Proverbs in Things Fall Apart

Proverbs are wise sayings that address the heart of the discourse in any given context, truthfully and objectively. In Africa and in Nigerian cultures especially, they are considered the reliable horses, which convey meanings to their destinations or hearts of the listeners. This study investigates aspects of the meaning of proverbs in the work of a Nigerian author, Achebe’s Things Fall Apart. It is contended that meanings of Nigerian proverbs can be worked out within the semantic, referential, ideational, stimulus-response, realist and contextual theories. Types of meaning and proverbs are addressed and situated within the two works. It is advanced that proverbs play significant roles in clarifying, exemplifying, underscoring and influencing communication . With the broadly analyzed proverbs, the study attempts to further demonstrate the vitality of semantics and pragmatics in negotiating meaning especially in a second language context. Proverbs are common features of conversational eloquence in many African cultures, especially in Nigeria. Such â€Å"wise sayings† are usually acquired and learnt from listening to the elders’ talk. Given the vintage position that the elders occupy in various African traditions as the human repository of communal or primordial wisdom, they are the masters of eloquence, rhetoric and meaning. They are the ones who know how to impregnate short expressions with vast meanings, implicating the proverb, â€Å"it is the elder’s mouth that determines a ripe kola nut†. Several definitions of the term â€Å"proverb† abound in literature. The central idea in the definitions is that a proverb is â€Å"an adage, saying, maxim, precept, saw or any synonym of such that expresses conventional truth†. From Things Fall Apart The sun will shine on those who stand before it shines on those who kneel under them p. 6 Theory: Referential Type: Denotative/Connotative Analysis: The proverb makes reference to a cosmic body, the sun, with a view to evoking its sense – that those who strive and work (by remaining standing) will benefit from the fruit of their work before those who depend on them (by kneeling or deriving succor from them). While the inference of discouraging dependency can be made, the message is mainly that those who do not face the challenges of life and work assiduously defying sunshine should satisfy themselves with the crumbs that fall from the table of the hardworking ones. The proverb discourages laziness and implies the need for everyone to be hard-working. If a child washed his hands, he could eat with kings. p. 6 Theory: Realist Types: Denotative, thematic Analysis: The proverb portrays the honor and dignity attributed to cleanliness and responsibility. It thematizes hands washing, a good character training and hygienic way of eating as a sine qua non to honor. We infer that if a person does the right thing at the right time, as the proverb entails good fortune, honor, reverence, esteem and credit will be his, just like eating together with kings. The pragmatic understanding of how really high the Nigerians rate their traditional rulers provides a further clue to the semantic import of the proverb. 3 When the moon is shining, the cripple becomes hungry for a walk. p. 9. Theory: Referential Types: Collocative, Stylistic Analysis: Reference is made to another cosmic body, the moon, in this proverb, as â€Å"shining† collocates with â€Å"the moon† and â€Å"cripple† collocates metaphorically with â€Å"walk†. The sense of the proverb lies in the cause-effect theory that if motivation is given, action arises. In essence, night is conventionally taken as a period of rest but in a situation where there is moon-light, not only the able-bodied feels the need to walk or work in the night but even the cripple does. Night is implied and not stated for stylistic purposes while â€Å"hungry†, a marked word that ordinarily does not apply to â€Å"walk†, is also used for stylistic effect. The underlining message is that a good cause or motivation occasions a good effect or line of action. 4 A man who pays respect to the great paves the way for his own greatness p. 14. Theory: Stimulus-Response Types: Denotative, Affective. Analysis: There is a tact advice almost coinciding with the English proverb, â€Å"one good turn deserves another† here. If a person accords honor or reverence to the successful ones, it is likely that he is also going to be successful. In other words, the sense of the proverb is that a person who helps another man helps himself indirectly as he gets familiar with what that man engages in – and this will ultimately lead him also to greatness, directly or indirectly. 5 A toad does not run in the daytime for nothing. 15 Theory: Ideational Types: Denotative/Stylistic Analysis: The proverb tasks our mental conception or general knowledge of the toad as a nocturnal animal. If such an animal therefore does â€Å"run† (a lexical item preferred by the author for metaphorical or stylistic effect, against the normal collocative word, â€Å"jump†) in the day, there must be something amiss. The sense of the proverb is that there is a cause for anything strange that happens; there must be a reason, at least â€Å"no smoke without fire†. A toad running in daytime is probably pursuing something or certainly something is pursuing it. It has to do with the â€Å"cause-effect† relationship. An old woman is always uneasy when dry bones are mentioned in a proverb. p. 15 Theory: Stimulus – Response Types: Denotative/Thematic Analysis: This proverb also exhibits â€Å"causes-effect† relationship as it thematises the old woman. It means that people who have negative features feel disturbed when such features are being highlighted. There is the effect or response of uneasiness with reference to the dry bones because an old woman whose dry bones are signs of impending death is always scared of death. The sense of the proverb, essentially, is that conscience worries people of negative attributes even when they are not addressed but their excesses (so to say) are being condemned. The lizard that jumped from the high Iroko tree to the ground said he would praise himself if no one else did. p. 16. Theory: Referential Types: Denotative/Connotative Analysis: The proverb elicits the self-contentment and joy of good work. A good work, we can infer, is itself commendable whether people appreciate it or not. Reference is made to the lizard which nods after any activity it engages in, implicating its self-praise. The animal is personified for poetic effect. The English equivalent of â€Å"if you don’t blow your trumpet, nobody will blow it for you† may further illustrate the sense of the proverb – that if you do not appreciate your worth and dignify yourself, people may not bother to do it for you. Eneke the bird says since men have learnt to shoot without missing, he has learnt to fly without perching. . 