted by a firm and the various recruitment selection techniques implemented like the recruitment resource, screening test, behavioural tests interviews i.e. structured and unstructured to improve the fiscal performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. 2.4 Performance Appraisal Performance appraisal has attracted an immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the performance of the employee in past, need for training, remuneration expectations- salary, employee merit appraisal, suggestion for and by the employee, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is an official arrangement where periodical assessment of an individuals or teams performance for a particular task is carried out and a feedback is given on the same. Stone (2002) said that in order to survive in a highly competitive environment a firm must focus on improving its performance. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced responsibility and accountability on the part of the employees and thus result in more emphasis on performance appraisal in order to enable the management to attain the organisational objectives. To achieve optimum performance requirements performance related rewards target those who meet the expectations of the organisation (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Information in regard to employee salary, training needs, compensation, promotion as well as employee development, transfer and employee fe edback is provided by performance appraisal (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more modern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people. Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. 2.5 Reward Management Huselid (1995) asserts that compensation and employee merit are directly related and finally contribute towards the firm outcomes. Compensation by its definition means all payments in terms of money and all commodities provided in kind i.e. instead of financial to recompense employees. The reward system was organized to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that to achieve concerted efforts from the employees to fulfill the organisational goals compensation and reward can be used as powerful tools. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practic e is one of the tools of human resources management practices which manage wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparison to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negatively on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performance as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment. Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the job satisfaction can be gauged by the pay structure. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channels that are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking and higher w ill be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. 2.6 Training and Development ‘Training and development (TD) is a very important tool of HRM (Vlachos 2008). According to Li, et al. 2008 Training is the set of activities which prepare the employees to attain needed skill sets and to deliver more efficiently in their current jobs. In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability, flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. According to Vlachos training and firms performance are indirectly related. In most of the manufacturing industry, the prevailing training programs are mostly unstructured on the job is the most preferred mode. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updating of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms is a direct outcome of training programs. â€Å"High-Involvementpractices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often. An increase in high-performance work practices converts into decrease in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpful when an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainty. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other training programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explained that job satisfaction can be effectively imoproved by creating on-going learning as well as training in workplace; moreover their study indicates that training increases satisfaction levels of an employee which in turn enhances employee motivation and commitment. Therefore it is argued that acquisition or knowledge or training has a positive impact on job satisfaction. 2.7 Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. Poor career growth, seasonal employment; informal recruitment methods; lack of good HR practice; high attrition rate and retaining employees. Riley et al. (2000) to recognize the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favor these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress the negative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001) did an analysis of a designer restaurant. These types of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that human resources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque (2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and un strategic is now outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the practices and polices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all th ese polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality Human Resource Management in UK Hotel Industry Human Resource Management in UK Hotel Industry 1 Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations. These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. 1.1 Research Aim The aim of this dissertation is to examine the HR practices implemented in UK hotels and their impact on employee commitment. 1.2 Objective The objectives of this research were to:- Examine the current HR practices prevalent in UK hotels. Evaluating these current HR practices against the existing literature to find out whether they match or not. Evaluating the factors leading to employee commitment and how many factors come by conducting HR practices in the company. 2 Literature review 2.1 Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says that human resource management is the tool for attainment of the managerial objectives in the organizations that have accepted the need for the optimum utilization of human resource to achieve competitive advantage and stay viable in their businesses. The primary objective of HRM is amalgamation of companys mission and goal with the HR practices. David E. Guest argues that formulation of a comprehensive corporate strategy is a major factor that decides the continuing business success of any organization.For matured managers human resource planning is not just a fundamental component of strategic planning, but somewhat flows from it. This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee commitment, this involves classification of the type of commitment required e.g. attitudinal, behavioral. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further proposes that theoretically the combination of organizational commitment and job related behavioral commitment constitutes a high degree of employee satisfaction, motivates them for high performance, longer tenure with their organisations and prepares them to willingly accept changes. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if the employees at all levels exhibit a high degree of organizational commitment, their trust towards the organizational policies and have high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the effect of human resource management practices on overall performance of a firm will depend upon response of the employees to the implemented HRM practices; therefore the impact will be more or less a translation of the perception of HRM practices by the employee. Wood (1999) and Guest (2002) have stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that the adoption of best practices in selection will lead to inflow of best quality of skill set ultimately will result in adding to the value towards the skills inventory of the organization. He also highlighted the role of personnel training as an accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that compensation is a mechanism that aligns the behavior of employees with the firms business strategy. William et al, have argued that Career planning is a tool that wo rks in sync with the strategy and future HR needs of the organisation and encourages employee to attain their individual goals for personal development. By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). In high growth industry use of best HR practices result in a stronger association with firms productivity (Datta et al, 2003). Wright et al (2003) have said that if proper performance management system is in place and is complemented by a just compensation system that is linked with the performance management system an employee will exert unrestricted effort to improve his performance. Similarly to improve performance the need is to clearly define the jobs. â€Å"Job definition is combination of job description and job specification. It clearly outlines duties, responsibilities, working conditions and expected skills of an individual performing that job† (Qureshi, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that â€Å"An organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization. Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. 2.2 Human resources practices HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitment and performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- 2.3 Recruitment and Selection One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioral characteristics. The process of selection is AIMED at picking out the most probable candidate from a bunch of applicants who best suites the needs of the organisation. According to Vlachos the person who is most suitable is chosen based on his educational and/or professional qualifications and the focus of the whole process is to decrease the cost for the organisation and employ such employees who have merit and talent and can maximize the profits. A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivi ty and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices adopted by a firm and the various recruitment selection techniques implemented like the recruitment resource, screening test, behavioural tests interviews i.e. structured and unstructured to improve the fiscal performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. 2.4 Performance Appraisal Performance appraisal has attracted an immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the performance of the employee in past, need for training, remuneration expectations- salary, employee merit appraisal, suggestion for and by the employee, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is an official arrangement where periodical assessment of an individuals or teams performance for a particular task is carried out and a feedback is given on the same. Stone (2002) said that in order to survive in a highly competitive environment a firm must focus on improving its performance. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced responsibility and accountability on the part of the employees and thus result in more emphasis on performance appraisal in order to enable the management to attain the organisational objectives. To achieve optimum performance requirements performance related rewards target those who meet the expectations of the organisation (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Information in regard to employee salary, training needs, compensation, promotion as well as employee development, transfer and employee fe edback is provided by performance appraisal (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more modern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people. Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. 2.5 Reward Management Huselid (1995) asserts that compensation and employee merit are directly related and finally contribute towards the firm outcomes. Compensation by its definition means all payments in terms of money and all commodities provided in kind i.e. instead of financial to recompense employees. The reward system was organized to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that to achieve concerted efforts from the employees to fulfill the organisational goals compensation and reward can be used as powerful tools. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practic e is one of the tools of human resources management practices which manage wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparison to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negatively on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performance as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment. Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the job satisfaction can be gauged by the pay structure. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channels that are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking and higher w ill be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. 2.6 Training and Development ‘Training and development (TD) is a very important tool of HRM (Vlachos 2008). According to Li, et al. 2008 Training is the set of activities which prepare the employees to attain needed skill sets and to deliver more efficiently in their current jobs. In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability, flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. According to Vlachos training and firms performance are indirectly related. In most of the manufacturing industry, the prevailing training programs are mostly unstructured on the job is the most preferred mode. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updating of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms is a direct outcome of training programs. â€Å"High-Involvementpractices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often. An increase in high-performance work practices converts into decrease in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpful when an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainty. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other training programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explained that job satisfaction can be effectively imoproved by creating on-going learning as well as training in workplace; moreover their study indicates that training increases satisfaction levels of an employee which in turn enhances employee motivation and commitment. Therefore it is argued that acquisition or knowledge or training has a positive impact on job satisfaction. 2.7 Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. Poor career growth, seasonal employment; informal recruitment methods; lack of good HR practice; high attrition rate and retaining employees. Riley et al. (2000) to recognize the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favor these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress the negative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001) did an analysis of a designer restaurant. These types of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that human resources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque (2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and un strategic is now outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the practices and polices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all th ese polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality