Tuesday, December 31, 2019

Dissertation On The Performance Of Employees Management Essay - Free Essay Example

Sample details Pages: 20 Words: 6131 Downloads: 3 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduction This chapter will give the reader with the clear background of research study, research question, research objectives, justification of research, organisation of study, research framework and brief overview of what will present later in the whole dissertation. 1.1. Background of research study: All organizations evaluate the performance of their employees to find out their relative worth for the job they are doing. Performance is being related to the productivity, it is crucial for the organization to achieve its goals and objectives. Effective performance for the organization means that output can be maintained with fewer numbers of employees. Performing effectively is also of crucial importance to the employee because organizations can no longer tolerate poor performance, they (employees) are more likely to be dismissed. The effective management performance, therefore, is not only vital for the long-term survival of the organizations but is also a moral obligation on the employees. Don’t waste time! Our writers will create an original "Dissertation On The Performance Of Employees Management Essay" essay for you Create order Performance appraisal is considered as the systematic evaluation of individuals to their performance on the job and their potentials for development (Dale S. Beach, 1980: 290). Wendell French has defined performance appraisal as a systematic and periodic assessment of how employees are doing their jobs in relation to established norms and the communication of that kind of assessment to employees. It is a process of evaluation an employees job performance with respect to its requirements. A systematic performance appraisal provides information for making decisions about various issues such as promotions, pay increases, layoffs, training and development and transfers. It is managements powerful tool in controlling human resource and productivity. Managers can improve an employees job performance through clarifying expectations and evaluating performance. Employees also, in general, prefer having some kind of appraisal to develop an appropriate vision of their own effectiveness and opportunities (Wood, 1988). Formal performance appraisal can meet the three needs, one of the organization and the other two of the individuals within the organization: It provides systematic judgments to back up salary increase, transfer, demotion or termination. It is the means of communicating to subordinates the behavior, attitudes, skills or job knowledge and let him know where he stands. It is used as a base for coaching and counseling the individual by his superior 1.2. Selected organisation of study Beginning of tea plantation in Nepal dates back to the year 1863, when Mr. Gajraj Singh Thapa, the Badahakim (Chief Administrator) of Ilam, initiated tea plantation for the first time at Ilam. It is said that he was very much impressed by the taste of tea and fascinating beauty of tea gardens of Darjeeling. So he brought tea-technicians from Darjeeling and made local people join hands in tea plantation. His effort was later followed by planting tea in Ilam and Soktim in the year 1865 (both plantations are still under commercial production). It is believed that the tea seedlings were given by the Chinese government as gift to the then prime minister Jung Bahadur Rana. The first tea processing factory was established in the year 1872, in Ilam Tea Estate. But the further expansion of tea plantation lay virtually stagnant for about a century. No efforts were found to be made by the government or private sector in this direction. It was only in 1959 when Budhkaran Tea Estate was established at Rangiadanga (Maheshpur VDC, Jhapa), the first tea estate in private sector. Soon after this venture, a few other landlords also started tea plantation in Jhapa district, which gave birth to some tea estates such as Satighatta Tea Estate, Himalaya Tea Garden, Nakkalbanda Tea Estate, Mittal Tea Estate, Giribandhu Tea Estate. These tea estates are still among the leading private sector tea companies of Nepal. However, these plantations were done more with the motivation of saving the land from land ceiling being imposed under the Land Ceiling Act in 1963, because all the plantations during that period were started by big land holding families. This can be seen in some of the plantation fields of those days having the tea bushes at the distance of mor e than two feet. These ventures, however, opened the door for other entrepreneurs in tea sector. In the history of tea development in Nepal, the establishment of Nepal Tea Development Corporation (NTDC) is considered to be a landmark to augment the tea cultivation. NTDC was established in 1966, with the joint effort of the Government and Overseas Development Administration (ODA), Britain with the objective of making the country self-reliant in tea by producing more tea, thereby, substituting import of tea and earn foreign currency by exporting quality tea. Soon after its establishment, NTDC took over the first two tea plantations, namely, Ilam and Soktim tea estates. NTDC then extended tea plantation in Kanyam (Ilam) in the year 1971, with the aim of producing exportable quality tea. One year later, another tea garden was established in Tokia (Jhapa) in 1972. Keeping in view of the increasing internal demand of tea another tea estate was established in Barne (Shantinagar VDC, Jhapa). Later, two more tea estates, namely, Barradashi (Jhapa) and Chilingkot (Ilam) were established; making altogether seven tea estates under the ownership and management of NTDC. Despite its significant contribution for the development of tea cultivation, the only government owned corporation faced acute financial and managerial problems in the latter years, and eventually NTDC was leased out to the private sector in the year 2000. The management of NTDC was handed over for 50 years to Triveni Group, with the condition of keeping all workers in as it was form and terminating all staff under voluntary retirement scheme with extra two months salary as a golden handshake. Besides these plantations by government and private sectors, small growers started tea cultivation in the nearby VDCs of Kanyam, when NTDC established Kanyam Tea Estate. Some 40 small farmers started tea cultivation in some VDCs of Ilam district, such as, SriAntu, Kolbung, Kanyam, Fikkal, Pashupatinagar, Panchakanya, Laxmipur, and Godak. With the encouragement and technical support provided by NTDC, tea cultivation at small farmers level, expanded gradually in different parts of other districts, namely, Panchthar, Terhathum, Dhankuta, and Jhapa. In view of good prospect of tea cultivation in the Eastern Region, the Government declared these five districts as Tea Zone in the year 1982 and accordingly adopted a favorable policy to encourage tea farmers in private sector. The facilities incorporated in the policy included: providing easy loan to tea cultivators from Agriculture Development Bank with 50 percent subsidy in the interest on loan for the first 5 years in Terai and 7 years in hills, exemption from land-ceiling for tea cultivation and 90 percent rebate on land-tax. With the objective of extending technical services, seedlings and transport facilities, small farmers offices were established under NTDC in Fikkal, Manglabare and Jasbire of Ilam; Chilingden of Panchathar; Solma of Terhathum; and Hile of Dhankuta districts. All these efforts contributed quite positively to the expansion of tea cultivation, which consequently gave birth to the concept of Bought Leaf Factory. The first processing unit of this kind was established in the year 1989, at Fikkal of Ilam district. The enactment of Industrial Enterprise Act by the Government encouraged and facilitated more to the extension of tea cultivation. Industrial Enterprise Act, 1992 (amended in 1998) has an objective of encouraging the promotion of manufacturing industries in the country by making the environment of industrial investment more congenial and straight forward. The Act has categorized tea cultivation and processing industry as an agro-based industry which fall under national priority industries like horticulture and fruit processing, vegetable and seed farming, sericulture and silk production, animal husbandry etc. The Act has proposed some concessions to the agro-industries with an income tax exemption for a period of five years from the date of commercial production. If the tea industry wants to invest in the pollution controlling mechanism or equipment, then a reduction of up to 50 percent is granted in the taxable income. Such remission may be deducted on a lump sum or an installment with a period of three years. The Ninth Five Year Plan (1997-2002) gave a high priority to agro-based industries such as tea plantation and processing. The plan recognized agro-based industries as the basis of industrialization in the country. This plan emphasized on the plantation of high-valued Orthodox tea for export. Similarly it placed importance on the promotion of CTC tea for domestic consumption. During the plan period, total tea area was projected to be 4564 hectare and total tea production was projected to be 4101 mt. from 3156 ha. Agriculture Development Bank actively disbursed credit to the tea sector during 1996-1997. As a result, the number of CTC planters under tea estates and out growers category increased rapidly. The reasons for increase in plantations, as responded by the tea planters, were: Good rate of returns as compared to traditional farming. Availability of bank credit attracted tea plantation. High demand for tea in both domestic and foreign market (esp Orthodox tea). Peer pressures also motivated out growers to start tea plantation. The other reason was that other food crops could not be grown in the land adjoining tea plantation. By the use of insecticides and pesticides in the tea plantation, insects are flushed out and take refuge in the nearby land which devours the crops. 1.2.1. Types of Tea: Generally two types of tea are produced in Nepal. One variety that is grown in the hilly region is called Orthodox tea. Orthodox tea has a huge demand in overseas countries and its export is increasing over the years. The major markets of Nepalese Orthodox tea are Western Europe and North America. Similarly, tea grown in Terai (plain area) especially in Jhapa district is called CTC (Crush, tear and Curl) tea, which accounts for more than 95% of the total domestic tea consumption. 1.2.1.1. Orthodox Tea: Black tea, in the form of traditional leaf tea produced from hill grown tea, particularly Chinese type of tea is known as Orthodox tea. The Orthodox tea, particularly popular for its aroma, is considered as premium tea all over the world (Singh, 2001). This tea is produced from the leaves of tea bushes in the eastern hilly region. Despite its long plantation history, the production and productivity of Orthodox tea have been low due to lack of conducive govt. policy, high cost of production (and therefore expensive) lack of technical know-how, and CTC oriented domestic market. However, the increasing demand of hill-orthodox tea in the overseas market provides good prospect of tea cultivation in the hilly region of Nepal. 1.2.1.2. CTC Tea: CTC tea, commonly used by majority of tea consumers of the world (produced in Jhapa district) is popular for its color. The manufacturing process of CTC tea consists of withering of leaves, rolling, fermenting, and drying through mechanical devices. Furthermore, sorting is done with the help of machine in different grades such as brokens, fannings, and dust. 1.2.2. Present Status of Tea Industry: Tea Industry includes all Tea Estates, processing plants, small growers, Packeters and marketers that are directly involved in production and marketing of tea. National Tea Policy-2000 defines Tea Industry as the tea cultivation with the registration of industry in the land availed under the concession of land ceiling facilities and having ones own processing plant. Although tea industry has a long history of more than a century, in real sense it is only after the establishment of Nepal Tea Development Corporation. Ltd. in 1966, that tea cultivation flourished in Nepal. At present, there are 128 tea estates and 45 tea processing factories as registered in NTCDB. Out of these 24 tea estates have their own processing factories whereas 21 tea processing factories do not have their own tea gardens. In addition to these, there are 20 tea packaging industries and export import agencies related to tea marketing. Tea industry in Nepal has developed under three different ownership status and management, namely, Public Estates, Private Estates and Small Holders. The only government owned and managed, NTDC was privatized in the year 2000. All these three types of tea producers have contributed significantly for the expansion of tea cultivation. The efforts made by Government and private sector entrepreneurs including small farmers have been the driving force for the extension of tea in the hills and Terai. Some of the important steps taken by the Government over the last 25 years include establishment of NTDC, implementation of outgrows scheme, declaration of tea zone, and policy package including facilities like providing loan and subsidy on bank rate, exemption from land ceiling and land tax etc., establishment of NTCDB, and issuing of National Tea Policy-2000. The organization structure in all the tea estates under study was not presented clearly in the charts. However, the procedures and processes being practiced in carrying out the everyday tasks in tea industry are more or less similar in most of the cases. On the basis of the management system being adopted in the tea gardens consisting of different levels and statutory requirements, a common type of organization structure could be designed. The common structural pattern of tea estates is presented in Fig. 1.1. Fig. 1.1 Structural Pattern of a Tea Garden Owners / Board of Directors Managing Director Labor Welfare Officer Asst. Manager (Factory) Office Finance Officer Asst. Manager (Field) Factory Babu Main Mechanic Garden Babu Garden Clerk Head Clerks Accountant Computer Operator Asst. Health Worker Staff Nurse Sisters Electrician Mechanic Fitter Babu Main Sardar Sardar Dafadar Chaprasi Bajliwala Kalwalla Sardars Bahidar Main Sardar Munshi Weathering Rolling Storing Workers Workers Tea Maker Tea Worker Tea Maker Workers Manager Medical Officer Asst. L.W.O. Asst. Clerk Asst. Accountant Peon In practice the estates in Nepal were having typically a very simple line organization structure to administer the day to day routine operations. Fig. 1.2 exhibits a typical form of common organization structure found in all tea estates, though it was not formally exhibited in charts. Each tea estate consisted of a manager with whole responsibility to look after the garden and the factory both as routine work. His roles were more of a technician with the knowledge of tea gardening and processing than a manager. Under the manger were appointed an assistant manager or an officer known as factory in-charge whose main roles and duties were related with running the tea processing factory with the help of technical assistants. And in the garden there were a few assistants called Sardars to supervise the field work whereas in the office were an accountant/clerks. Attendance-keepers called Hazira-Babus and a peon. On the basis of field visits and observation in different tea estates the exis ting common organization structure could be drawn as under. Fig. 1.2 Organization Structure of Tea Estates Owners / Board of Directors Managing Director Mechanics, Fitters Sardars Asst. Fitters Peon Guards Field Workers Workers Manager Office Accountant Factory Incharge Field Incharge Senior Sardars Clerks Computer Operators Attendance Keeper Sardars Bahidars 1.3. Research question Is the performance appraisal practice key to pay rise, training and development, promotion or termination of the employee in the tea industry of Nepal? 1.4. Research objectives The specific objectives of this study were: 1. To examine how employee performance is appraised in an organization. 2. To evaluate the effectiveness of performance appraisal system in the organization. 3. To analyze the relationship between performance appraisal and the factors like pay rise, training and development, promotion or termination of employee in an organization. 1.5. Justification of research Tea industry which occupies an important position in the national economy is growing extensively mainly in the eastern region of Nepal. It is, being one of the most labor intensive, agro-based industries; it involves a great deal of workforce, which provides direct employment to about 41000 workforces. After the privatization of Nepal Tea Development Corporation in 2000, the change in ownership is also accompanied by deep changes in organizational procedures and culture that could have a profound effect on enterprise behavior and performance (Manandhar, 2002: 37). There have been only a few research studies in the field of human resource management in private enterprises of Nepal. And there has not yet been any specific research conducted in performance appraisal in tea industry of Nepal. So, in view of the poor research-based on performance appraisal and the lack of knowledge existing in this field, the research work is virtually called for the streamlining of performance appraisal practices. Research can lead to an increased understanding of and improvement in performance appraisal practices. It can provide insights for managers as they attempt to increase employee productivity and satisfaction while reducing absences and turnover. Research can also identify potential problem areas related to performance appraisal Lack of specific research in this field has encouraged the researcher to take up the task of conducting a comprehensive research with the purpose of examining and analyzing the actual performance appraisal practices in tea industry of Nepal. This study will reveal a clear picture about the existing state of performance appraisal practices in tea industry. The outcome of the study may serve as a research infrastructure on which further researches can be built. And the information and conclusions derived from this study may be useful and helpful for practicing managers, as well as planners, policy makers and other agencies concerned, through better understanding of performance appraisal practices relating to tea industry. Thus, it is a modest attempt towards examining and understanding performance appraisal practices in tea industry of Nepal. 