16. Theory: Referential Types: Denotative/Connotative Analysis: Like the previous proverb, this proverb derives its message from folklore, in which human attributes are given to animals/non-human creatures. The meaning is both literal and figurative as well as multi-dimensional in scope. Changing situations give birth to innovations. If students, for example, develop novel means of cheating in the examinations, referentially, the authorities also devise ipso facto, new strategies of apprehending or detecting the cheats. When a man says yes, his Chi says yes also. p. 9 Theory: Ideational Types: Denotative/Connotative. Analysis: The proverb aptly sums up the essence of determination and strong will, within one’s psychological context. Reference to chi, a person’s personal god in Igbo culture, is of connotative import. The message interpreted is that man must always take decisive decisions for himself and resolve to do whatever he tasks himself to do for that will always be the will of his supposed â€Å"god†. A possible English equivalent is that â€Å"heavens help those who help themselves†, and as such, man should always be responsible for all his actions. A chick that will grow into a cock can be spotted the very day it hatches. p. 46 Theory: Realist Types: Denotative/Connotative. Analysis: The proverb explores the logical sequence of things/ phenomena: that a general analysis can be made from specific traits. In the real world, from the initial stage, from countenance and appearance, one is able to identify the good, the bad and the ugly. The reference to the chick in our psyche is illustrative: the chick that will not live long will probably look frail and sickly, right from the day it is hatched. Our actions, at particular times, are indices of our character, the proverb tells us. A child’s finger is not scalded by a piece of hot yam which its mother puts into its palm. p. 47 Theory: Contextual Types: Denotive/Collocative Analysis: Given the contextual/pragmatic knowledge of a mother’s love for her child especially in the Nigerian cultures, it is implied that whatever she does, even if such superficially appears harmful, will be of benefit to the child. This is because it is presupposed that nobody loves a child better than his/her mother. Thus, the sense of the proverb, which for effect parades â€Å"child/mother†, â€Å"finger/palm†, â€Å"a piece of hot yam† etc collocates, is that love bears no harm. If there is love, there is no need for reservation in taking a beloved’s piece of advice, whether one considers it good or not, because a beloved person will not recommend a harmful antidote for whom he loves. 12 If one finger brought oil, it soiled the others. p. 87. Theory: Ideational Types: Denotative/Connotative/Stylistic Analysis: The proverb underlines the concept of collective responsibility: what one does implicates the involvement of the others. With tact reference to our knowledge or ideas of the world, if a finger is dipped into the oil, other fingers get smeared alongside since they are together. In other words, a shameful act by a person brings shame, odium and opprobrium to him and by extension, to his family and community. Stylistic considerations impinge on the choice of â€Å"brought† and â€Å"soiled† from the existing alternatives – which could further communicate the same idea. A child cannot pay for its mother’s milk. p. 117 Theory: Realist Types: Connotative/Collocative. Analysis: This proverb anchors an axiomatic fact: certain things are unquantifiable or priceless. No matter how much the child gives the mother later in life, such is not worth her milk, given the child at infancy. By extension, kindness, love (and such virtues) cannot be fully reciprocated, as they are inestimably valuable. Collocates like â€Å"child, mother, milk† enhance the sense of the meaning. An animal rubs its aching flank against a tree, a man asks his kinsman to scratch him p. 17. Theory: Realist/Stimulus-Response Types: Connotative/Stylistic. Analysis: By drawing our attention to the real world of human-animal behavioral patterns, the proverb draws a line between a human being and an animal. The proverb is suggestive of the social nature of man, and the fact that â€Å"no man is an Island†. The proverb suggests that it is love that distinguishes men from a nimals. People who do not seek their fellow human beings’ help when in danger or difficulty are therefore animalistic. Marked word patterns like â€Å"aching†, â€Å"flank†, â€Å"kinsman†, â€Å"rubs†, â€Å"scratch†, that one would ordinarily prefer other words for, are used for stylistic purposes, engendering the connotative, figurative sense. Living fire begets cold, impotent ash. p. 118 Theory: Ideational Types: Connotative/Stylistic Analysis: The sense engendered by this epigrammatic statement is the vanity of arrogance. By creating the image/idea of fire in our mind, we are implicitly told that fire flares up in pride but its consequence is cold, impotent ash. The connotative meanings of â€Å"cold† and â€Å"impotent† are quite essential and their stylistic association with ash lends credence to the force of the meaning. Both fire and â€Å"ash† conjure in us human qualities – the fire gives birth to a cold and impotent child in ash. The sense of the proverb or its message is that people should be good and level-headed when they are opportune (to be in a position) or alive; for, when they lose such position and die, they become useless and unwanted – subsequently becoming objects of public disdain.

John Deere and Company Essay

Complex Parts, Inc. has been a supplier of specialized parts to Deere & Company for the past 10 years, with annual sales of $3. 5 million. Over the past year the supplier has fallen behind in its ability to satisfy the guidelines outlined in Deere’s Achieving Excellence Program (AEP), a supplier evaluation process that promotes communication, trust, cooperation, and continuous improvement. Due to this decline, one of Deere’s supplier evaluation teams, consisting of four employees, has to make a quick recommendation about the future relationship between Deere & Complex Parts. The Achieving Excellence Program (AEP) evaluates, on a yearly basis, key parts of how a supplier is performing. It focuses on five key areas: quality, delivery, cost management, wavelength and technical support. The program classifies each supplier, from best to worst, as either Partner, Key, Approved or Conditional. AEP effectively assesses the supplier’s commitment to its relationship with Deere in such areas as enhancing communication, lowering costs, and improving design. The biggest drawback to the AEP is that it does not consider the full history of the supplier’s relationship to the company. The evaluation only focuses on the past year and not the historical highs and lows of productivity. The program also does not take into account the current economic conditions and how the market is performing. It examines what the supplier is doing to increase profits for Deere, but does not explore what Deere could be doing to help the supplier, beyond training, plaques and honors. The Achieving Excellence Program is an ideal way to analyze how a supplier is functioning, but it would be beneficial to include an assessment of how or what Deere & Company could do to aid the supplier. Historical information of how the supplier has performed, its current financial situation and the current market state or trends should all be considered as part of the appraisal of a supplier. Using the AEP evaluation, it is difficult to determine how Complex Parts has performed over the past year. While the supplier has done extremely well, it has also done very poorly, resulting in an adequate performance. Overall, the supplier has performed well, achieving a quality rating of 666 and a delivery rating of 8650, both well below the ideal for a Partner classification. Unfortunately, the past quarter showed a sharp drop in Complex Parts’ performance, achieving a delivery rating of 155,000, higher than the ideal rating for a Conditional supplier. Looking closer at other areas of the AEP, Complex Parts received a tepid score with both positive and negative aspects in all categories. The supplier was great at following through on suggestions for quality improvement and was very proactive, but had little plans for cost reductions or how to eliminate problems resulting in late deliveries. The company took an active role in keeping up with required specification changes, but did not return phone calls to the customer service group and cost Deere tremendously with weekly expedited deliveries. Complex Parts excellently internalized the Deere Quality Plan elements, took a lead role in getting the elements implemented, and improved quality performance over the past year, but did fall behind in employing the plan in its new facility, now 5 months into operation. Finally, Complex Parts’ R&D department was very impressive with several suggestions resulting in new product programs, but the supplied parts did not meet cost targets which reduced Deere’s projected profits, and new parts quotes were not being received in a timely fashion. Using the information received from the AEP evaluation, Complex Parts should be classified as a Key supplier. While there are many troubling areas, the exceptional performance in most areas of the AEP cannot be ignored. The supplier should not retain its Partner status, but it should be recognized as an important supply chain member. There are two main courses of action that the evaluation team can consider in regards to Complex Parts. The supplier can be downgraded to a Key or an Approved supplier or it can retain its current classification as Partner with a re-evaluation in six-months. Due to the low aspects in every category within the AEP assessment, Complex Parts should be downgraded to a Key or an Approved supplier. The company was given a performance summary every quarter and should not be surprised that its classification has dropped. The best alternative course of action would be to allow the company to keep its Partner rank with the provision that it will be re-evaluated in six months to determine the future of the relationship. Included in each alternative should also be the appraisal of the other two possible suppliers. Each company should receive an in-depth evaluation and classification for comparison with Complex Parts. There are both short-term and long-term implications to these recommendations that should also be considered before making a decision. In the short-term, Complex Parts would be rewarded for its high performance, but would recognize the need for improvement. The supplier would either enhance its troubled areas or it would risk being downgraded or replaced. Deere & Company stands to lose revenues due to increased costs in the short-term if the supplier does not quickly improve its performance. In the long-term, Deere & Company would show that the AEP is taken seriously and that long-term supplier relationships are a true goal of the company. It would also prove how dedicated the company is to achieving excellence and how continued improvement is a vital part of the company’s goals. While Complex Parts is currently a Partner supplier to Deere & Company, its future rests in the hands of the supplier evaluation team. Complex Parts has performed adequately over the past year, but falling aspects indicate that the company may not be able to live up to expectations in the coming year. With an assessment of other possible suppliers and by allowing Complex Parts to retain their supplier classification with an interim evaluation in six months to determine their fate, they will either increase performance or risk demotion. Deere & Company strives to develop long-term relationships with its suppliers and a quick decision based on only a year’s worth of data, and more specifically a low-performing quarter, would be detrimental to the company’s goals. More information needs to be included in the evaluation in order to gain the full picture of how the supplier is operating. With this additional information, Deere & Company will be able to fulfill its goal of a better supplier relationship.