1.6. Structure of dissertation Chapter 1: Introduction: In the first chapter of dissertation covers with background information followed by the selected organisation of study, research question, research objectives, justification of study, structure of dissertation and end with research framework. Chapter 2: Literature review: The second chapter reviews relevant literature of performance appraisal consisting of academic and institutional researches, seminar and survey reports, and articles. Also it includes purpose of performance appraisal and methods of PA. The literature showed that there is positive and strong relationship between performance appraisal and pay rise, promotion or termination, and training and development of employee. . Chapter 3: Methodology: This chapter deals with the general theories of research like phenomenology and positivism and shows the relevance of phenomenology for this research study. Apart from this, it includes the types of research like inductive and deductive research where the researcher applies the inductive research approach. Finally the data collection tools, techniques, analysis and interpretation methods are dealt briefly in this chapter. Chapter 4.Finding/result: This chapter presents all collected data from primary and secondary sources in tabular form for analysis in order to achieve the goal of the dissertation. Chapter 5: Analysis and discuss of finding: This chapter deals with the results of the data analysis and discussion on the findings. Chapter 6: Conclusion and recommendation: This chapter deals with summarizes major findings of the study and forwards some suggestions 1.7. Research framework Figure 1.3. Research framework: PROBLEMS LITERATURE REVIEW OBJECTIVES FINDINGS AND DISCUSSIONS PROBLEMS CONCLUSIONS PROBLEMS RECOMMENDATIONS PROBLEMS RESEARCH METHODOLOGY Primary Data Questionnaires Interviews Secondary Data PAS Model of Tea Industry Analysis of Organisations Operating Systems and Performance CHAPTER: TWO Literature Review 2.1. Performance Appraisal The essence of the concept of the HRM is that people working in the organization are viewed as a valuable resource. If these people are managed properly, they can boost productivity through commitment and capability. HRM lays emphasis on the importance of integrating personnel functions (recruitment, selection, appraisal, reward, development, industrial relations, grievance and discipline, retirement, redundancy, dismissal) into the overall strategic management of the organization obligation on the employees. The effective management of performance is not only vital for the survival of the organization but is also in the best interest of the employees. The underlying assumption of performance management is that the individual employees can satisfy their needs and objectives by contributing to the attainment of the organizations objectives. This may result in employees motivation and greater job-satisfaction which is at the core of HRM (Foot and Hook 2008).The performance appraisal process generally consists of the following six steps as depicted in Figure 1 (Decenzo and Robbins, 1998). Table 2.1. The Performance Appraisal Process Establishment of performance standards Communicate the performance expectations to employees Measure actual amount of performance Compare the actual performance with standards Discuss appraisal with the employee If necessary, take corrective action Performance appraisal begins with the establishment of clear and objective standards of performance evolved out of job analysis and job description. These standards need to be communicated to the employees. Subordinates have to receive and understand the information properly. The third step is the measurement of the actual performance. For this, four measures can be utilized by managers, namely, personal observation, satisfied reports, oval reports and written reports. The fourth step is the comparing of the actual performance with standards. If any deviations are found between standards and actual performance, the manager may proceed to the fifth step to discuss the appraisal with the employees. Final step of appraisal is taking corrective action when it requires The objectives of performance appraisal can be classified by different ways but according to (Harrison, 1995) to the objectives of performance appraisals are i. administrative: which determine orderly way of promotion, transfers and increase of payment. ii. Informative: supplying the relevant data to management team according to performance of subordinates and weakness and strengths of individual. iii. Motivational: create good environment to employee which motivate staff to develop themselves and to improve their performance According to (Randell, et al. 1972) the main purpose of staff appraisal is to evaluate, auditing, constructing succession plans, motivating staff, developing individuals and checking. Similarly according to (Lefton, 1997 ) performance appraisal can be defined by mainly four characteristics a. its formal b. it tries to find out why and how a subordinates is doing the job c. it tries to explore how subordinate can do better way in a job d.it always tries to produce benefits for subordinate, the organization and the superior. Performance evaluation systems in Nepalese organizations are mandatory. The results of performance appraisal are not used in terms of career development, reward management and employee training and development. The results are mostly used to decide whether to promote employees or not (Adhikari, 2006).The main purpose of performance evaluation in government and public enterprises is the promotion of employees. It is not used for performance feedback to employees, reward management and identifying the needs of training and development. In civil service, 40 percent of performance appraisal is confidential and thus non transparent to employee (Agrawal, 2001). Three different approaches exist for doing appraisals. Employees can be appraised against (i) absolute standards, (ii) relative standards, or (iii) objectives (MBO). However, no one approach is always best. Absolute standards are individual oriented whereas relative standards rank individuals. Management by objectives facilitates continuous improvement of performance results. Most of the private sector enterprises in Nepal lack systematic performance appraisal system. Personal judgment and subjective assessment of owner-manager serves as the key criteria for performance appraisal (Agrawal, 1982). Formal and systematic performance appraisal system was non-existent in tea industry of Nepal. Promotion is the vertical movement of an individual in an organizations hierarchy, enhanced status, accompanied by increased responsibilities, and usually with increased income, though it is not always so (Monappa and Engineer, 1999). It is the advancement of an employee to a higher job-rank in the organizational hierarchy accompanied by a pay rise (Pigors and Myers, 1981: 303). Employees consider their ultimate success of their career and performance in terms of the number and frequency of promotion they get during their service. Yoder et al observed that promotion gives incentive to initiative, ambition and enterprise, unrest and minimizes discontent, attracts capable personalities, appropriate logical training of advancement, and forms and effective reward for cooperation and loyalty, long term service, etc. (Yoder,1979). It increases satisfaction in the employees that their talents and capabilities are being recognized. In turn, they trust the organization and devote for the acco mplishment of organizational goals and objectives. In Nepal, the Civil Service Act was promulgated in 1956 which stated that promotion should be given to civil service personnel on the basis of work efficiency (Civil Service rule, 1993). Many changes have been done in the promotion system of the employee in the government organization since that time. The Administrative Reform Commission formed under the chairmanship of Mr. Vedananda Jha suggested that the promotion criteria for civil service personnel should include (a) seniority, (b) experience, (c) academic qualification and training, and (d) departmental performance report including co-operative attitude. Another Administration Reform Commission formed under the chairmanship of Mr. B.B. Thapa noted as promotion occupied special importance in the career development of employees, so capability to hold higher promotion and the capacity to perform the work satisfactory in the present position were the main criteria of promotion (Government of Nepal, 1996, Report of Commission). Amend ments were done in the Civil Service Rules in 1978 and 1983. Similarly the Administrative Reform Committee formed under the chairmanship of the then prime-minister Mr. G.P. Koirala in 1991 emphasized performance oriented promotion system. The new Civil Service Act, 1993 laid stress on performance ability with criteria such as past performance, seniority, work experience of remote area, and academic qualification. Similarly, the comparative weight-ages of promotion criteria of civil service employees were changed after 1992. NASCs study on promotion system of civil services stated that there was lack of clarity in its purpose and no consistency in the average promotion period between level and services. The risk of subjectivity in merit rating was a major apprehension in the minds of civil servants for giving more weight to merit rating. Even the performance evaluators views were in favor of no link of the promotion with the performance. Basic perquisites for sound performance appraisal practices, such as clear organizational and sectional objectives, individual job descriptions, adequate and reliable information system etc. were not properly provided in the civil service. Majorities were in favor of number allotting 50 percent of seats to the promotion by competitive examination as compared to the exiting 25 percent, in some cases even less. Williams (1972) ascertained that managers lacked adequate means or determination to control the motivation and productivity of their workforce. Job description, performance appraisal and output indicators were non-existent; rewards and sanctions were irrationally applied; salaries were not genuinely related to knowledge and or effort requirements; offices had inadequate facilities; poor co-operation and limited delegation. The top of the decision making level was congested by trivialities while middle-level staff were in a soporific frenzy over the responsibilities for complex planning and fiscal matter. The review presented above fairly indicates that the limited attempts have been made to study personnel / HR management practices in public and private enterprises of Nepal. Those studies have shed light on some aspects of personnel / HR management, however, the concluding remark indicates that personnel /HR management in the past remained neglected areas of management. This review a lso indicates that no systematic attempts have been made to study HRM practices in tea industry of Nepal. This knowledge gap has called for a systematic study which could bridge up such a gap. The present study is an attempt in that direction. 2.2. Purpose of performance appraisal It can be appeared at first glance that performance appraisals are applied for a kind id narrow purpose to assess who is doing a better job (or not). Even so genuinely performance appraisals are one of the most various tools available to managers. They may operate many purposes that profit both the employee whose performance is being appraised and the organisation. Table 2.2.Purpose of performance appraisal ADMINISTRATIVE DEVELOPMENT Decide on lay offs Describe individuals weaknesses and strengths Determine retention and termination Describe individual training needs Document personal decisions Provide performance feedback Find out promotion conditions Acknowledge individual performance Determine transfers and assignments Measure goal achievement Describe poor performance Assist in goal identification Evaluate training progress/program Determine the organizational training needs Personal planning Reinforce authority design Meet legal requirements Improve communication Validate selection criteria Allow employee to discuss concerns Make compensation/reward decisions Provide a forum for leaders to help 2.2.1. Administrative Purposes From the administrative outlook, appraisal programs supply inputs which can be used for total range of HRM activities. Performance appraisal is directly connected to sum other measure HR function, such as transfer, promotion and layoffs decisions. The performance data may use in HR planning in regulating the relative value of jobs under a job measure programme and as a criteria for supporting selection tests. It also supply a paper trial for documenting HRM action which can be result in lawful action because employers should keep up exact objective records of employee performance, in order to support themselves from possible target of discrimination in touch with such HRM action as salary determination, promotion and termination. Lastly it is most important to acknowledge that the success of total HR programme rely on understanding how the performance of employee weight up with goals set up for them. Appraisal systems have the ability to effect employee manners, by guiding directly t o make better organizational performance. 2.2.2. Developmental purposes: From the individual development outlook, appraisal supplies the feedback which is necessary for discussing weakness and strength as well as making better performance. Irrespective of the employees level of performance, appraisal process supply a chance to describe issues for discussion, remove any essential problems and arrange new goals for fulfilling high performance. A developmental reach to appraisal acknowledge that the intention of managers is to make better job manners, not only to judge past performance, having a sound basis for making better performance is one of the major merit of an appraisal programs. 2.3. Who must appraise performance? Nowadays, jobs are getting more and more challengeable so it is often not sensible to presume that one person can fully watch and judge an employees performance. The rater can include team members, supervisors, peers subordinates, self and customers. 2.3.1. Managers/supervisor appraisal: Managers/supervisor appraisal become the traditional reach the judging an employees performance.in most cases, supervisors are in the finest position to carry out this function, although it cant be possible every time to do so for them. Most of the time managers protest that they dont have time to fully watch the performance of employee as such they depends on performance data to judge an employees performance. Generally, the supervisors superior examine the evaluation once informed by the managers. Having appraisal examined by a supervisors superior minimize the possibility of superficial or biased evaluation. Examine by superiors normally are more objective and supply a wider prospective of employee performance than do appraisal by instant supervisors. 2.3.2. Self-appraisal: When the manager search to extend an employees participation in the review process, the self-appraisal is advantageous. It requires an employee to finish the appraisal form earlier to appraisal interview. At the lowest level this gets employee view about his or her weakness and strength and may guide to discussion about barriers to successful performance. The performance interview, the employee and the manager discuss the job performance and they agree the last appraisal. When the employee and the manager together set up future performance goals of employee progress plan than this approach also works well. 2.3.3. Subordinate appraisal: The subordinate are in an excellent position to judge their managers since they are in often touch with their superiors and occupy a special position, from which to watch many performance connected manners. Since, subordinate appraisals present with employees activity over their managers, the managers themselves can be hesitant to support such a system, especially when it can be used as a basis for amends decisions. Even so, managers intend to be more open to the concept when the information is used for progressive purposes. In addition, available proof suggests that when pay attention to the advice of their subordinates, their personal performance may get better substantially. However, to keep away from potential problems, subordinates appraisal should submit unnamed and mixed across sum individual raters. 2.3.4. Peer appraisal: Individuals of same positions who works jointly was asked to judge each other. A peer appraisal supplies information that contrasts to some degree from ratings by a superior, since peers frequently see dissimilar dimensions of performance. Peers may readily describe leadership and interpersonal talent along with other weakness and strengths of their co-workers. The merit of peer appraisal is the trust that they fit out more exact and logical information than appraisals by superiors. The supervisors frequently notice employees, putting their better foot ahead, while a usual basis can be seen a more genuine pictures those who work with their fellow employees. Even so, peer appraisal cant be wise able for administrative decisions such as bonuses and salary. Employers who used peer appraisal should also be confident to safeguard confidentiality in handling the review forms. 2.3.5. Customers appraisal: A customer appraisal is same to team appraisal, which is post on TQM ideas and seeks judgements from both internal and external customers. In differ to internal customers; external customers include anyone inside the organization who rely on an employees work output eg. Managers who depend upon the HR department for choice and training services could be applicant for coordinating internal customers judgement of that department. For both administrative and developmental purposes internal customer may supply must useful feedback regarding the value attached from an employee or group of employee. 2.4. Performance appraisal methods: Performance appraisal methods might be widely described as measuring behaviours, traits or results. Trait approaches carry on be the extra popular system in spite of their inherent subjectivity. Behavioural approaches supply extra action oriented facts to employee and for that reason it might be best for development. The result oriented approach is obtaining popularity because its central point on the Jud gable contributions that employees make to organization. 2.4.1. Trait methods: Performance appraisal of trait approaches are planned to judge the area to when an employee possesses positive characteristics such as creativity, dependability, initiative and leadership that are observed as significant for the organization and the job in general. The reason that trait methods are extra popular is outstanding in great part to the case with which they are progressed. Even so, on the basis of job examination if not planned carefully trait appraisals can be notoriously subjective and biased. 2.4.2. Easy Method: In this method, the appraiser should compose a statement which best describes about the employee to appraised. The appraiser should describes the employees talent and weakness and create a further recommendation for development. This methods point out unique characteristics of employee to be appraised. It is more useful when supervisor/manager need to identify specific point about the employees skills, special talents, promotion and weakness. 2.4.3. Behavioural method: This method mainly develops and describes the action which should be exhibited on the job. Behavioural methods are mainly used for providing the developmental feedback to employee. 2.4.3.1. Critical incident method: Critical incident method is used when the behaviour results of employee are unusual failure or unusual success in some parts of job. The most advantages of critical incident methods are that which covers the required appraisal period. Behavioural incidents are specific, which can facilitate feedback and development of employee. 2.4.3.2. Behavioural checklist method: It is one of the oldest methods, in which rating form is constructed containing the statement having both effective and ineffective job activities. To construct a behaviour checklist form of salesperson the following points needs to be include: After any complain from customer, call him/her immediately. Discuss about the complaint with customer. Gather facts about complaint. Transmit right information which can solve the problem and customer fell happy from it. 2.4.3.3. Behavioural anchored rating scale (BARS): A BARS contains of 5-10 vertical rating scale, where each scale covers important dimension of job performance or behavioural statement containing important job performance abilities as good or bad. Statements are prepared through critical incidents of job. The critical incidents are kept along the scale and assigned value accordingly to export option. A BARS is developed by committee including subordinates and managers. It takes long time and effort to construct. 2.4.4. Result method: Rather than evaluating the behaviour of employee on job, some organization evaluates the result they achieve through their work. Through result appraisal employee often fell responsible to their outcomes. 2.4.4.1. Productivity Measures: There are various numbers of results that can be seen to evaluate performance of employee. For example salesperson can be evaluate on the basis of their sales volume, production workers can be evaluate on the basis of number of units production and number of detected defects item. So, it is directly align to employee and goal of the organization. But there are some limitations of this method. 2.4.4.2. Management by objectives (MBO): This method tries to overcome the limitation of result appraisal method. MBO is the philosophy coined by Peter Drucker in 1954. According to this method, employee constructs objectives by consulting with their supervisor and applies these objectives for their evaluation criteria. MBO is a system which involves a cycle starting with the common goal and objective of organization and finally back to that step which is shown as follows: Figure 2.2. Management by Objectives: Step 1 Organization goal and metric Step 3A Supervisor lists goal and metric for subordinate Step 4 Mutual agreement of goals and metrics Step 2 Department goal and metrics Step 3B Subordinate purposed goals and metrics Step7 Review of organizational Performance Step 6 Final review Step 5 Interim review

Monday, December 23, 2019

How Is Sympathy Created for Jane Eyre in the Opening Three...