Inspector Calls Essay

Imagine tasks – you must use language that shows the character and reflect the character’s perspective at the time. Try to pin point where in the text you are being asked to comment on. Try to explain your responses in as much detail as possible and try to comment on the effect of specific words on the reader / audience. Don’t forget to comment on stage directions, body language and reported clauses wherever possible. Timing and planning. Do both please (plan points, find quotes, consider paragraphing for all longer tasks) Summary Act 1- The Birlings have just finished a dinner celebrating Sheila’s engagement to Gerald Croft, (the son of one of Arthur Birling’s business rivals). Arthur Birling makes a speech giving his views on the world and then Gerald, Birling and Eric have a chat about current affairs. Their evening is interrupted by the Inspector, who tells them that a young woman (Eva Smith) has died at the Infirmary after swallowing disinfectant. Arthur is the first to be interrogated and he admits that he sacked Eva as punishment for he having been on strike. Arthur Birling’s ruthless business sense is clear here as he fails to see he has done anything wrong and that his sole duty is to â€Å"keep labour costs down†. The Inspector says that it is not just Arthur who is responsible for Eva and begins to interrogate Sheila  who recalls having a shop girl sacked from Milwards department store. She is horrified and embarrassed that her vanity and jealousy contributed to the girl’s death. The Inspector mentions that after this, Eva changed her name to Daisy Renton, which shocks Gerald. He admits to Sheila that he too knew the girl and she guesses that he had an affair. Act 2- Gerald explains how he came across ‘Daisy’ and helped her out, giving her money and accommodation. He had an affair with her, which he ended after the summer. Sheila gives her ring back to Gerald, but says she respects his honesty. He leaves for a walk. The Inspector then begins to question Mrs Birling, who runs the Brumley Women’s Charity Organisation for women in distress. He reminds her of a meeting she chaired two weeks previous. She recalls that she used her influence to refuse assistance to ‘Eva’, who came giving the name â€Å"Mrs Birling† and was pregnant. ‘Eva’ said that the father was from a higher class and a drinker who had offered her marriage, which she had refused, feeling him too immature. She also said that he had offered her stolen money. Mrs Birling is adamant that she did the right thing and is not responsible for Eva’s death and that the man who got her pregnant is. Sheila realises it is Eric and tries to silence her mother but it is too late. Act 3- Eric explains how he met Sheila in a bar and slept with her. He continued to sleep with her, even though he admits that he â€Å"wasn’t in love with her or anything.† He says that she refused to marry him when she found out she was pregnant and she treated him â€Å"as if (he) were a kid.† He stole money from his father’s office and when she found out, she refused to see him. Sheila tells Eric that their mother turned ‘Eva’ away and Eric accuses her of â€Å"killing them both†. The Inspector makes a speech about their shared responsibility for ‘Eva’s’ death and Arthur Birling offers â€Å"thousands† of pounds to atone for the family. The Inspector leaves. The Birlings bicker amongst themselves and Mrs Birling and Arthur begin to question whether he was a real Inspector. Gerald returns with the news that the Inspector wasn’t really an Inspector and rings the hospital that report that no girl has been admitted. Arthur is relieved that it was a â€Å"hoax† but Eric and Sheila see  that it changes nothing. The play ends with Arthur Birling answering a telephone call. It says that a girl has been rushed to hospital after swallowing disinfectant and an Inspector is coming round to talk to them. Key Quotes Setting â€Å"large suburban house†, â€Å"heavily comfortable, but not cosy or homelike† The maid is removing â€Å"champagne glasses, dessert plates† and replacing them with â€Å"decanter of port, cigar box and cigarettes† They are all dressed in â€Å"evening dress of the period† Arthur Birling â€Å"rather portentous†, â€Å"rather provincial in his speech† To Gerald: â€Å"You’re just the kind of son in law I wanted. Your father and | have been friendly rivals in business for some time..† â€Å"I’m talking as a hard headed, practical man of business. And I say there isn’t a chance of war.† On the Titanic: â€Å"absolutely unsinkable† â€Å"There’s a fair chance I might find my way onto the next Honours List.† â€Å"a man has to make his own way – has to look after himself† â€Å"The way some of these cranks talk and write now, you’d think everybody has to took after everybody else†¦. Community and all that nonsense† â€Å"I can’t accept any responsibility† â€Å"It’s my duty to keep labour costs down† On sacking Eva: â€Å"She had a lot to say – far too much – so she had to go† â€Å"If you don’t come down sharply on some of these people, they’d soon be asking for the earth† â€Å"I was quite justified† â€Å"The press might easily take it up† â€Å"Most of this is bound to come out. There will be a public scandal.† Mrs (Sybil) Birling â€Å"a rather cold woman and her husband’s social superior† â€Å"I don’t suppose for a moment we can understand why that girl committed suicide. Girls of that  class – â€Å" â€Å"I did nothing I’m ashamed of. I consider I did my duty† â€Å"I accept no blame at all† Sheila Birling â€Å"pretty†, â€Å"very pleased with life and rather excited† On getting Eva sacked: â€Å" I felt rotten about it at the time, and now I feel a lot worse† To Gerald about the Inspector: â€Å"Why – you fool – he knows. O f couse he knows. And I hate to think how much he knows that we don’t know yet.† â€Å"I know I’m to blame – and I’m desperately sorry† â€Å"We really must stop these silly pretences†. â€Å"He (the Inspector) is giving us the rope, so that we hang ourselves.† (Sarcastically, to Gerald about Eva) â€Å"You were the wonderful fairy prince. You must have adored it Gerald† On Gerald’s confession: â€Å"In some odd way, I rather respect you more than I’ve ever done before†¦.You and I aren’t the same people who sat down to dinner here.† To her father: â€Å"I remember what he said, how he looked and what it made me feel. Fire and blood and anguish. And it frightens me the way you talk and I can’t listen to any more of it.† Eric Birling â€Å"not quite at ease, half shy, half assertive† On Arthur sacking Eva â€Å"I call it tough luck† On the night he met Eva: â€Å"I’m not very clear about it, but afterwards she told me she didn’t want me to go in, but that – well, I was in that state where a chap easily turns nasty – and I threatened to make a row.† â€Å"I wasn’t in love with her or anything. But she was pretty, and a good sport.† â€Å"I hate these fat old tarts I see around the town. The ones I see your (Birling’s) respectable friends with.† â€Å"In a way, she treated me like a kid.† (To Birling): â€Å"You’re not the kind of father a chap could go to when he’s in trouble.† Gerald Croft â€Å"attractive†, â€Å"rather too manly to be a dandy but very much the easy, well bred young man-about-town† (On Eva) â€Å"She was pretty and warm hearted – and  intensely grateful† Inspector Goole â€Å"creates at once an impression of massiveness, solidity and purposefulness† â€Å"speaks carefully, weightily and looks hard at the person he addresses before actually speaking† â€Å"What happened to her then may have determined what happened to her afterwards, and what happened to her afterwards may have driven her to suicide. A chain of events.† Looking at the dead body: â€Å"A nice promising life there, I thought, and a nasty mess somebody’s made of it† â€Å"One line of enquiry at a time† (Gerald: â€Å"we’re respectable citizens, not criminals† Inspector: â€Å"Sometimes there isn’t as much difference as you think. Often ,if it was left to me, I wouldn’t know where to draw the line.† â€Å"You see, we have to share something. And if there’s nothing else, we have to share our guilt.† â€Å"Public men, Mr Birling, have responsibilities as well as privileges.† â€Å"this girl killed herself, and died a horrible death. But each of you helped kill her. Remember that. Never forget it.† â€Å"But remember this. One Eva Smith has gone – but there are millions and millions and millions of Eva Smiths and John Smiths still left with us, with their lives, their hopes and fears, their suffering and chance of happiness, all entwined with our lives. We don’t live alone. We are members of one body. We are responsible for each other. And I tell you that the time will soon come when, if men will not learn, then they will be taught it in fire and blood and anguish.† Background / Cultural Context John Priestley was born in Bradford born in 1894 and died in 1984. He served as a soldier in WW1 and was a socialist – he believed that the British ‘community’ (people living together) should not be dominated by the rich and powerful (capitalists) Priestley wanted the poor to have a stronger place within the community The play is set before the war. Themes Social responsibility / community / accountability Family / Deception (lies) / Guilt / Abuse of power / Rich vs poor Responsibility Sin and morality Possible questions / Revision tasks 1What impression of the Birling family does the writer want the audience to have in the opening scene? 2 â€Å"We don’t live alone. We are members of one body. We are responsible for each other.† In Act 1, how does the writer try to get this message across to the audience? 3. How is the theme of social awareness explored through different characters? 4. How does Sheila’s reaction to key events create tension in the play? 5. To what extent do you feel sympathy towards Mrs Birling? 6. To what extent do you feel sympathy for Eric? 7. What do you think is the importance of Eva Smith to the play as a whole? 8. You are Inspector Goole before your visit to the Birlings. You write in your notebook: what you plan to do during the visit; why you are doing it; and what you expect to happen. 9. How does the presentation of Arthur Birling, before the arrival of the Inspector, add to the dramatic impact of the whole play? 10. You are Sheila and you have kept a diary. Write two of the entries – one  for the day when you got Eva Smith sacked from Milwards, and one for the night on which the play takes place. 11. What changes occur in the relationship between Sheila and Gerald? 12. Describe the way in which the Birling family begin to believe that the Inspector is not a genuine policeman. 13. The action of the play takes place on just one evening, and in just one room of the Birling house. What do you think the play gains, or loses, as a result? 14. Explore the theme of deception in the play? 15. How is the idea of sin explored in the play? 16. Is An inspector Calls a play about morality? 17. ‘In the play, it becomes clear that the responsibility is shared amongst the characters.’ How far do you agree with this statement? 18. â€Å"By the end of the play, lessons have been learnt.† Explore this statement in regards to the play. 19. Discuss the role of Inspector Goole in the play. 20. â€Å"The responsibility lies with the older generation.† Discuss.