Sympathy is created for Jane within the opening three chapters of Jane Eyre in a number of different ways. It becomes evident from the very beginning of the novel that Jane is oppressed by her surroundings and the Reed family. She is physically and psychologically abused and clearly made to feel as she is worth less than the family who keep her. Despite this there is a comforting undercurrent that flows through the opening three chapters as the reader realises that Jane Eyre is recalling her troublesome childhood from a position of fulfilment. The opening of the novel creates an instantaneous impression of sympathy through the use of pathetic fallacy. The rain in the opening paragraph is described as â€Å"so penetrating that outdoor exercise†¦show more content†¦Sympathy then is created as Bronte cleverly criticises the British class system because, as I believe Bronte is implying, it is a sad state of affairs when someone is trapped within an abusive family because they cannot move to poorer relatives as being poor and living in the type of poverty that entailed would be no better. Despite the abuse Jane endures in the opening chapters and the sympathy this subsequently creates the reader can take some comfort in knowing that Jane is recalling this from some place in the future and this therefore implies that Jane has reached some sort of fulfilment. The reflective nature of which Jane retells some of her stories reflects this idea. Jane states that she could not answer the question of â€Å"why I thus suffered† but declares â€Å"now I see it clearly.† This suggests that Jane has given her childhood sufferings much thought and has found solace in answering her question of why. As Jane Eyre is a bildungsroman the sympathy one may feel towards Jane is weathered slightly by the knowledge that she is writing her story from a place of peace and suggested self-content. To conclude much sympathy is created for Jane within the opening three chapters as she is clearly oppressed by those immediately around her and by society as a whole. The reflective nature of Jane gives the reader hope that she has found herself a happier existence and this, coupled with the sympathy created, intrigues the reader and urges them to read on to findShow MoreRelatedThe Childs Viewpoint in Jane Eyre by Charlotte Bronte Essay1523 Words   |  7 PagesThe Childs Viewpoint in Jane Eyre by Charlotte Bronte In the novel Jane Eyre we see the journey of how a boisterous and rebellious girl turns into a sensible and determined woman. It also shows us the search symbolic search for love and her identity. The novel itself is set in the middle of the Victorian period where women and children had no rights. A womans place was at home where as a husbands was to earn money by being a landowner or pursuing a profession. SocialRead More Suffering and Injustice in the Opening Chapters of Charlotte Brontà «Ã¢â‚¬â„¢s Jane Eyre3724 Words   |  15 PagesSuffering and Injustice in the Opening Chapters of Charlotte Brontà «Ã¢â‚¬â„¢s Jane Eyre At the time the novel Jane Eyre was written, it was very difficult for women writers to have their books published. Charlotte Brontà « was very aware of the problem, and cleverly changed her name to Currer Bell so the book would be accepted. Luckily for Charlotte, her novel Jane Eyre was published in October 1847, and since writing this novel, Charlotte Brontà « has become very popular, and a classic author. TheRead MoreReview Of Charlotte Bronte s Jane Eyre 10879 Words   |  44 PagesSummer Reading Notes Jane Eyre Background of author Name: Charlotte Bronte Birth/Death: April 21, 1816 to March 31,1855 Facts that connect: Mr. Brocklehurst is based off the Reverend Carus Wilson, the man who ran Cowan Bridge. Bronte lost two of her sisters, Mary and Elizabeth, to tuberculosis at Cowan Bridge. Bronte s brother, Patrick, became addicted to drugs and alcohol before he died. Similarities: She, along with her three sisters, was sent to the Clergy Daughters School at Cowan Bridge

Sunday, December 15, 2019

Breast cancer and possible solution of Mammograms Free Essays

string(145) " to acquire an one-year mammogram, get downing at age 40, to catch malignant neoplastic disease early and avoid extended intervention like hers\." Breast malignant neoplastic disease occurs when chest cells grow abnormally and uncontrollably. It is the most common malignant neoplastic disease in the UK. This is indicated in the pie chart below where chest malignant neoplastic disease histories for the highest per centum happening among adult females, that is approximately 26 % . We will write a custom essay sample on Breast cancer and possible solution of Mammograms or any similar topic only for you Order Now An estimated 46 000 adult females are diagnosed every twelvemonth. [ 1 ] The two chief hazard factors for chest malignant neoplastic disease are gender – being a adult female and age – turning older. [ 2 ] In fact 8 out of 10 of the diagnosed patients are adult females above 50 old ages old. [ 1 ] 90 % of chest malignant neoplastic disease is caused by environmental factors while the staying 10 % is due to familial defect. [ 2 ] Breast malignant neoplastic disease can be treated if it is detected at an early phase, doing the patients ‘ opportunities of endurance greater. Among the symptoms of chest malignant neoplastic disease are the presence of a ball or thickener in the chest tissue. Figure 1: Cancer occurance among adult females. A Possible Solution – Mammogram In my sentiment all adult females particularly those above the age of 50 and those with a strong household history of chest malignant neoplastic disease should travel for regular mammographic showing. A mammogram is really of import for chest malignant neoplastic disease showing and early sensing. It is an X-ray exposure of the chests where consequences are studied to observe any abnormalcies or locations of leery tissue. Harmonizing to the National Health Service ( NHS ) UK, 1 400 lives are saved because of testing. [ 4 ] There are a few differences between testing mammograms and other mammograms. Screening mammography is carried out when there is no ball or seeable marks of malignant neoplastic disease. However, if a specific ball demands to be looked at, so a diagnostic mammography is done. Here my research is based on testing mammography. [ 25 ] There is a important difference in sentiment sing how frequently adult females should travel for mammograms. The American Cancer Society ( ACS ) suggests that all adult females over 40 should travel for mammograms one time every twelvemonth while the National Cancer Institute ( NCI ) of the US advises adult females to travel every 1-2 old ages. [ 5 ] I agree with NCI as their suggestion would intend that adult females are non exposed to radiation excessively frequently. Increased exposure to radiation increases the hazard of acquiring malignant neoplastic disease. Figure 2: Woman undergoing mammogram. ( hypertext transfer protocol: //i.dailymail.co.uk/i/pix/2006/06/mammoREX020606_228x179.jpg ) ( 396 words ) A mammogram is conducted on an outpatient footing and stopping points for about 30 proceedingss. [ 6 ] During the process, a qualified radiotherapist intially places merely one chest on a little level home base that has an X-ray home base under it. Above the chest there is another level home base. The machine presses the chest down between the home bases keeping the chest in place and bettering the acuteness of the image. When the chest is compressed, there is a small uncomfortableness. [ 7 ] Small explosions of radiation, something like wireless moving ridges is produced by the tubings in the machine and is passed through the chests. The image formed is recorded on photographic movie or a particular digital image entering home base. The chest is less heavy in comparing to the tumour. Therefore the chest appears in grey sunglassess on the mammography while the tumour is white and the air is black as it is the least dense. Figure 3: Breast malignant neoplastic disease tumour shown ( hypertext transfer protocol: //breastcancer.about.com/od/mammograms/ig/Mammogram-Images/Breast-Tumor.htm ) ( 556 words ) A radiotherapist will analyze the images and look out for any marks of malignant neoplastic disease. A signed study is sent to the physician who will explicate the consequences to the adult female. When a adult female goes for this process, she is told non to have on any deodourant, pulverization or lotion in her axillas or her chest as these would look as calcium musca volitanss on the mammogram. [ 6 ] Sometimes alternatively of tumours physicians may happen cysts, calcifications and fibroadenomas on the mammograms. Calcifications are non breast malignant neoplastic disease but can be an indicant of precancer. They are little measures of Ca that appear in the soft tissue of the chest. Fibroadenomas are benign tumours made of hempen and glandular chest tissue that are removed as a precautional measure. Cysts are benign unstable – filled pouch that are non related to malignant neoplastic disease. [ 8 ] ( 693 words ) Effectiveness Figure 4: Breast malignant neoplastic disease rates by phase Figure 5: Breast malignant neoplastic disease mortality rates ( hypertext transfer protocol: //mole.health.state.ny.us/diseases/chronic/screening.htm ) From the first graph, it is observed that the rate of early diagnosing of chest malignant neoplastic disease had significantly improved because of the addition in the figure of adult females who underwent mammography. Consequently, the rate of late diagnosing of chest malignant neoplastic disease decreased. The 2nd graph shows that when chest malignant neoplastic disease is detected early, there is a diminution in the mortality rate. [ 9 ] I strongly believe that naming chest malignant neoplastic disease early through mammography helps better adult females ‘s opportunities of endurance. ( 836 words ) A newspaper article by Reuters in Washington, US dated October 6th 2009 stated that a survey conducted by US research workers found that 75 % of adult females who died of chest malignant neoplastic disease ne’er had a mammogram, or were diagnosed after their first of all time mammogram. [ 22 ] Dr Blake Cady of Cambridge Hospital Breast Cancer and Harvard Medical School in Massachusetts said: â€Å" Womans who are in testing programmes have merely a 4.7 % mortality. Womans who are non screened have a 56 % mortality. † ( hypertext transfer protocol: //www.reuters.com/article/idUSN0644662320091006 ) To further turn out mammogram effectivity, below is a drumhead from a existent life chest malignant neoplastic disease subsister. [ 10 ] Pam ‘s narrative ‘Diagnosed at 46 with chest malignant neoplastic disease, after holding skipped her mammogram for a twosome of old ages, Pam ‘s intervention involved mastectomy, radiation and chemotherapy. She wants adult females to acquire an one-year mammogram, get downing at age 40, to catch malignant neoplastic disease early and avoid extended intervention like hers. You read "Breast cancer and possible solution of Mammograms" in category "Essay examples" ‘ ( hypertext transfer protocol: //www.mammographysaveslives.org/Stories.aspx? pl=stories A ; item=1 # narratives ) ( 969 words ) Deductions While carry oning this research, I encountered one societal issue that is, non all adult females realize the importance of acquiring a mammogram. This degree of consciousness varied due to different degrees of instruction among the adult females. The graph below supports my statement. Percentage of US adult females aged 40 and older who Have Had a Mammogram in the last 2 old ages by Education Level Figure 6 ( hypertext transfer protocol: //www.cdc.gov/cancer/breast/statistics/screening.htm ) Based on the graph adult females with more than a college instruction are most likely to hold had a mammogram in the last 2 old ages compared to adult females with lower degrees of instruction. [ 11 ] I think these adult females are cognizant of this of import showing tool. I besides feel at that place should be more public wellness instruction because a deficiency of information can take to misinformation. For illustration, Indian adult females with chest malignant neoplastic disease have to utilize separate utensils because of the mistaken believe that the disease is contagious. [ 24 ] ( 1133 words ) I would besides wish to turn to an economical issue refering the usage of mammograms. The American Cancer Society suggests that adult females above 40 should acquire a mammogram every twelvemonth but many adult females are forced to jump their mammograms because they merely can non afford it. Research workers at Brown University in 2002, discovered mammograms bing US $ 400 is a challenge for many adult females. [ 20 ] Despite this, conditions in the US are still non every bit bad as in some underdeveloped states as seen in quotation mark below. â€Å" The United States spends about US $ 8.1 billion to name and handle chest malignant neoplastic disease, but in the metropolis of Poona, India, place to 3.5 million adult females, merely one medical installation provides comprehensive chest malignant neoplastic disease diagnostic and intervention services. † ( Masilamany J. , February 5th 2009, page 12 ) Besides, adult females populating in destitute states like Kenya feel incapacitated and merely wait to decease because they can non afford to travel abroad for intervention. It is expected that by 2020, 70 % of all chest malignant neoplastic disease instances will be in hapless states. [ 24 ] This is why I think authoritiess should seek to happen a manner to guarantee all adult females get their mammograms done. ( 1325 words ) Benefits and Risks of Mammography A picture by ‘NHS picks ‘ entitled â€Å" Having A Mammogram † highlights the advantages of holding a mammography as it can observe abnormalcies which are 3-4 millimetres in size. These abnormalcies are impossible to experience if a individual were to analyze her ain chests. [ 21 ] Sometimes a mammogram is more accurate than other diagnostic processs. A specific form of Ca sedimentations known to do chest malignant neoplastic disease can merely be seen clearly on a mammogram. [ 25 ] Having a mammography would non go forth any radiation in a patient ‘s organic structure. X raies usually have no side effects in the diagnostic scope. A tumour detected early is more likely to be cured. [ 6 ] Mammograms have certain defects nevertheless. Sometimes false-negatives can happen. This is when chest malignant neoplastic disease is present even though the mammograms appear normal. It happens largely in immature adult females because they have denser chests compared to older adult females whose chests are more fatty devising tumours easy seeable on mammograms. At the same clip, false-positives besides occur because radiotherapists erroneously decide the mammograms are unnatural when really there is no malignant neoplastic disease nowadays. This causes unneeded anxiousness and emphasis for the adult female. To avoid false-positives, an ultrasound and a biopsy is conducted. The doses of X ray in mammograms is really little but when it is done repeatedly it is harmful and can increase the hazard of acquiring malignant neoplastic disease. [ 13 ] ( 1546 words ) Alternate Solutions New ‘Breast Pap Smear ‘ An article titled New ‘Breast Pap Smear ‘ was written by Duke Medicine News and Communications. This trial is presently undergoing three clinical tests countrywide in the US. It works by utilizing a really narrow acerate leaf to take cells from subdivisions of the whole chest. [ 15 ] The quotation mark below farther explains the trial. Dr Victoria Seewaldt, a scientist and chest oncologist at the Duke Comprehensive Cancer Center said: â€Å" Merely as we do with a cervical pablum vilification, we can now study cells from the whole chest, analyze them under the microscope and trial for early alterations that frequently precede breast malignant neoplastic disease. Then we can give adult females a preventative agent to see if we can eliminate her unnatural cells and therefore prevent malignant neoplastic disease from developing. † ( hypertext transfer protocol: //www.dukehealth.org/health_library/news/7450 ) A specific cistron known as RAR beta controls how breast cells use vitamin A to guarantee their good wellness. Research done has shown that the cistrons in chest malignant neoplastic disease patients lose its ability to map. This ‘pap vilification ‘ trial can observe the presence or absence of this cistron. Without it, the possibility of developing malignant neoplastic disease is higher. Hence RAR beta Acts of the Apostless as a molecular marker to find the oncoming of malignant neoplastic disease. [ 15 ] I strongly believe that the new chest ‘pap vilification ‘ is an first-class discovery in the battle against chest malignant neoplastic disease. Once the clinical tests are deemed successful, this should be carried out on all adult females. ( 1785 words ) Ultrasound Imaging Ultrasound Imaging, besides known as Ultrasound Scanning provides images of the internal constructions of the chests. During an ultrasound, a doctor may utilize Doppler Techniques to measure the blood flow or deficiency of blood flow in a chest mass. At times it is possible to find the cause of the mass. Doppler ultrasound is a technique used to measure blood flow through a blood vas. Breast ultrasound maps to assist name breast abnormalcies detected during a physical scrutiny and to qualify possible abnormalcies seen on a mammogram. A chest lesion detected and classified sometimes can non be interpreted adequately through mammography entirely. An ultrasound can besides distinguish if an abnormalcy is solid or fluid-filled ( benign cyst ) or both solid and cystic. A solid may be a benign or malignant tumour. Ultrasounds show extra characteristics of the unusual countries on the chest. [ 14 ] Figure 4: A patient undergoing a chest ultrasound. ( hypertext transfer protocol: //www.radiologyinfo.org/en/photocat/gallery3.cfm? image=LbreastMR-vnr-009.jpg A ; pg=breastus A ; pid=1, ) ( 1936 words ) Beginning Evaluation In my sentiment, the ‘National Health Service Choices UK ‘ web site ( nhs.uk/Conditions/Cancer-of-the-breast-female ) is really comprehensive and factual. This beginning aims to give nonsubjective information and counsel to the populace on chest malignant neoplastic disease. It is approved by a clinical expert and is funded by the Department of Health. It has been certified as a dependable wellness and societal attention information beginning by The Information Standard and has to run into certain editorial policies. So I think this is a reputable beginning. I retrieved information on the importance of holding a mammogram for early diagnosing of chest malignant neoplastic disease as stated on page 9. The undermentioned two web sites ; hypertext transfer protocol: //www.mammographysaveslives.org/Stories.aspx? pl=stories A ; item=1 # narratives and hypertext transfer protocol: //www.radiologyinfo.org/en/info.cfm? pg=mammo # part_one besides provided the same information. An article from the Time magazine entitled The Changing Face Of Breast Cancer, volume 170 published in October 2007 is another dependable beginning. I believe this article was good researched because it has included positions from adult females across the universe. This article gives facts and figures supported by other beginnings. For illustration, the quotation mark on page 8 by Masilamany J, from the Sun newspaper can be found in this article. Besides, the information that chest malignant neoplastic disease is the most common disease among adult females is besides found in: hypertext transfer protocol: //en.wikipedia.org/wiki/File: Most_common_cancers_-_female, _by_occurence.png ) . ( 2143 words ) How to cite Breast cancer and possible solution of Mammograms, Essay examples

Saturday, December 7, 2019

Lesson Plan Resources

Questions: Objectives: State the goals/learning outcomes you expect from students. Your objectives should always be aligned to the standards Instructional Procedures: Indicate what you will do to help students meet the learning objective. List each step in your lesson, including what you will do and what you expect students to do. Include your introduction, questioning strategies, etc. Activities: Indicate exactly what you will have students do that will enable them to meet your learning objective. Specifically list the activity or activities, and whether it is whole group, small group, or independent practice, and what aspect(s) of literacy is being addressed (reading, writing, listening or speaking). Assessment: Indicate how you will ensure that students understand concepts and have met the learning goals you set for the lesson. Be specific about the assessment tool you will use. (Assessment does not have to be formal, like a written test. Assessment can be a class discussion aimed at checking for understanding). Standards: Use the Common Core Standards for English Language Arts. Choose 1-2 literacy outcomes you hope to achieve with this lesson. These standards must be aligned to your objective above. Answers: Grade Level: Reading Informational Text Grade Level: Kindergarten Lesson title: My Five Senses Objectives: Students will show interest and enthusiasm in the poem by using actions and recitations. Students will be able to identify the five senses. Students will also be able to learn the use of these five senses. They will be able to recognize the colors of the different objects given to them. Kindergarten Standards: (https://www.corestandards.org, 2015) With prompting and support questions are asked about the poem. Identifying the different objects and items refers in the text. Identify the relationship between the different objects used in the poem. Materials: Book: MY Five Senses by Aliki. (Aliki., 1989) Supplies: Cut outs of different parts of the body on a chart paper. Different objects like flowers, ice-cream, sun, bell, dog to understand by which body part we sense. A cut out of an outline of a face so that children are able to stick the parts of the face correctly. Pictures of sun, frog, drum, fire engine, soap, cookies, milk, food, kitten, balloon, water, moon, stars, balls to help visualize the children make the poem interesting. Colorful crayons to paint the pictures and the face. Introduction: I will gather all the children to recite the poem with actions. Give each student the pictures of different objects and parts of the body. This is done to make the poetry quite interactive. I will put up the cut outs of different parts of our face to signify the five senses. I will divide the children into five groups for five senses, eyes, ears, tongue, nose, fingers (skin). This is done to understand how our senses work. I will give the students pictures of different objects to help them identify the colors and the which sense is used in the object. I will also provide them with colors to paint the face cutout after the respective senses and parts of the faces are stuck to it. (Scholastic Teachers, 2015) Procedure: I am going to recite the poem and tell the children to repeat the poem after me, the poem will be recited using actions. Like if they say I can see! I see with my eyes, children are going to point at their eyes. The poem has mention of certain objects like sun, moon, stars, frog etc. I will put up the pictures of these objects so that they can identify them. The poem also lets the children to use their five senses to perform actions. Like if they see picture of a milk, they must ensure they drink it and identify it as a sense of taste. CLOSURE: I am going to ask questions: Where are your eyes? Where are your ears? Where is your nose? Where is your tongue? Where are your fingers? What do you do with your nose? What do you do with your eyes? What do you do with your ears? What do you do with your tongue? What do you do with your fingers? How many ears, eyes, tongue, fingers and nose do you have? (Fuson, Clements Beckmann, 2010) Guided Practice: Art Center I am going to divide the children into three groups and give each group the cutout of the outline of the face and separate cutouts of nose, eyes, ears, tongue, lips, eye brows. I will instruct the students to stick each part of the face on the correct position. Students will then be asked about the functions of these senses. Then they need to color the face. When the structure of the face gets completed, it is put up on the board for display. Pictures of bell, flowers, ice cream, sun and dog are given to the student to match these with the correct senses eyes, ears, tongue, nose and fingers. Writing Center The students will be given the pictures of different objects like sun, moon, stars, drum, fire engine, soap, milk, balloons etc and they need to write down the colors of each object and which part of sense matches with these objects. Check for Understanding: I am going to use the anecdotal records to assess which students: Showed enthusiasm and interest in the recitation of the poem by using actions. Were able to understand and identify the five senses of human. Were able to repeat the functions of the different senses of our body. Were able to stick the parts of the face in the correct position and color them Were able to write down the colors of the objects and match with the five senses. References Aliki.,. (1989).My five senses. New York: Crowell. Fuson, K., Clements, D., Beckmann, S. (2010).Focus in kindergarten. Reston, VA: National Council of Teachers of Mathematics. https://www.corestandards.org,. (2015).Common Core State Standards for English Language Arts Literacy in History/Social Studies, Science, and Technical Subjects. Retrieved 12 February 2015, from https://www.corestandards.org/wp- Scholastic Teachers,. (2015).Character Education in PreK Kindergarten | Scholastic.com. Retrieved 12 February 2015, from https://www.scholastic.com/teachers/classroom_solutions/2011/02/character-education-in-prek-and-kindergarten

Friday, November 29, 2019

Performance Management Program

Introduction A performance management system to work properly and effectively its design has to be considered carefully and planned well. A good performance management system is purposely for the elevation of employees’ performance and in effect, improves on business productivity hence the management should endeavor to find a good system that delivers the object of the company. Basically, a performance management system should have four benefits (Dun and Bradstreet 1).Advertising We will write a custom essay sample on Performance Management Program specifically for you for only $16.05 $11/page Learn More It should clearly understand what the job expects. It should give regular feedback on performance. Advice on steps of improving performance Finally, it should reward performance. Communication is important to any company, as research shows that managers with poor communication and poor interpersonal skills often than not lead to the downfall of the company, therefore, all managers should be trained on how to conduct fair, nonjudgmental and consistent appraisal. A performance program should provide a guideline for improvement and Institute basic policies, deal with poor performance and employee weakness. In establishing the system you should decide whether you will provide training or mentoring for weak employees and also set guidelines on improvement of timelines. A system should incorporate employee input. The system should also input staff suggestions. Finally, a well performing employee should be rewarded or compensated. Rewards improve employee morale and generate loyalty within the company and foster improvement. However, performance appraisal and pay hikes are a highly contested issue.critics have been of the opinion that tying the two would be punishing underachieving employees. Employees should be constantly rewarded for their hard work (United States Department of Commerce par. 5). Discussion The IRS performance m anagement program is a good example of a working system that has improved the performance of IRS employees. The IRS performance management system has established critical job responsibility for frontline employees who align with the agencies three strategic goals. This system provides responsibilities and supporting behaviors on how the daily activities of the frontline employees and managers should reflect the organization’s core values, for example. The responsibility of customer’s satisfaction aligns with the strategic goal of top quality service to each taxpayer in every interaction. The goal of leadership and equal opportunity supports the agencies’ goal of an open air and fair work environment (General Accounting office 1). IRS evaluates its frontline employees on five critical responsibilities, customer satisfaction, knowledge, quality business results and employee contribution. All this aligned with IRS strategic goals. The IRS performance management sys tem attempts to assist managers and employees to develop their commitment and hold them accountable for meeting their commitments they are required to be clear, achievable, specific, outcome or output oriented and easy to monitor.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A number of initiatives have been implemented by IRS to improve its performance management system. In this, it realized that it needed to redesign its performance management to better communicate the behaviors constituting customer satisfaction, employee satisfaction and make sure employees adopt the newly desired behavior in their day to day activities. This has led to IRS undertaking several initiatives, which include; Conducting an interactive conference with all the employees on the new management system. Distribution of computer discs for easier access to information and posting of information on the IRS intran et. And providing interim guidance and templates of simple commitment, self-assessment and summary evaluation. Conclusion However, on the downside, the IRS monitoring mechanism to assertions of the implementation of the employee performance management system has not been effected properly. The monitoring mechanism could provide useful information properly. A monitoring methodology should be developed, and once it’s set up it can be used for several years. This methodology can help prevent potential problems and can help avoid cost associated with employee performance (General account office 6). Works Cited Dun Bradstreet. Setting Up of a Performance Management System. Web. United States Office the Secretary of Commerce, Performance Management  System. Web. United States General Accounting Office, Performance Management System IRS’s  Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made. Web. This essay on Performance Management Program was written and submitted by user Jefferson U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Monday, November 25, 2019