How native american were treated Personal Statement

How native american were treated - Personal Statement Example Native America contracted epidemics diseases brought by the European, got displaced, enslavement and high rates of intermarriages (Stannard, 1993). An Indian Holocaust is a term used by the American Indians to describe the mass destruction of the Indian population following the European colonization. On other hand, genocide means the killing of a particular people or tribe. It is also described as an intentional and systematic termination of national or ethnic group. Genocide is not a new phenomenon as the American Indians experienced it when colonialists burnt down their villages and shot all people including women and children. There were many aspects of genocide that was implemented by the Native Americans. The list of genocidal guidelines includes biological welfare, mass-execution, Incarceration, prevention of religious practices and incarceration among others. Mass-execution started when Columbus arrived as the forty-eight neighboring states of America were in excess by twelve million. Columbus came to implement mass execution and slavery. Three years later, approximately five million people were dead as a result of the m ass execution and slavery. Spanish colonizers were harsh to children who attempted to run as they could cut off their legs (Stannard, 1993). They could also pour boiling soap on people who tried to resist their commands. This torture was an awful thing to do to a fellow human being. Despite the departure of Christopher Columbus, many countries celebrated the day that he arrived in America. However, this holiday has been widely opposed. This holiday is not common as people argue that he was cruel to the natives when he arrived in America. The day should not be eminent as it brings back memories of tears. The Spanish government conducted a census, and they found out that only 200 indigenous people were

The Power of Branding Essay Example | Topics and Well Written Essays - 2250 words

The Power of Branding - Essay Example The researcher of this essay discusses the topic of branding and uses Nokia brand for example. He states that Nokia's brand is now the 11th powerful brand in the world, and some marketing specialist have somewhat sarcastically recommended that maybe Finland should try to somehow link up with the brand name of Nokia to improve the brand name of the country of Finland. Nokia was able to achieve with strong marketing strategies, which is evolving even now. The key strategy Nokia incorporated while designing its models is that they should pay attention to even the finest details, which could enhance the ease of use for the customer as well as enhance customizable preferences. The other strategy was to introduce phones which could also be a style accessory. â€Å"The insight that the handset could be a stylish fashion accessory, rather than merely a communication tool, allowed Nokia to lead the trends and direction of the entire handset.† The researcher states that this strong mark eting strategy to come up with products that suits customer’s preferences and importantly giving new perspectives and purposes to the customers with new designs, only enabled Nokia to leapfrog over its competitors. This is in direct contrast to Ericsson and Motorola, that not taking quick strides while moving from analog to digital phones, Nokia became leader in the handset market by 1998 itself. The researcher then concluds that now, with its superior marketing strategies and a strong and powerful brand, Nokia is able to sustain that position.

Advice Paper Essay Example | Topics and Well Written Essays - 1250 words

Advice Paper - Essay Example Do not leave anything out of the story. From your letter it sounds as if the whole thing was just a product of old memories surfacing. Explain this to Josh and let him know that you still want to be with him, not anybody else. Most importantly do no ever conceal anything from him again. His trust in you is already shaky; you do not want to damage it anymore, either by your actions or inactions. I understand it will be hard for you and Josh to discuss your affair but it needs to be done if you hope to save your relationship at all. Infidelity in relationships has been happening as long as men and women have been involved in committed relationships. According to Metts, Roscoe, Cavanaugh, and Kennedy, and Jones and Burdette two of the main types of betrayal are: infidelity, physical and emotional, and lying. Sexual infidelity comprises not only the act of sexual intercourse itself but also making out with someone else. Hansen reported that 70.9% of men and 57.4% of women admitted to some type of sexual activity with someone other than their partner. Gordon, Baucom, and Snyder stated that "infidelity is an interpersonally traumatic event for the couple and can be disruptive to their ability to function and interact with each other". Reactions to infidelity are varied depending on the seriousness of the infidelity as perceived by the injured partner. Buunk proposes three ways the injured partner will react to an affair. The first is angry retreat. The injured partner pulls away emotionally and physically, they see k revenge, or they end the relationship. The second way is accommodation. In this way the injured partner express loyalty, understanding, and forgiveness towards the offending partner. The final way is an assertive response. The injured partner tries to protect themselves and will voice their feelings and concerns. Repairing the relationship will not be an easy task. After such a major relational transgression as infidelity the injured partner will need time to work through their emotions. The previous commitment level will influence the outcome along with whether the injured partner is male or female. Men are more likely to be less inclined to forgiveness than women . At this point in the relationship the partners have a decision to make. Will they stay together or will they break-up In order to even try to repair the relationship the offending partner must prove than s/he is sorry and admit responsibility for the affair. The injured partner needs to feel empathy for the other partner in order for them to understand the relationship and head towards forgiveness. Guerrero, Andersen, & Afifi inform us that "forgiveness is a complicated process" and that "forgiving and forgetting are two different things". In a study done by Shackelford, Buss, and Bennet, consisting of 256 subjects, 61.9% of men reported that sexual intercourse upset them more, 65.1% of men found sexual infidelity harder to forgive, and 54.8% of men would end a relationship because of sexual infidelity. In another study conducted by Shackelford, LeBlanc, and Drass it was found that even the suspicion of an affair would produce jealously. Jealously can be a relational transgression itself or a side effect of another transgression. The most common signs are questioning a partner obsessively, wanting to be closer to the other partner, and needing to