The Site Formation Processes in Archaeology

The Site Formation Processes in Archaeology Site Formation Processes- or more simply formation processes- refers to the events that created and affected an archaeological site before, during, and after its occupation by humans. To gain the best possible understanding of an archaeological site, researchers collect evidence of the natural and cultural events that happened there. A good metaphor for an archaeological site is a palimpsest, a medieval manuscript that has been written on, erased and written over, again and again, and again. Archaeological sites are the remains of human behaviors, stone tools, house foundations, and garbage piles, left behind after the occupants leave. However, each site was created in a specific environment- lakeshore, mountainside, cave, grassy plain. Each site was used and modified by the occupants- fires, houses, roads, cemeteries were built; farm fields were manured and plowed; feasts were held. Each site was eventually abandoned- as a result of climate change, flooding, disease. By the time the archaeologist arrives, the sites have lain abandoned for years or millennia, exposed to weather, animal burrowing, and human borrowing of the materials left behind. Site formation processes include all of that and quite a bit more. Natural Transforms As you might imagine, the nature and intensity of events that occurred at a site are highly variable. Archaeologist Michael B. Schiffer was the first to clearly articulate the concept in the 1980s, and he broadly divided site formations into the two major categories at work, natural and cultural transforms. Natural transforms are ongoing, and can be assigned to one of several broad categories; cultural ones can end, at abandonment or burial, but are infinite or close to it in their variety. Changes to a site caused by nature (Schiffer abbreviated them as N-Transforms) depend on the age of the site, the local climate (past and present), the location and setting, and the type and complexity of occupation. At prehistoric hunter-gatherer occupations, nature is the primary complicating element: mobile hunter-gatherers modify less of their local environment than do villagers or city dwellers. Types of Natural Transforms View of Point of Arches on the Ozette Reservation North of Cape Alava. John Fowler Pedogenesis, or the modification of mineral soils to incorporate organic elements, is an ongoing natural process. Soils constantly form and reform on exposed natural sediments, on human-made deposits, or on previously formed soils. Pedogenesis causes changes in color, texture, composition, and structure: in some cases, it creates immensely fertile soils such as terra preta, and Roman and medieval urban dark earth. Bioturbation, disturbance by plant, animal and insect life, is particularly difficult to account for, as shown by a number of experimental studies, most memorably with Barbara Boceks study of pocket gophers. She discovered that pocket gophers can repopulate the artifacts in a 1x2 meter pit backfilled by clean sand in the space of seven years. Site burial, the burial of a site by any number of natural forces, can have a positive effect on site preservation. Only a handful of cases are as well-preserved as the Roman site Pompeii: the Makah village of Ozette in Washington state in the US was buried by a mudflow about 1500 AD; the Maya site Joya de Ceren in El Salvador by ash deposits about 595 AD. More commonly, the flow of high- or low-energy water sources, lakes, rivers, streams, washes, disturb and/or bury archaeological sites. Chemical modifications are also a factor in site preservation. These include cementation of deposits by carbonate from groundwater, or iron precipitation/dissolution or diagenetic destruction of bone and organic materials; and the creation of secondary materials such as phosphates, carbonates, sulfates, and nitrates. Anthropogenic or Cultural Transforms The Pompeii of North America, Joya de Ceren, was buried in a volcanic eruption in August 595 CE. Ed Nellis Cultural transforms (C-Transforms) are far more complicated than natural transforms because they consist of a potentially infinite variety of activities. People build up (walls, plazas, kilns), dig down (trenches, wells, privies), set fires, plow and manure fields, and, worst of all (from an archaeological point of view) clean up after themselves. Investigating Site Formation To get a handle on all of these natural and cultural activities in the past that have blurred the site, archaeologists rely on an ever-growing group of research tools: the primary one is geoarchaeology. Geoarchaeology is a science allied with both physical geography and archaeology: it is concerned with understanding the physical setting of a site, including its position in the landscape, types of bedrock and Quaternary deposits, and the types of soils and sediments within and outside of the site. Geoarchaeological techniques are often carried out with the aid of satellite and aerial photography, maps (topographic, geological, soil survey, historical), as well as the suite of geophysical techniques such as magnetometry. Geoarchaeological Field Methods In the field, the geoarchaeologist conducts systematic description of cross-sections and profiles, to reconstruct stratigraphic events, their vertical and lateral variations, in and outside of the context of archaeological remains. Sometimes, geoarchaeological field units are placed off-site, in locations where lithostratigraphic and pedological evidence can be collected. The geoarchaeologist studies the site surroundings, description and stratigraphic correlation of the natural and cultural units, as well as sampling in the field for later micromorphological analysis and dating. Some studies collect blocks of intact soils, vertical and horizontal samples from their investigations, to take back to the laboratory where more controlled processing can be conducted than in the field. Grain size analysis and more recently soil micromorphological techniques, including thin section analysis of undisturbed sediments, are conducted using a petrological microscope, scanning electron microscopy, x-ray analyses such as microprobe and x-ray diffraction, and Fourier Transform infrared (FTIR) spectrometry. Bulk chemical (organic matter, phosphate, trace elements) and physical (density, magnetic susceptibility) analyses are used to incorporate or determine individual processes. Formation Process Studies Restudy of Mesolithic sites in Sudan excavated in the 1940s was conducted using modern techniques. The 1940s archaeologists commented that aridity had affected the sites so badly that there was no evidence of hearths or buildings or even post-holes of buildings. The new study applied micromorphological techniques and they were able to discern evidence of all of these types of features at the sites (Salvatori and colleagues). Deep-water shipwreck (defined as shipwrecks more than 60 meters deep) site formation processes have shown that the deposit of a shipwreck is a function of heading, speed, time, and water depth and can be predicted and measured using a set basic of equations (Church). Formation process studies at the 2nd century BC Sardinian site of Pauli Stincus revealed evidence of agricultural methods, including the use of a sodbuster and slash and burn farming (Nicosia and colleagues). The microenvironments of Neolithic lake dwellings in northern Greece were studied, revealing a previously unidentified response to rising and falling lake levels, with the residents building on platforms on stilts or directly on the ground as needed (Karkanas and colleagues). Sources Aubry, Thierry, et al. Palaeoenvironmental Forcing During the Middle-Upper Palaeolithic Transition in Central-Western Portugal. Quaternary Research 75.1 (2011): 66-79. Print. Bertran, Pascal, et al. Experimental Archaeology in a Mid-Latitude Periglacial Context: Insight into Site Formation and Taphonomic Processes. Journal of Archaeological Science 57 (2015): 283-301. Print. Bocek, Barbara. The Jasper Ridge . American Antiquity 57.2 (1992): 261-69. Print.Reexcavation Experiment:Â  Rates of Artifact Mixing by Rodents Church, Robert A. Deep-Water Shipwreck Initial Site Formation: The Equation of Site Distribution. Journal of Maritime Archaeology 9.1 (2014): 27-40. Print. Ismail-Meyer, Kristin, Philippe Rentzel, and Philipp Wiemann. Neolithic Lakeshore Settlements in Switzerland: New Insights on Site Formation Processes from Micromorphology. Geoarchaeology 28.4 (2013): 317-39. Print. Linstdter, J., et al. Chronostratigraphy, Site Formation Processes and Pollen Record of Ifri Netsedda, Ne Morocco. Quaternary International 410, Part A (2016): 6-29. Print. Nicosia, Cristiano, et al. Land Use History and Site Formation Processes at the Punic Site of Pauli Stincus in West Central Sardinia. Geoarchaeology 28.4 (2013): 373-93. Print.

Friday, November 22, 2019

What Contemporary Pressures or Influences have made 'Health and the Essay

What Contemporary Pressures or Influences have made 'Health and the use of illicit drugs' an Issue Health Policy Agenda - Essay Example . Although the mood altering drugs have been in use by the humans since several thousands of years, Australia had no illicit drugs consumption until 1950s. It was the American soldiers on vacation from Vietnam to Australia during 1960s who started spreading the use of cannabis and heroin in Australia. The Federal Senate’s approach during 1970s towards drugs use was that personal consumption of marijuana was not to be treated as a crime but the penalty could be monetary without any conviction record and also not to be used for punishment in repeat offences in future. But the Government did not approve (Pennington,1999). Australia was very vigorous right from the beginning going by the report of Cannabis arrests that almost rose by 1000 percent in New South Wales itself during 1966-1969. (Pennington,1999). This is quite encouraging but one fails to understand why in spite of the of tough attitude of the Government, use of illicit drugs are still widely prevalent in Australia. Thi s paper aims to trace the history of policy initiatives of successive Governments in Australia and examine contemporary pressures and issues that forces the present day Government to have the issue of illicit drugs as part of the country’s health policy. By virtue of being a U.N. member Australia has been influenced by the U.N. initiatives in connection with control of illicit drugs. Thus Australia has always been a signatory to various international treaties dealing with control of drugs such as Single Convention on Narcotic Drugs 1961of the U.N., Convention on Psychotropic Substances 1971 of the U.N. and United Nations Convention against Illicit Traffic in Narcotic Drugs and Psychotropic Substances 1988. The Single Convention of 1961 imposes obligations on the signatory States to make laws to implement the provisions of the Convention. One of them is

Wednesday, November 20, 2019

Englands involvement in the Enlightenment and its affect on the Research Paper

Englands involvement in the Enlightenment and its affect on the Constitution - Research Paper Example This revolution aimed at achieving high levels of tolerance and inclusiveness, (Mason p 40). The movement was sparked by Baruch Spinoza, Pierre Bayle, John Locke and Isaac Newton in 1600-1700. The movement flourished until the rise of romanticism which put more emphasis on emotion. From that moment, the anti-Enlightment gathered momentum but then the 18th century, (Apetrei 2010). John Locke was one of the most influential thinkers in England under this movement. He influenced many other thinkers such us Voltaire among others. He defined property as a natural right derived from labor, (Mason p10). Using this, he came up with a slogan life, liberty and property, (Apetrei p201). The Great Britain customized its own Enlightment, (Mason p201). The Protestants in England sought to express themselves in ways that kept on widening the freedom of speech and the media at large. Unitarians and Quakers who were radical opened new levels of open communication that caused Voltaire to imagine they were congenial. This happened when he was in exile there, (Kors 1987). England was able to experience the revolution and, therefore it proceeded with smoothness to the path of democracy. This smooth road to democracy in England proved to be a dynamite in the France because of the resistance from the church and state was strong, (Mason p210). This gave rise to a revolution in France. The irony is that, England maintained a society that was full of class advantages and privileges and pious. With time, the power of religion slowly decreased in England. In France, it was radically removed, (Apetrei p10). In 1780, the debating groups or societies began to grow rapidly in London, (Kors p87). This was the immediate impact of the Enlightment movement. Prior to that, the society was dictated by superstitions and a blind following of the state’s policies and culture, (Kors 1987). The levels of indolence were high, with the church and the state leading affairs through emotion and force. Groups of fifty or more people, men especially, met to discuss issues of the state, (Mason p210). Law students also set up mooting clubs to practice rhetoric and openly discuss issues that affect their lives and the lives of the other citizens. There was the birth of the spouting groups and clubs, (Mason p110). These helped actors in training for theatrical roles, (Apetrei p110). This gave way for citizens to express their sentiments through theatre and art, (Mason 2010). The laws students could openly challenge the government policies, and compared their government with other governments and constitutions. Outrageous sermons were made, which were open and free as more Protestants sought for space to express their opinions, (Mason 2010). This gave birth to the rise of human rights. People were beginning to be convinced that they are entitled to some basic values and standard by the estate, (Kors 1987). England in particular was notorious for having different classed of people of di fferent status. These classes had different privileges-based access to power and perception, (Mason 2010). The aim was to make the society embrace decency and order. It also sought to make people more liberal than they were. Debating societies welcomed up to 1200 people a night who were willing to share ordinary issues that affected their lives, (Apetrei p210). Besides, the groups

Monday, November 18, 2019

Newspapers Essay Example | Topics and Well Written Essays - 1000 words

Newspapers - Essay Example nic tragedy way back in 1912 and have shown how each of the three dailies The New York Times, Las Vegas Optic and Santa Fe New Mexican reported it in their 1912 third week of April publication. It was at midnight of the 14th of April 1912 that Titanic hit an iceberg and the rest was one of the worst and most tragic episodes recorded in history. The Titanic was considered to be the most ‘gigantic’ (The New York Times, p.1) luxury cruise-liners of the century that could never drown. But as fate would have it, Titanic went down taking along with it more than 1500 passengers including hundreds of women and children. It became the major news of the 1912s and dominated page 1 of almost all the dailies for weeks. Each of the newspaper houses hounded for more detailed news not only for making business but for delivering as much information as possible to the aggrieved families of the victims who were trying hard to know and connect to their relatives who were on board. The publication of The New York Times that came out on the 16th of April 1912 has provided a detailed account of the incident. The Headline ‘The Lost Titanic Being Towed out of Belfast Harbour’ with a picture of the luxury liner evokes a sense of irrevocable loss. The best part of The New York Times is that it adopts a style that suits the common man’s taste. The news is presented in conversational English that people can connect with. By focusing on every detail from the desperate attempts of the Captain, Captain Smith, to the helplessness of family and friends in trying to get in touch with their loved ones, it makes the tragedy all the more palpable to its readers. Every column informs about one or the other aspect of the accident that might help in understanding the death toll, the exact location and the condition of those who have been saved. It provides a list of those feared to be dead on the basis of the number of cabins and the passengers fitted in them. This bit of statistical data