Account for the widespread failure of democracy in Europe between the Essay

Account for the widespread failure of democracy in Europe between the two world wars - Essay Example The inter period between the World Wars in Europe was a trademark of different regimes ruling Europe at a dark time(Pratchett 44). The casualties were far more terrible than anyone had foreseen, and international conflict was without a doubt filled with consequences. Hence, the failure of democracy to spread to Europe between the World Wars can be attributed to various reasons. One of the primary reasons why democracy failed to spread in Europe between World Wars was because no country had enough desire or power to enforce democracy in their own nation. At the time of World War I, this triumphant ideology of an expansionist democratic republicanism was simply clear. Under Wilsons administration, the European war became an ideological mission, which was to make the world safe for democracy and free of corrupt rulers(Jeffries 66)..   The Allies were being urged to think of their motive to enter  war  Ã¢â‚¬Å"to make the  world  safe for  democracy,† and the Germans, on their side, were correspondingly encouraged to visualize the  war  as a struggle of â€Å"culture† against â€Å"barbarism.†Ã‚  Wilsons false vision of democracy was disillusioned because it gave rise to more conflict(Parkingson 22).. Democracy failed in the post-World War I mainly because it was unable to allow for economic reliability. Germany for example, was in total economic collapse as inflation continued to plague their economy. During the Weimar Republic many anti-democratic political groups sprang up from angry war veterans, including the Communist, Socialist, and the Nazi party(Siedentop 45)..   For Germans, democracy meant turmoil, revolution, and poverty. Many Germans longed for the stability of the kaisers empire. Democracy is based on a strong foundation of social system in which the economy is prosperous. However, these conditions did not prevail in Europe between wars especially after the Great Depression. Numerous nations were created in Europe post World War I, which

Articulation of Effective Leadership Essay Example | Topics and Well Written Essays - 750 words

Articulation of Effective Leadership - Essay Example The paper tells that the personality of individuals plays a great role in the leadership traits that the person holds. A person displays this behavioral and emotional character to the world. The ideas of an individual characterize the personality of the person. Leaders are majorly extroverts, as opposed to introverts who are better at sharing ideas than in interaction with people. Both personalities are useful for the realization of the strengths and weaknesses of a society that a person yearns to lead. The public picture drawn by a person determines the following he/she enjoys. Ethics in leadership stirs the society towards ethical development and effective coexistence. Leaders who have ethical leadership skills influence the operations of an organization or community. Ethics ensures that the public mentality is set to do the right things, not to exploit the setbacks of others. The ethics in a leader begins with responsible handling of crisis to owning up in situations that implicat e their performance in public office. The inclusion of the entire society and members of an organization in decision-making proves to be ethical for the leadership style portrayed by a leader. The ethical background of a good leader should not allow the negative behaviors or deeds of certain individuals to erode the trust of the society. For it to be practiced by the followers, the leader should cultivate the accountability culture. By being accountable, the leadership builds trust and encourages communication in the process of building the society. The ethics in leadership is important in bringing unity to a people as the regulations of ethics exempt nobody from meeting them.

Analyse the global supply chain of the company Essay

Analyse the global supply chain of the company - Essay Example As per the five forces analysis, there is intense competitive rivalry present within the industry along with high bargaining power of suppliers. The core competency of the firm is its high quality product with exceptional customer service. According to game theory, the company can gain temporary advantage through focusing on unique selling proposition and staying aligned with customer demand of Lithuania. Dunning’s Eclectic paradigm is such theoretical framework that helps to define competitive advantage gained by a company. It states that monopolistic advantage supports a firm operating abroad to overcome prevalent disadvantages in foreign markets. There are two forms of advantages as per this paradigm such as location advantage and ownership advantage. Learning theories highlight psychic distance paradox as proposed by Lane and O’Grady. According to this theory, there exist some features in host country and operating country which facilitates business operations or re sults into complete failure (Ulwick, 2005). On the other hand, network theory indicates that commitment and trust are critical aspects for achieving success and growth. Learning and trust are further complimented by commitment, risk, control and uncertainty. Figure 2 clearly states that there are four kinds of strategy which can be chosen by a company in terms of business strategic implementation. As per figure two there are four strategies based on local responsiveness pressure and cost reduction pressure. They are global standardization strategy, transnational strategy, international strategy and localization strategy. In case of Starbucks the best strategy which can be incorporated is internationalization strategy. This would enable the firm to expand over larger geographical area and acquire high profit margins. International strategy is all about implementing best possible strategy to establish a strong market position in foreign country. The four possible international

Jefferson Davis on pursuit for happiness Essay Example | Topics and Well Written Essays - 500 words

Jefferson Davis on pursuit for happiness - Essay Example Thomas Jefferson described life, liberty, and the pursuit of happiness as â€Å"inherent† and â€Å"inalienable†, or in other words, natural and undeniable rights (Jefferson and Peterson, 7). Jefferson wanted the Thirteen Colonies to form a government that protected the right of life. At the time this meant protecting citizens of the Colonies from war and Native Americans, but has come to mean much more. Americans have the right to procreate or not. Individuals are not limited to how many children they have like in China. Life is not terminated for lack of funding, like in Nazi Germany. The United States protects American lives worldwide from Jefferson’s time up until today. The second natural or undeniable right was liberty. Liberty is sometimes confused with freedom. True freedom is anarchy, because everyone does what they want. Liberty is the freedom to have the same opportunities as everyone else, obey natural laws. An example would be the freedom to worship God, Allah, or Jehovah anyway a person feels the need to. Jefferson spoke â€Å"of liberty to worship our Creator in the way we think is most agreeable to his will† (Jefferson and Peterson, 19). Liberty means equality for everyone. At the time Jefferson wrote the Declaration of Independence, he owned slaves. This contradicted his position on equal opportunity for everyone. When he spoke of liberty, Jefferson meant white men. Jefferson knew that the democracy he was fighting for was far from perfect, but could become better by always changing. Jefferson stated, â€Å"’The price of freedom,’ as Thomas Jefferson observed, ‘is eternal vigilance’† (Washburne). Through eternal vigilance, the United States has more liberty today than in Jefferson’s day. Natural laws are laws that come natural to humans. Most individuals think thievery, murder, rape, and torture is wrong. On the other hand, most individuals believe taking care of children, labor,

Applied management accounting Essay Example | Topics and Well Written Essays - 1000 words

Applied management accounting - Essay Example Furthermore, since its NPV of $20,149.83 is greater than the NPV of Machine 2 therefore we will give it a higher priority because of higher NPV. This equipment has a payback period of 3 years and 11 months therefore it lags behinds in terms of recovering the initial capital expenditure than Machine 2 or Machine 3. However, the payback period is not the ultimate criterion in accepting and rejecting projects therefore we will first look at this project’s NPV. This project has the highest NPV of $169,311.58 therefore we will invest in this Machine as it has the power to add greatest value to the company. However, this is the most risky project as the larger cash flows will be generated during the long-term which are most of the time difficult to exactly predict due to uncertainty. The Net Present Value Method takes into account the time value of the money plus it also determines how much of the wealth will be added to the company’s net worth. Or we can say that it gives us an idea of the profitability of the project The payback period calculates how much time it would take the project to recover the capital expenditure invested in the project. It is useful when the time horizon is short as it becomes vital to know how quickly the investment will be recovered. The payback period does not incorporate the time value of money. Another inherent flaw in this method is that it does not take into account the future cash flows which will be available after the initial expenditure has been

Theoretical Framework in Nursing Process Essay Example for Free

Theoretical Framework in Nursing Process Essay Think back to the last time someone close to you became sick. Using Myra Estrin Levine’s conservation model: what would have been the focus of your assessment? How did the illness affect you and the rest of your family? Levine’s Conservation Model  is focused in promoting adaptation and maintaining wholeness using the principles of conservation. The model guides the nurse to focus on the influences and responses at the organismic level. The nurse accomplishes the goals of the model through the conservation of energy, structure, and personal and social integrity (Levine, 1967). Although conservation is fundamental to the outcomes expected when the model is used, Levine also discussed two other important concepts critical to the use of her model – adaptation and wholeness. (http://nursingtheories. blogspot. com, retrieved April 16, 2012) Now recalling the recent hospitalization of patient RG (my girlfriend) due to vaso-vagal syncope, I unknowingly applied all of the four conservation principles, as well as the major concepts that revolve around the model. A few days prior to admission, patient RG reported to began having episodes of constipation. Two hours prior to admission, she stated that she woke up due to severe abdominal pain and directly went to the bathroom. A few moments later she was found by her mom on the floor, just regaining her consciousness and with a deep, moderately bleeding, 2-cm laceration on the right cheek bone area. She was rushed to the emergency room and was eventually brought to the OR for repair of facial laceration by a plastic surgeon. I happened to be on duty at that time and, as expected, was the one to attend to her during her stay in the ER. Standard ER protocols would lead me to primarily assess for changes her level of consciousness (should the origin would be neurological in nature), followed by a brief review of systems – any variation from the normal vital signs would deem significant for a patient who’s chief complaint is loss of consciousness (should the origin would be cardiac in nature). Immediately, the theory of conservation would imply that the patient should temporarily be placed on bed rest while we still determine the possible cause of the problem (conservation of energy). Simultaneously, measures were done to revent infection from and further bleeding of the laceration (conservation of structural integrity). When the bleeding has been controlled and tests and other basic interventions have already been done, I tried on keeping her mind as far away as possible from worrying about the probable effects of the cheek injury and the development of a facial scar with her self-image perception (cons ervation of personal integrity). Lastly, as I was already on the outgoing shift, I made sure that I stayed with her even after my duty for additional support until she was brought up to the OR (conservation of social integrity). Once she was out of the OR, it was advised that she still be confined for the next 24 hours for observation and to make sure that the episode of loss of consciousness would not recur again. After being discharged, she was advised by her attending physician to rest for a additional week prior to going back to work. Apparently the facial damage has also exposed her facial nerves which also had to be repaired. In addition, her parotid gland has also been injured, causing facial swelling whenever she eats. For the next week she had to adapt with the condition and I was there for her helping her adjust with the challenges and though out the whole ordeal. To make matters worse, the injury on her facial nerves caused weakness on her facial muscles leaving her central incisors to become unstable, resulting into even more pain and discomfort when eating and chewing. This caused strain in our relationship as she was highly irritable most of the time. It was as hard for me and for the rest of her family as it was for her as we are all clearly affected by her disability/limitations. Still, that did not deter us from being all there to support her. In two weeks, the swelling improved and the pain went away. She started eating normally again and the scar on her face became barely noticeable. Without realizing it, I have put into good use Myra Levine’s conservation theory. B. Using Roy’s model of adaptation, what were her adaptive needs in the following modes: physiologic, interdependence, role function, and self-concept In the physiologic mode, adaptation is concerned about the preservation of physical integrity (Fawcett, 1984). Basic human needs such as oxygenation, nutrition, elimination, activity and rest, protection, and temperature regulation are identified with this mode. In addition, the body’s complex processes in the form of fluid, electrolyte, and acid-base balances as well as the neurologic and endocrine functions are also taken into consideration (Manriquez, 2009). In the interdependence mode, emphasis is on the need for social integrity. Interdependence entails maintaining balance between dependence and independence of an individual’s relationship with others. Dependent behaviors can be observed as affection-seeking, help-seeking, and  attention-seeking. Independent behaviors include mastery of obstacles and initiative taking. Manriquez (2009) describes this as â€Å"the need is to achieve relational integrity using the process of affectional adequacy†, i. e. the giving and receiving of love, respect and value through effective relations and communication. In the role function mode, the need for social integrity is also emphasized. When human beings adapt to various role changes that occur throughout a lifetime, they are adapting in this mode. Knowing who one is, in relation to others, so one can act is the primary essence of this mode. â€Å"Role set† is the complex of positions that an individual holds which involve role development, instrumental and expressive behaviors as well as the role-taking process (Manriquez, 2009). In a group setup such as a family, the role can be assessed by observing the communication patterns. The need is role clarity, understanding and committing to fulfill expected tasks so the group can achieve common goals. For example, when a couple adjusts their lifestyle appropriately following retirement from full-time employment, they are adapting in this mode (Wikipedia retrieved April 24, 2012). In self-concept mode, the need for maintenance of psychic and spiritual integrity is its main function. Perceptions of one’s physical and personal self are included in this mode. (Wikipedia retrieved April 24, 2012). The goal is to exist with a sense of unity, meaning, and purposefulness in the universe (Manriquez, 2009).