Saturday, November 16, 2019

Hypo Group Alpe Adria Analysis

Hypo Group Alpe Adria Analysis 1. General information about Hypo Group Alpe Adria Hypo Group Alpe Adria is an international financial group with more than 380 banking and leasing locations in twelve European countries: Austria, Italy, Slovenia, Croatia, Bosnia-Herzegovina, Serbia, Montenegro, Germany, Hungary, Bulgaria, Macedonia and the Ukraine. The group has a rich historical background. Roots of Hypo Group Alpe Adria date way back in 1896 when the group was founded. Consequently, it has accumulated more than one hundred years of business experience. In the beginning of its activities, it concentrated on financing public institutions and housing construction. Hypo KÃ ¤rnten as it was then known became a universal bank in 1982. In 1988 the Bank took the first step on the road to international expansion by opening a leasing subsidiary in Udine, Italy. It became a public limited company in 1991, and in 1992 Grazer Wechselseitige Versicherung joined the Province of Carinthia as the second shareholder. This marked the beginning of a new era for Hypo Alpe-Adria-Bank. With cross-border activities in twelve countries of the Alps Adriatic region[1], the Hypo Group Alpe Adria has a unique position in the economic area constituted by South Eastern Europe. Its network of branches and offices exists in Austria, Italy and Germany, from Slovenia through Croatia, Bosnia-Herzegovina, Serbia, Montenegro, Macedonia, Hungary, Bulgaria and the Ukraine. Business priorities in the operations of Hypo Group Alpe Adria are the strategic business sectors banking and leasing, with the focus on a common goal: contribution to the prosperity of the Alps Adriatic region and of the people living in it. Hypo Group Alpe Adria is committed to pursuing its goal of becoming the leading commercial bank in the Alps Adriatic region. 1.2. Mission and Strategy The mission of the Group is the following: instead of pursuing global presence as a goal, Hypo Group Alpe Adria is more locally oriented. In the Alps to Adriatic region, with its cross-border markets, it is local market knowledge at a very personal and emotional level, which is crucial. Personal contact with the customers represents the basis of mutual trust for the Group. For this reason the Group sees its relationships as partnerships, which extend far beyond simple money issues. According to the Group, success can only be achieved through human contacts, and it can only be measured in terms of personal relationships, so that partnership at a personal level is the Groups ultimate ideal. Hypo Group Alpe Adria leaves the goal of worldwide presence to the global players. As a leading regional player in the Alps to Adriatic area, it concentrates on the southeastern markets, with the motto banking business is peoples business, confirming its nonnegotiable customer orientation. Respecting differences, growing together and sharing successes with others these are the cornerstones of partnerships with customers on which the business structures of the Group are based. Having in mind that the fundamental strategy of the Group is to achieve growth in the Alps to Adriatic region, Hypo Group Alpe Adria has been pursuing its visionary strategy since 1993 with great success: to establish and develop a strong financial services Group in the Alps to Adriatic region which combines the highly developed Northern Italian, Germany and Austrian business cultures with growth market opportunities in Hungary, Slovenia, Croatia, Bosnia Herzegovina, Serbia, Montenegro, Bulgaria, Macedonia and the Ukraine. As a result, the Group plays a key role in directing funds and economic development to and in the region. Up till now, its successful expansion has given Hypo Group Alpe Adria intensive coverage of the areas, which in coming years will become its home markets. Additionally, long term involvement and commitment are priorities of the Group. Hypo Group Alpe Adria has established itself as a strong and reliable business partner in the Alps to Adriatic region. Its involvement in each country represents a long term commitment, so that businesses operating in any of these countries have the certainty and security they need in order to develop their activities. The Group is actively involved in developing local economies, and consequently, this contributes to the foundations of local prosperity. Furthermore, preserving independence and regional identity is one of the cornerstones of the Groups philosophy. This fact gives customers and business partners the certainty that they are handling their business with a dynamic and internationally minded bank which at the same time is at home in each of the individual regions. Hypo Group Alpe Adria is close to its customers in all the countries it operates in, thanks to its emphasis on independence and un-bureaucratic decentralized structures. 1.4. Regional presence of Hypo Group Alpe Adria It is important to underline that the expansion of Hypo Group Alpe Adria into its core market, the Alps to Adriatic Region, followed gradually. The establishment of the first Austrian bank branch in Vicenza (Italy), under EU law followed with Austrias accession to the EU in 1995. In the same year leasing companies were established in Ljubljana (Slovenia) and Zagreb (Croatia). In the upcoming years further leasing outlets were opened in Slovenia and the expansion of the branch network in Italy and Croatia. In 1997 the number of staff at Hypo Group Alpe Adria went over the barrier of five hundred employees, accompanied by the start of construction of the present Klagenfurt (Austria) headquarters, which was completed in three phases by 2002. By the beginning of the new millennium, Hypo Group Alpe Adria already employed over one thousand people. In the following year it entered the market in Bosnia and Herzegovina. In 2002, Hypo Group Alpe Adrias expansion penetrated into the market of Serbia and Montenegro. The Groups dynamic progress continued in 2003, when it was announced as investor of the year in Bosnia and Herzegovina, opened a leasing branch in Munich (Germany), founded the Biogaspark Alpe Adria and launched tourism initiatives in Carinthia (Austria), starting the Schlosshotel Velden project. Hypo Group Alpe Adria is today active in Austria, Italy, Croatia, Slovenia, Bosnia and Herzegovina, Serbia, Montenegro, Germany, Hungary, Bulgaria, Macedonia and Ukraine. In 2005 it numbered approximately 5000 employees at over 250 locations. The year of 2006 has been extremely important for the Group and it conducted strategically important expenditure decisions. It founded Hypo Alpe Adria Bank a.d. in Podgorica (Montenegro), Hypo Alpe-Adria-Rent d.o.o. in Belgrade (Serbia) and Hypo Alpe-Adria-Leasing OOD in Sofia (Bulgaria). The principal company of Hypo Group Alpe Adria is Hypo Alpe Adria Bank International AG, which has its head office in Klagenfurt (Austria). Its owners are BayernLB (67.08%), the GRAWE group (20.48%), KÃ ¤rntner Landesholding (12.42%) and Hypo Alpe Adria Mitarbeiter Privatstiftung (0.02%). The network of Hypo Group Alpe Adria currently has around 7,500 employees serving more than 1.3 million consumers. 2. Hypo Group Alpe Adria in Serbia Hypo Group Alpe Adria conducts its business activities in Serbia from 2002, as a part of the Hypo Alpe Adria Bank International AG Klagenfurt, which originally operated only in the territory of Austria. In the past couple of years, the Group began with its dynamic expansion in the international market, which consequently resulted in great success: the Group became one of the most successful financial institutions in the Alps Adriatic region, with approximately 7500 employees and more than 1.3 million clients in twelve countries. When we arrived to the Serbian market, we made a thorough analysis of finance, economy and legal sector, as well as the political situation of the country, based on which we have determined that Serbia will become one of the most important countries in our network. Serbia has enormous potential and we plan to invest in this country in the future and to become one of the leading financial institutions of the country. (Markus Ferstl, former Chairman of the Management Board of the Hypo Alpe Adria Bank a.d. Beograd) Having in mind that Hypo Group Alpe Adria`s strategic business sectors are banking and leasing, the Serbian market was firstly penetrated in the leasing sector. Leasing represents a relatively new form of financing in the Serbian market. Therefore, a leasing company bearing the name Hypo Alpe Adria Leasing d.o.o., was established in 2002, and it gained a leading position from the very beginning of its activities. The company remained the leader till present time with a cumulative market share of 35.19% in all segments of financing. Hypo Alpe Adria Leasing d.o.o. Beograd currently employs 136 people in affiliating offices throughout Serbia, including Belgrade, Novi Sad, Cacak, NiÃ… ¡, Subotica, Sombor, Zrenjanin, Becej, VrÃ… ¡c, Ã…  abac, Kragujevac and KruÃ… ¡evac. Additionally, not long after the establishment of Hypo Alpe Adria Leasing d.o.o. in Serbia, the bank by the name Hypo Alpe Adria Bank a.d. Beograd was founded in 2002. In just eight moths of business operations in Serbia, the newly founded bank achieved a growth rate of 853%, which exceeded all expectations. Hypo Alpe Adria Bank a.d. Beograd is currently one of the top five financial institutions in Serbia, with a market share of 8.55% and first-class and diversified portfolios. Additionally, it employs more than 800 people and has developed a rich business network consisting of affiliates in almost all bigger cities in Serbia, taking into consideration the headquarters of the company located in Belgrade, in the Business Center Usce where the other member companies of the Group are located[2]. Hypo Alpe Adria Securities a.d. Beograd was founded in 2004. The company is ranked among the top five broker companies in the market of shares and of old savings bonds trading. The youngest company of the Group is Hypo Alpe Adria Rent d.o.o. Beograd, which is the first financial institution in Serbia to offer the possibility of operational leasing for the clients. During the present research, special focus will be on the bank and the leasing company operating in within the system of Hypo Alpe Adria Group. 3. Hypo Alpe Adria Bank a.d. Beograd In order to proceed with the research on Hypo Alpe Adria Bank a.d. Beograd, it is necessary to explain the circumstances in which the banking sector in Serbia existed from 1990s till present time. Disintegration and collapse of socialist Yugoslavia in the beginning of the 1990s announced the so-called lost decade, meaning that major structural features and weaknesses of the banking system were preserved or additionally deteriorated and the overall situation became desperate. The main characteristics of 1990s were losses of markets, repeated wars, economic sanctions and international isolation of the country. Mismanagement and pervasive corruption were main factors, which contributed to the degeneration of the economy. After the major hyperinflation, which occurred in 1993 and 1994, 90 % of all bank loans were perceived as bad. Unprofitable and non-performing foreign currency balance sub-balances dominated balance sheets. One of the main priorities in the reform agenda of the new Serbian authorities, which took over in 2000 was bank restructuring. The essence of the strategy was to undertake bank rehabilitation and re-capitalization only in the cases when it was expected that the banks could be viable institutions with good prospects for privatization through sale to strategic investor at a reasonable price and only if it can be implemented with identifiable fiscal resources. In the beginning of 2002, Serbian authorities decided to conduct one of the boldest bank resolution measures undertaken in transition economies: they liquidated four large and deeply insolvent banks, which accounted for 60% of the book value of the sectors asset and for about two thirds of outstanding commercial credit to non financial sector. Furthermore, banking legislation and regulations were improved[3]. After the first major wave of reform, credit institutions have become more attentive in lending money to the real sector which was still very week. The government immediately acted on attracting foreign investors since there was an urgent need for such a thing. Consequently, from the late 2000 to December 2002, National Bank of Yugoslavia (the central bank) issued eight bank licenses, out of which seven were for the foreign owned banks. Internationalization and privatization of the Serbian banking industry continued in 2005. The share of the market accounted for by foreign banks rose to 67.52%. Out of the ten largest banks, seven are foreign. Successful sales of Serbian banks to foreign financial institutions provided a vigorous stimulus to the countrys banking industry. Total assets of all banks in 2005 jumped by 40.4% compared with the previous year, to 9.07 billion euros. Strong increases in lending to private and business customers were the main forces, which were driving growth. Progress was also made in restoring the confidence of domestic savers: total deposits at the end of 2005 amounted to 5 billion euros. Foreign banks which penetrated the Serbian market played an important role in restoring confidence in the sector and have gathered a significant share of new deposits. One of these banks was Hypo Alpe Adria Bank a.d. Beograd. Hypo Alpe-Adria Banks involvement in the Serbian market began in December 2002, when it acquired Depozitno-kreditna banka. The Austrian bank concluded the purchase of 86.6% of the Serbian Depozitno-Kreditna Banka, founded May 22nd 1991, whose registered offices were in Belgrade. At the shareholders meeting held on October 8th 2002, the Banks name was changed to Hypo Alpe-Adria-Bank a.d., the capital increase to EUR 5.5 million was resolved, and the new Supervisory Board was appointed. The headquarters of to Hypo Alpe-Adria-Bank a.d., the member of the Hypo Group (after Austria, Italy, Slovenia, Croatia, Bosnia-Herzegovina and Liechtenstein), are located in the new part of Belgrade New Belgrade. Referring to total assets, Hypo Alpe-Adria-Bank a.d. is Serbias fourth-largest bank with a market share of 6.47 %. Furthermore, approximately 900 employees are currently working for the Bank in a total of forty-one branch offices throughout Serbia. Market share of top five banks in Serbia (Source: National Bank of Serbia available at http://www.nbs.rs/export/internet/latinica/50/50_5.html) After just several months of its operations in Serbia, the Bank has established itself as a recognizable part of the Serbian financial scene. In its first two years of its activities, Hypo concentrated on corporate customers. The Bank has achieved a particular competitive advantage in the corporate sector with its long-term investment lending. Efforts to develop private customer business began in 2004. The specific focus gradually switched to the housing construction market, which was performing excellently. When we arrived to the Serbian market in 2002, we were among the first ones and there had been only six foreign banks operating in the market. We have used that window of opportunity, the situation when there had been few foreign banks present, in order to develop our credit portfolio. In that period, we had the opportunity to finance some of the most successful companies in Serbia, as well as to develop well-balanced portfolio, which we diversified over the years. Special attention was dedicated to retail sector, mostly in the field of house loans. Additionally, we have formed a special unit for financing of small and medium sized enterprises and this has become one of our corporate priorities, having in mind that these companies are often suppliers and partners of the big companies we already cooperate with. Other than that, our focus is on food industry, agriculture, pharmaceutical and chemical industry. (Vladimir Cupic, Chairman of the Management Board of the Hypo Alpe Adria Bank a.d. Beograd) The Bank is organized in the following sectors and departments: Corporate sector Retail sector Sector of financing public enterprises and local community units Treasury sector Investment banking HR department Economic analysis department Sector settlement Market support sector Logistics sector Sector of organization and information technology Legal department Department of business control harmonization Marketing department The research process will only incorporate the sectors, which are relevant for the research question of the thesis. 3.1. Corporate sector From the very beginning of its operations in Serbia, the Bank has established an extremely developed corporate sector, which quickly expanded in the sense of different departments within the sector, as well as the number of employees. The corporate sector of Hypo Alpe Adria Bank quickly achieved competitive advantage in comparison to other banks in Serbia. Various departments are organized within the sector: Credit department Small and medium enterprises (transferred to the Retail sector in 2006) International financing Products and services of the corporate sector are concentrated on the client and its needs, and include the following: Investment loans (loans approved for the purpose of purchase of machines, equipment, land, real estate) Framework loans (exceeding permissible minus on the account, eskont of bills and revolving lines) Documentary operations (guarantees, credits, purchase of receivables and inkaso) Loans for working capital Till 2006 Hypo Alpe Adria Bank mainly focused on long term corporate loans, which were given to the big corporate clients. Since then, it strategically refocused on small and medium sized enterprises and expanded its offer of products. Corporate sector is known for its extremely innovative products and services offered to the clients. The innovation, which was introduced by the Bank in the market of Serbia, is the so-called cross border financing. This type of financing is dedicated to the clients that operate in more than two countries. The financing capital is actually provided from outside Serbia and offered to the clients under much better conditions than the ones, which are present in the Serbian market. Additionally, the Bank provides special guarantees for the clients within the Hypo Group, and in this way supports their business activities in other countries. Furthermore, another product, which is particularly innovative, was introduced in 2004 and it is called the revolving line. By using this product, clients are automatically enabled to use other additional products, according to their needs (dinar and foreign currency loans, working capital loans, guarantees etc.). The revolving line can be used by big corporate clients, as well as small and medium sized enterprises and entrepreneurs. Being a strategic branch of the Serbian economy, agriculture is one of the top priorities of the corporate sector. The Bank has been extremely active in financing agricultural production: individual agricultural manufacturers have the possibility to finance basic and working capital. Cross selling activities refer to the presentation of banks products from other sectors within the Bank. Acquisition of new clients also represents one of the fundamental operations of the corporate sector. It is particularly important since it is the basis of the planned growth of deposits, as the fundamentals for the primary sources. Special attention within the sector is dedicated to project and structural financing, like: financing of projects for the market or long term exploitation, purchase of shares, mergers / acquisitions of companies. 3.2. Human resource (HR) department and relationship towards employees HR department of Hypo Alpe Adria Bank was established in May of 2003 and has developed its activities at a very rapid pace, due to the fact that the number of employees was increasing intensively. In the very beginning of its operations in Serbia, the bank had a total of 27 employees and in just one year the number increased to 323 employees. In 2005, the growth trend continued and the number of the bank staff reached 531 people. Finally, on the closing date, 31 December 2008, Hypo Alpe-Adria-Bank a.d., Beograd had 871 employees. The increase of the number of employees is the result of the extension of the branch office network. Furthermore, additional employees were recruited in the headquarters to cater for the increasing customer demands. Within the initial process of selection and engagement of young experts, 600 potential candidates have been interviewed. Furthermore, database containing more than 1500 biographies of interested candidates was created, which points out to the fact that young people of Serbia are very keen on participating in the creation of modern multinational companies. One of the key priorities of the HR department from the very beginning of its existence was to enable quick integration of new employees into the system. Secondly, the Bank immediately started with the implementation of the Hypo standards, creation of the corporate identity and team atmosphere in the institution. Additionally, a very important strategic goal for the department was to become the source of educational staff, which would be capable of taking on new jobs, initiatives and development. In that sense, many of the employees, who have already acquired standards of the corporation and business modalities, have obtained leading positions within the Bank as the heads of various sectors. As far as the age structure is concerned, majority of employees of the Bank belong to the age group 30 39 years old, as it is shown in the diagram below. Additionally, 47% of all employees have acquired university education, while 33% of employees have secondary education. Activities of HR department are focused in three directions: administration, finance and education. In the area of administration, the department is handling recruitment process and hiring of new people who are competent and can contribute to the environment of the Bank. In the field of finance, the so called time management program is being implemented within the department, referring to the planning of the budget which will be used for the purpose of staff education and various bonus systems realized through completed targets. Having in mind the fact that, contemporary flows of banking operations worldwide demand constant education of the staff in all areas of the business, HR department takes particular notice of education of employees. The department is conducting educational trainings in various forms: motivation trainings, special skills development courses and language courses. This contributes to the raising of the efficiency level of the staff. Educational trainings are organized internally and externally. Some of the most important types of trainings, depending on the sector are: Cross selling courses Microsoft Office Excel seminars Insurance trainings, which enables the participants to obtain the license of the insurance mediator Small and medium sized enterprises trainings Seminars for the sale of pension and investment funds CDO`s and Credit linked trainings Specialist courses MCPD and MCITP Database Administrator for staff in the sector for informational technologies System Oriented Management course 1 and 2 Optional modules Top executive Education Public Finance Basic Training Project management Train the Trainer Project Management for Top Management Cross selling courses for account managers are particularly important for the activities of the Bank, in order to introduce existing clients of the Bank with new products and services. In this way, account managers tend to ensure that the additional product or service is being sold to the client, while at the same time enhancing the value the client gets from the Bank. Moreover, employees have the opportunity of expanding their knowledge in seminars jointly organized in cooperation with relevant public institutions, such as the National bank of Serbia, Association of Banks in Serbia, Serbian Chamber of Commerce, Institute for Business research and other external providers, as well as trainings related to international accounting standards. Having in mind that the Bank operates in twelve countries and that everyday communication involves the use of foreign languages, English courses are provided for all employees, at the expense of the Company. Additionally, certain numbers of employees who occupy the positions, which are directly linked to the headquarters of the Group in Austria, take courses of German language, whose expenses are also borne by the Company. Particularly relevant project of the department was realized in 2008, when the Bank established its internal employee training center. The main goal of the project was to make the best possible use of the existing knowledge and the practical experience of the staff. The center was formed in order to initiate internal transfer of knowledge among employees, information sharing, better communication, which consequently leads to better work performance and improvement of inter-personal relations within the Bank. This modern and completely technically equipped space is intended for internal and in house trainings, seminars and workshops for employees. Additionally, several types of trainings are conducted within the Center: cross selling workshops, Hypo 1 a tool which helps the staff get acquainted about other sectors besides their own, small and medium size enterprises trainings, etc. In just three months after its opening, more than 400 employees have participated in organized trai nings, and in one year more than 900 employees successfully passed over 30 internal educational and development programs of the center, which consequently justified the original expectations set by the management of the Bank. In addition, there is no doubt that one of the key priorities of the Bank is employee satisfaction. HR department in Hypo Bank actively conducts the employee assessment programs, which are incorporated in the employee satisfaction program. Originally, the program was based on yearly interviews of employees and their superiors on the subject of work efficiency and success, through self evaluation done by the employee, and the evaluation obtained from the superior. In order to upgrade the program, in 2007 HR department decided to introduce new actions. One of these actions was employee satisfaction survey. This type of survey is conducted among all employees in the end of every working year, and concentrates on the four most important areas of employee satisfaction: general satisfaction with work and work conditions, communication and interpersonal relations, leadership, bonus systems and career opportunities. Achieved results from the survey serve as the basis for strategy planning for the upcoming years. This is particularly important in order to include the opinion of the staff in the process of future strategy defining and decision making, so that everyone can benefit from it. Furthermore, obtained results were than given to the HR agency Advance Response International that deals with HR issues, and in this way anonymity and objectivity of the research was achieved. At this point, it is necessary to highlight that Hypo Bank has developed cooperation with several human resource agencies for the purpose of various types of train ings: project management, leadership and management, credit and market risk, etc. Asides from the efforts, which are focused on the improvement of communication among employees, inter-personal relations and management, the management of the Bank puts special emphasis on professional development of the middle and top management members. For that purpose, development center operating within the HR department was established in order to assess development necessities of the staff belonging to these levels of management. The center analyses results of interviews, surveys and supervisors suggestions, and consequently creates individual development plan for every employee. Another type of development plan created in the center, is team development plan, which is implemented on the entire teams working in specific sectors. In order to do business well, you need to have products of good quality, but asides from that, you need to have excellent staff. Therefore, we invest a lot in education and training of our employees. For example, in the second quarter of 2006, we realized a special trainee project. We hired motivated young people who had just completed their university education and we enabled them to pass specific trainings throughout the entire Group in two years, in order to get familiar with every aspect of the company business activities. They didnt have trainings only in Serbia; they also visited other Hypo companies abroad. As we often like to say in the Group: our greatest assets are our employees and for that reason we will continue to invest in their internal and external education. (Marija Sutanovac, Head of the HR department of the Hypo Alpe Adria Bank a.d. Beograd). Important point, which should be highlighted in this section, is opportunity for scholarships for university education of employees. Each year Bank supports further education of thirty selected employees and provides funding for their studies. This program represents a special kind of acknowledgement for talented and hard working employees. Furthermore, in cooperation with the Serbian Business Club Privrednik[4], the Bank provides scholarships for ten students, which are not employees of the bank, and in this way shows its support directed to the young people of Serbia. In this way, talented and perspective students have the opportunity to be in touch with the people from the most significant and influential companies in Serbia, and can find employment opportunities upon their graduation asides form their scholarships. 3.3. Marketing department and relationship towards clients Marketing department had a challenging task of providing support to all business activities of the Bank, once it penetrated the Serbian market. The key priority of the department was to create a positive image of the Hypo Bank, as well as to inform the Serbian population about its products and services. Corporate image strategy emphasized values of the bank: its tradition, innovative approach to business, Alps-Adriatic philosophy based on the regional banking client focus, partnership, security, corporate responsibility and independence. The main focus of the department was to create and promote the corporate image, which emphasizes that Hypo Alpe Adria Bank a.d. Beograd takes care of its clients in the same way as it takes care of its employees, and that it is a reliable partner who nurtures the local community in which it exists. The main element of the departments strategy was to create two-way communication with the clients: to reach the clients, and to hear their needs as well. For that purpose, the Bank introduced a special program called clients suggestions. Clients of the Bank have the possibility of sending their suggestions, comments, Hypo Group Alpe Adria Analysis Hypo Group Alpe Adria Analysis 1. General information about Hypo Group Alpe Adria Hypo Group Alpe Adria is an international financial group with more than 380 banking and leasing locations in twelve European countries: Austria, Italy, Slovenia, Croatia, Bosnia-Herzegovina, Serbia, Montenegro, Germany, Hungary, Bulgaria, Macedonia and the Ukraine. The group has a rich historical background. Roots of Hypo Group Alpe Adria date way back in 1896 when the group was founded. Consequently, it has accumulated more than one hundred years of business experience. In the beginning of its activities, it concentrated on financing public institutions and housing construction. Hypo KÃ ¤rnten as it was then known became a universal bank in 1982. In 1988 the Bank took the first step on the road to international expansion by opening a leasing subsidiary in Udine, Italy. It became a public limited company in 1991, and in 1992 Grazer Wechselseitige Versicherung joined the Province of Carinthia as the second shareholder. This marked the beginning of a new era for Hypo Alpe-Adria-Bank. With cross-border activities in twelve countries of the Alps Adriatic region[1], the Hypo Group Alpe Adria has a unique position in the economic area constituted by South Eastern Europe. Its network of branches and offices exists in Austria, Italy and Germany, from Slovenia through Croatia, Bosnia-Herzegovina, Serbia, Montenegro, Macedonia, Hungary, Bulgaria and the Ukraine. Business priorities in the operations of Hypo Group Alpe Adria are the strategic business sectors banking and leasing, with the focus on a common goal: contribution to the prosperity of the Alps Adriatic region and of the people living in it. Hypo Group Alpe Adria is committed to pursuing its goal of becoming the leading commercial bank in the Alps Adriatic region. 1.2. Mission and Strategy The mission of the Group is the following: instead of pursuing global presence as a goal, Hypo Group Alpe Adria is more locally oriented. In the Alps to Adriatic region, with its cross-border markets, it is local market knowledge at a very personal and emotional level, which is crucial. Personal contact with the customers represents the basis of mutual trust for the Group. For this reason the Group sees its relationships as partnerships, which extend far beyond simple money issues. According to the Group, success can only be achieved through human contacts, and it can only be measured in terms of personal relationships, so that partnership at a personal level is the Groups ultimate ideal. Hypo Group Alpe Adria leaves the goal of worldwide presence to the global players. As a leading regional player in the Alps to Adriatic area, it concentrates on the southeastern markets, with the motto banking business is peoples business, confirming its nonnegotiable customer orientation. Respecting differences, growing together and sharing successes with others these are the cornerstones of partnerships with customers on which the business structures of the Group are based. Having in mind that the fundamental strategy of the Group is to achieve growth in the Alps to Adriatic region, Hypo Group Alpe Adria has been pursuing its visionary strategy since 1993 with great success: to establish and develop a strong financial services Group in the Alps to Adriatic region which combines the highly developed Northern Italian, Germany and Austrian business cultures with growth market opportunities in Hungary, Slovenia, Croatia, Bosnia Herzegovina, Serbia, Montenegro, Bulgaria, Macedonia and the Ukraine. As a result, the Group plays a key role in directing funds and economic development to and in the region. Up till now, its successful expansion has given Hypo Group Alpe Adria intensive coverage of the areas, which in coming years will become its home markets. Additionally, long term involvement and commitment are priorities of the Group. Hypo Group Alpe Adria has established itself as a strong and reliable business partner in the Alps to Adriatic region. Its involvement in each country represents a long term commitment, so that businesses operating in any of these countries have the certainty and security they need in order to develop their activities. The Group is actively involved in developing local economies, and consequently, this contributes to the foundations of local prosperity. Furthermore, preserving independence and regional identity is one of the cornerstones of the Groups philosophy. This fact gives customers and business partners the certainty that they are handling their business with a dynamic and internationally minded bank which at the same time is at home in each of the individual regions. Hypo Group Alpe Adria is close to its customers in all the countries it operates in, thanks to its emphasis on independence and un-bureaucratic decentralized structures. 1.4. Regional presence of Hypo Group Alpe Adria It is important to underline that the expansion of Hypo Group Alpe Adria into its core market, the Alps to Adriatic Region, followed gradually. The establishment of the first Austrian bank branch in Vicenza (Italy), under EU law followed with Austrias accession to the EU in 1995. In the same year leasing companies were established in Ljubljana (Slovenia) and Zagreb (Croatia). In the upcoming years further leasing outlets were opened in Slovenia and the expansion of the branch network in Italy and Croatia. In 1997 the number of staff at Hypo Group Alpe Adria went over the barrier of five hundred employees, accompanied by the start of construction of the present Klagenfurt (Austria) headquarters, which was completed in three phases by 2002. By the beginning of the new millennium, Hypo Group Alpe Adria already employed over one thousand people. In the following year it entered the market in Bosnia and Herzegovina. In 2002, Hypo Group Alpe Adrias expansion penetrated into the market of Serbia and Montenegro. The Groups dynamic progress continued in 2003, when it was announced as investor of the year in Bosnia and Herzegovina, opened a leasing branch in Munich (Germany), founded the Biogaspark Alpe Adria and launched tourism initiatives in Carinthia (Austria), starting the Schlosshotel Velden project. Hypo Group Alpe Adria is today active in Austria, Italy, Croatia, Slovenia, Bosnia and Herzegovina, Serbia, Montenegro, Germany, Hungary, Bulgaria, Macedonia and Ukraine. In 2005 it numbered approximately 5000 employees at over 250 locations. The year of 2006 has been extremely important for the Group and it conducted strategically important expenditure decisions. It founded Hypo Alpe Adria Bank a.d. in Podgorica (Montenegro), Hypo Alpe-Adria-Rent d.o.o. in Belgrade (Serbia) and Hypo Alpe-Adria-Leasing OOD in Sofia (Bulgaria). The principal company of Hypo Group Alpe Adria is Hypo Alpe Adria Bank International AG, which has its head office in Klagenfurt (Austria). Its owners are BayernLB (67.08%), the GRAWE group (20.48%), KÃ ¤rntner Landesholding (12.42%) and Hypo Alpe Adria Mitarbeiter Privatstiftung (0.02%). The network of Hypo Group Alpe Adria currently has around 7,500 employees serving more than 1.3 million consumers. 2. Hypo Group Alpe Adria in Serbia Hypo Group Alpe Adria conducts its business activities in Serbia from 2002, as a part of the Hypo Alpe Adria Bank International AG Klagenfurt, which originally operated only in the territory of Austria. In the past couple of years, the Group began with its dynamic expansion in the international market, which consequently resulted in great success: the Group became one of the most successful financial institutions in the Alps Adriatic region, with approximately 7500 employees and more than 1.3 million clients in twelve countries. When we arrived to the Serbian market, we made a thorough analysis of finance, economy and legal sector, as well as the political situation of the country, based on which we have determined that Serbia will become one of the most important countries in our network. Serbia has enormous potential and we plan to invest in this country in the future and to become one of the leading financial institutions of the country. (Markus Ferstl, former Chairman of the Management Board of the Hypo Alpe Adria Bank a.d. Beograd) Having in mind that Hypo Group Alpe Adria`s strategic business sectors are banking and leasing, the Serbian market was firstly penetrated in the leasing sector. Leasing represents a relatively new form of financing in the Serbian market. Therefore, a leasing company bearing the name Hypo Alpe Adria Leasing d.o.o., was established in 2002, and it gained a leading position from the very beginning of its activities. The company remained the leader till present time with a cumulative market share of 35.19% in all segments of financing. Hypo Alpe Adria Leasing d.o.o. Beograd currently employs 136 people in affiliating offices throughout Serbia, including Belgrade, Novi Sad, Cacak, NiÃ… ¡, Subotica, Sombor, Zrenjanin, Becej, VrÃ… ¡c, Ã…  abac, Kragujevac and KruÃ… ¡evac. Additionally, not long after the establishment of Hypo Alpe Adria Leasing d.o.o. in Serbia, the bank by the name Hypo Alpe Adria Bank a.d. Beograd was founded in 2002. In just eight moths of business operations in Serbia, the newly founded bank achieved a growth rate of 853%, which exceeded all expectations. Hypo Alpe Adria Bank a.d. Beograd is currently one of the top five financial institutions in Serbia, with a market share of 8.55% and first-class and diversified portfolios. Additionally, it employs more than 800 people and has developed a rich business network consisting of affiliates in almost all bigger cities in Serbia, taking into consideration the headquarters of the company located in Belgrade, in the Business Center Usce where the other member companies of the Group are located[2]. Hypo Alpe Adria Securities a.d. Beograd was founded in 2004. The company is ranked among the top five broker companies in the market of shares and of old savings bonds trading. The youngest company of the Group is Hypo Alpe Adria Rent d.o.o. Beograd, which is the first financial institution in Serbia to offer the possibility of operational leasing for the clients. During the present research, special focus will be on the bank and the leasing company operating in within the system of Hypo Alpe Adria Group. 3. Hypo Alpe Adria Bank a.d. Beograd In order to proceed with the research on Hypo Alpe Adria Bank a.d. Beograd, it is necessary to explain the circumstances in which the banking sector in Serbia existed from 1990s till present time. Disintegration and collapse of socialist Yugoslavia in the beginning of the 1990s announced the so-called lost decade, meaning that major structural features and weaknesses of the banking system were preserved or additionally deteriorated and the overall situation became desperate. The main characteristics of 1990s were losses of markets, repeated wars, economic sanctions and international isolation of the country. Mismanagement and pervasive corruption were main factors, which contributed to the degeneration of the economy. After the major hyperinflation, which occurred in 1993 and 1994, 90 % of all bank loans were perceived as bad. Unprofitable and non-performing foreign currency balance sub-balances dominated balance sheets. One of the main priorities in the reform agenda of the new Serbian authorities, which took over in 2000 was bank restructuring. The essence of the strategy was to undertake bank rehabilitation and re-capitalization only in the cases when it was expected that the banks could be viable institutions with good prospects for privatization through sale to strategic investor at a reasonable price and only if it can be implemented with identifiable fiscal resources. In the beginning of 2002, Serbian authorities decided to conduct one of the boldest bank resolution measures undertaken in transition economies: they liquidated four large and deeply insolvent banks, which accounted for 60% of the book value of the sectors asset and for about two thirds of outstanding commercial credit to non financial sector. Furthermore, banking legislation and regulations were improved[3]. After the first major wave of reform, credit institutions have become more attentive in lending money to the real sector which was still very week. The government immediately acted on attracting foreign investors since there was an urgent need for such a thing. Consequently, from the late 2000 to December 2002, National Bank of Yugoslavia (the central bank) issued eight bank licenses, out of which seven were for the foreign owned banks. Internationalization and privatization of the Serbian banking industry continued in 2005. The share of the market accounted for by foreign banks rose to 67.52%. Out of the ten largest banks, seven are foreign. Successful sales of Serbian banks to foreign financial institutions provided a vigorous stimulus to the countrys banking industry. Total assets of all banks in 2005 jumped by 40.4% compared with the previous year, to 9.07 billion euros. Strong increases in lending to private and business customers were the main forces, which were driving growth. Progress was also made in restoring the confidence of domestic savers: total deposits at the end of 2005 amounted to 5 billion euros. Foreign banks which penetrated the Serbian market played an important role in restoring confidence in the sector and have gathered a significant share of new deposits. One of these banks was Hypo Alpe Adria Bank a.d. Beograd. Hypo Alpe-Adria Banks involvement in the Serbian market began in December 2002, when it acquired Depozitno-kreditna banka. The Austrian bank concluded the purchase of 86.6% of the Serbian Depozitno-Kreditna Banka, founded May 22nd 1991, whose registered offices were in Belgrade. At the shareholders meeting held on October 8th 2002, the Banks name was changed to Hypo Alpe-Adria-Bank a.d., the capital increase to EUR 5.5 million was resolved, and the new Supervisory Board was appointed. The headquarters of to Hypo Alpe-Adria-Bank a.d., the member of the Hypo Group (after Austria, Italy, Slovenia, Croatia, Bosnia-Herzegovina and Liechtenstein), are located in the new part of Belgrade New Belgrade. Referring to total assets, Hypo Alpe-Adria-Bank a.d. is Serbias fourth-largest bank with a market share of 6.47 %. Furthermore, approximately 900 employees are currently working for the Bank in a total of forty-one branch offices throughout Serbia. Market share of top five banks in Serbia (Source: National Bank of Serbia available at http://www.nbs.rs/export/internet/latinica/50/50_5.html) After just several months of its operations in Serbia, the Bank has established itself as a recognizable part of the Serbian financial scene. In its first two years of its activities, Hypo concentrated on corporate customers. The Bank has achieved a particular competitive advantage in the corporate sector with its long-term investment lending. Efforts to develop private customer business began in 2004. The specific focus gradually switched to the housing construction market, which was performing excellently. When we arrived to the Serbian market in 2002, we were among the first ones and there had been only six foreign banks operating in the market. We have used that window of opportunity, the situation when there had been few foreign banks present, in order to develop our credit portfolio. In that period, we had the opportunity to finance some of the most successful companies in Serbia, as well as to develop well-balanced portfolio, which we diversified over the years. Special attention was dedicated to retail sector, mostly in the field of house loans. Additionally, we have formed a special unit for financing of small and medium sized enterprises and this has become one of our corporate priorities, having in mind that these companies are often suppliers and partners of the big companies we already cooperate with. Other than that, our focus is on food industry, agriculture, pharmaceutical and chemical industry. (Vladimir Cupic, Chairman of the Management Board of the Hypo Alpe Adria Bank a.d. Beograd) The Bank is organized in the following sectors and departments: Corporate sector Retail sector Sector of financing public enterprises and local community units Treasury sector Investment banking HR department Economic analysis department Sector settlement Market support sector Logistics sector Sector of organization and information technology Legal department Department of business control harmonization Marketing department The research process will only incorporate the sectors, which are relevant for the research question of the thesis. 3.1. Corporate sector From the very beginning of its operations in Serbia, the Bank has established an extremely developed corporate sector, which quickly expanded in the sense of different departments within the sector, as well as the number of employees. The corporate sector of Hypo Alpe Adria Bank quickly achieved competitive advantage in comparison to other banks in Serbia. Various departments are organized within the sector: Credit department Small and medium enterprises (transferred to the Retail sector in 2006) International financing Products and services of the corporate sector are concentrated on the client and its needs, and include the following: Investment loans (loans approved for the purpose of purchase of machines, equipment, land, real estate) Framework loans (exceeding permissible minus on the account, eskont of bills and revolving lines) Documentary operations (guarantees, credits, purchase of receivables and inkaso) Loans for working capital Till 2006 Hypo Alpe Adria Bank mainly focused on long term corporate loans, which were given to the big corporate clients. Since then, it strategically refocused on small and medium sized enterprises and expanded its offer of products. Corporate sector is known for its extremely innovative products and services offered to the clients. The innovation, which was introduced by the Bank in the market of Serbia, is the so-called cross border financing. This type of financing is dedicated to the clients that operate in more than two countries. The financing capital is actually provided from outside Serbia and offered to the clients under much better conditions than the ones, which are present in the Serbian market. Additionally, the Bank provides special guarantees for the clients within the Hypo Group, and in this way supports their business activities in other countries. Furthermore, another product, which is particularly innovative, was introduced in 2004 and it is called the revolving line. By using this product, clients are automatically enabled to use other additional products, according to their needs (dinar and foreign currency loans, working capital loans, guarantees etc.). The revolving line can be used by big corporate clients, as well as small and medium sized enterprises and entrepreneurs. Being a strategic branch of the Serbian economy, agriculture is one of the top priorities of the corporate sector. The Bank has been extremely active in financing agricultural production: individual agricultural manufacturers have the possibility to finance basic and working capital. Cross selling activities refer to the presentation of banks products from other sectors within the Bank. Acquisition of new clients also represents one of the fundamental operations of the corporate sector. It is particularly important since it is the basis of the planned growth of deposits, as the fundamentals for the primary sources. Special attention within the sector is dedicated to project and structural financing, like: financing of projects for the market or long term exploitation, purchase of shares, mergers / acquisitions of companies. 3.2. Human resource (HR) department and relationship towards employees HR department of Hypo Alpe Adria Bank was established in May of 2003 and has developed its activities at a very rapid pace, due to the fact that the number of employees was increasing intensively. In the very beginning of its operations in Serbia, the bank had a total of 27 employees and in just one year the number increased to 323 employees. In 2005, the growth trend continued and the number of the bank staff reached 531 people. Finally, on the closing date, 31 December 2008, Hypo Alpe-Adria-Bank a.d., Beograd had 871 employees. The increase of the number of employees is the result of the extension of the branch office network. Furthermore, additional employees were recruited in the headquarters to cater for the increasing customer demands. Within the initial process of selection and engagement of young experts, 600 potential candidates have been interviewed. Furthermore, database containing more than 1500 biographies of interested candidates was created, which points out to the fact that young people of Serbia are very keen on participating in the creation of modern multinational companies. One of the key priorities of the HR department from the very beginning of its existence was to enable quick integration of new employees into the system. Secondly, the Bank immediately started with the implementation of the Hypo standards, creation of the corporate identity and team atmosphere in the institution. Additionally, a very important strategic goal for the department was to become the source of educational staff, which would be capable of taking on new jobs, initiatives and development. In that sense, many of the employees, who have already acquired standards of the corporation and business modalities, have obtained leading positions within the Bank as the heads of various sectors. As far as the age structure is concerned, majority of employees of the Bank belong to the age group 30 39 years old, as it is shown in the diagram below. Additionally, 47% of all employees have acquired university education, while 33% of employees have secondary education. Activities of HR department are focused in three directions: administration, finance and education. In the area of administration, the department is handling recruitment process and hiring of new people who are competent and can contribute to the environment of the Bank. In the field of finance, the so called time management program is being implemented within the department, referring to the planning of the budget which will be used for the purpose of staff education and various bonus systems realized through completed targets. Having in mind the fact that, contemporary flows of banking operations worldwide demand constant education of the staff in all areas of the business, HR department takes particular notice of education of employees. The department is conducting educational trainings in various forms: motivation trainings, special skills development courses and language courses. This contributes to the raising of the efficiency level of the staff. Educational trainings are organized internally and externally. Some of the most important types of trainings, depending on the sector are: Cross selling courses Microsoft Office Excel seminars Insurance trainings, which enables the participants to obtain the license of the insurance mediator Small and medium sized enterprises trainings Seminars for the sale of pension and investment funds CDO`s and Credit linked trainings Specialist courses MCPD and MCITP Database Administrator for staff in the sector for informational technologies System Oriented Management course 1 and 2 Optional modules Top executive Education Public Finance Basic Training Project management Train the Trainer Project Management for Top Management Cross selling courses for account managers are particularly important for the activities of the Bank, in order to introduce existing clients of the Bank with new products and services. In this way, account managers tend to ensure that the additional product or service is being sold to the client, while at the same time enhancing the value the client gets from the Bank. Moreover, employees have the opportunity of expanding their knowledge in seminars jointly organized in cooperation with relevant public institutions, such as the National bank of Serbia, Association of Banks in Serbia, Serbian Chamber of Commerce, Institute for Business research and other external providers, as well as trainings related to international accounting standards. Having in mind that the Bank operates in twelve countries and that everyday communication involves the use of foreign languages, English courses are provided for all employees, at the expense of the Company. Additionally, certain numbers of employees who occupy the positions, which are directly linked to the headquarters of the Group in Austria, take courses of German language, whose expenses are also borne by the Company. Particularly relevant project of the department was realized in 2008, when the Bank established its internal employee training center. The main goal of the project was to make the best possible use of the existing knowledge and the practical experience of the staff. The center was formed in order to initiate internal transfer of knowledge among employees, information sharing, better communication, which consequently leads to better work performance and improvement of inter-personal relations within the Bank. This modern and completely technically equipped space is intended for internal and in house trainings, seminars and workshops for employees. Additionally, several types of trainings are conducted within the Center: cross selling workshops, Hypo 1 a tool which helps the staff get acquainted about other sectors besides their own, small and medium size enterprises trainings, etc. In just three months after its opening, more than 400 employees have participated in organized trai nings, and in one year more than 900 employees successfully passed over 30 internal educational and development programs of the center, which consequently justified the original expectations set by the management of the Bank. In addition, there is no doubt that one of the key priorities of the Bank is employee satisfaction. HR department in Hypo Bank actively conducts the employee assessment programs, which are incorporated in the employee satisfaction program. Originally, the program was based on yearly interviews of employees and their superiors on the subject of work efficiency and success, through self evaluation done by the employee, and the evaluation obtained from the superior. In order to upgrade the program, in 2007 HR department decided to introduce new actions. One of these actions was employee satisfaction survey. This type of survey is conducted among all employees in the end of every working year, and concentrates on the four most important areas of employee satisfaction: general satisfaction with work and work conditions, communication and interpersonal relations, leadership, bonus systems and career opportunities. Achieved results from the survey serve as the basis for strategy planning for the upcoming years. This is particularly important in order to include the opinion of the staff in the process of future strategy defining and decision making, so that everyone can benefit from it. Furthermore, obtained results were than given to the HR agency Advance Response International that deals with HR issues, and in this way anonymity and objectivity of the research was achieved. At this point, it is necessary to highlight that Hypo Bank has developed cooperation with several human resource agencies for the purpose of various types of train ings: project management, leadership and management, credit and market risk, etc. Asides from the efforts, which are focused on the improvement of communication among employees, inter-personal relations and management, the management of the Bank puts special emphasis on professional development of the middle and top management members. For that purpose, development center operating within the HR department was established in order to assess development necessities of the staff belonging to these levels of management. The center analyses results of interviews, surveys and supervisors suggestions, and consequently creates individual development plan for every employee. Another type of development plan created in the center, is team development plan, which is implemented on the entire teams working in specific sectors. In order to do business well, you need to have products of good quality, but asides from that, you need to have excellent staff. Therefore, we invest a lot in education and training of our employees. For example, in the second quarter of 2006, we realized a special trainee project. We hired motivated young people who had just completed their university education and we enabled them to pass specific trainings throughout the entire Group in two years, in order to get familiar with every aspect of the company business activities. They didnt have trainings only in Serbia; they also visited other Hypo companies abroad. As we often like to say in the Group: our greatest assets are our employees and for that reason we will continue to invest in their internal and external education. (Marija Sutanovac, Head of the HR department of the Hypo Alpe Adria Bank a.d. Beograd). Important point, which should be highlighted in this section, is opportunity for scholarships for university education of employees. Each year Bank supports further education of thirty selected employees and provides funding for their studies. This program represents a special kind of acknowledgement for talented and hard working employees. Furthermore, in cooperation with the Serbian Business Club Privrednik[4], the Bank provides scholarships for ten students, which are not employees of the bank, and in this way shows its support directed to the young people of Serbia. In this way, talented and perspective students have the opportunity to be in touch with the people from the most significant and influential companies in Serbia, and can find employment opportunities upon their graduation asides form their scholarships. 3.3. Marketing department and relationship towards clients Marketing department had a challenging task of providing support to all business activities of the Bank, once it penetrated the Serbian market. The key priority of the department was to create a positive image of the Hypo Bank, as well as to inform the Serbian population about its products and services. Corporate image strategy emphasized values of the bank: its tradition, innovative approach to business, Alps-Adriatic philosophy based on the regional banking client focus, partnership, security, corporate responsibility and independence. The main focus of the department was to create and promote the corporate image, which emphasizes that Hypo Alpe Adria Bank a.d. Beograd takes care of its clients in the same way as it takes care of its employees, and that it is a reliable partner who nurtures the local community in which it exists. The main element of the departments strategy was to create two-way communication with the clients: to reach the clients, and to hear their needs as well. For that purpose, the Bank introduced a special program called clients suggestions. Clients of the Bank have the possibility of sending their suggestions, comments,