Should Courts Lift the Corporate Veil?

Should Courts Lift the Corporate Veil? The doctrine laid down in Salomon v Salomon & Co Ltd has to be watched very carefully. It has often been supposed to cast a veil over the personality of a limited company through which the courts cannot see. But that is not true. The courts can and often do draw aside the veil. They can and often do pull off the mask. They look to see what really lies behind. The legislature has shown the way with group accounts and the rest. And the courts should follow suit. I think that we should look at the Fork company and see it as it really is the wholly owned subsidiary of the tax payers. It is the creature, the puppet of the taxpayers in point of fact, and it should be so regarded in point of law. Per Lord Denning MR, Littlewoods Mail Order Stores Ltd v I.R.C. [1969] 3 All ER 855 1.0  Introduction This dissertation will discuss the principles of limited liability and corporate personality and the courts’ reluctance to disregard the corporate veil the principle called â€Å"piercing the Corporate Veil†. We shall consider the circumstances in which the Courts have been able to pierce the veil of incorporation and the reasons as to why they have in most cases upheld the decision in Solomon v Solomon & Co[1]. All companies in the United Kingdom have to be registered and incorporated under the Companies Act which governs the principle of limited liability hence giving the owners or shareholders a curtain against liability from creditors in the case of the company falling into financial troubles. This curtain so created gives the company a separate legal personality so that it can sue and be sued in its own right and the only loss to the owners or shareholders is the number of shares held in the company on liquidation with no effect on their personal assets. This distinct separation between the owners or shareholders and the limited company is the concept referred to as the ‘veil of incorporation’ or ‘corporate veil’. In conclusion, it shall be argued that the courts should lift or pierce the corporate veil to a significantly greater extent so as to hold erring shareholders or directors of a corporation liable for the debts or liabilities of the corporation despite the general principle of limited liability were the corporation has insufficient assets to off-set the creditor liabilities. 2.0  Limited liability and Corporate Personality The principles of limited liability and corporate personality are the cornerstone of the United Kingdom company law since the Joint Stock Companies Act 1844, its consolidation in 1856[2] and the introduction of the Limited Liability Act 1855. These two principles have been so guarded by the courts as being fundamental to today’s company law by upholding the separate legal personality of a corporate entity. However, whilst the original intention of the legislation was to help companies raise capital through the issue of shares without exposing the shareholders to risk beyond the shares held, the present attraction to incorporating a company is the advantage of shielding behind the curtain of limited liability which could be abused by some businessmen. 2.1  Companies Act 2006 Article 3 (1) provides that a company is a â€Å"limited company† if the liability of its members is limited by its constitution. Article 7 (2) provides that a company may not be so formed for an unlawful purpose. Article 16 (2) The subscribers to the memorandum, together with such other persons as may from time to time become members of the company, are a body corporate by the name stated in the certificate of incorporation. (3) That body corporate is capable of exercising all the functions of an incorporated company. 2.2  Limited liability As stated above, the doctrine of limited liability was introduced by the Limited Liability Act 1855 as a means by which companies could raise capital by selling company shares without exposing the shareholders to unlimited liability.[3] The principle of limited liability shields the company owners, shareholders and directors or managers against personal liability in the event of the company winding up or becoming insolvent. In such an event the liability of its owners and shareholders is limited to the individual shareholding held as provided for by the Companies Act 2006 and the Insolvency Act 1986[4]. This means that the members of a company do not have to contribute their personal assets to the company assets to meet the obligations of the company to its creditors on its liquidation but have to contribute the full nominal value of the shares held by individual shareholders. It should be noted here that such limited liability does not shield the limited company from liability until all its debts or assets are exhausted. This principle has so been held since the House of Lords ruling in the Solomon case[5] in which the Lords where of the view that the motives behind the formation of a corporation was irrelevant in determining its rights and liabilities as long as all the requirements of registration are complied with and the company is not formed for an unlawful purpose[6]. Much as a limited company has a separate legal personality, its decisions are made by directors and managers who should use the powers conferred unto them by the company board of directors and the memorandum and articles of association[7], and any abuse will entail personal liability by the officer concerned. Limited liability encompasses both the small enterprise including one-man companies[8] and big companies hence limiting the liabilities to company assets and not to any other personal assets.[9] This view has been endorsed in recent times through numerous cases as evidenced in a one-man company, Lee’s Air Farming. Lee was the majority shareholder and director in the company in which he was also the employee. He was killed on duty in an air accident and the court held that Lee and the company were two separate entities and hence entitled to compensation.[10] The courts will only in exceptional circumstances such as abuse, fraud or where the company was used as an agent of its owner disregard the doctrine of limited liability and hold members, shareholders or directors personally liable for the debts and other company obligations to the creditors in what has been termed the piercing or lifting of the veil of incorporation. However, there are several statutory laws which allow for the principle of limited liability to be ignored in such situations as in the reporting of financial statements of group companies[11], corporate crime and insolvency[12] which we shall discuss below. 2.3  Corporate Personality A limited company is a legal person[13] with an existence which is separate and independent from its members as long as all the formalities of registration are adhered with in line with the Act. The corporate identity entails the company can sue and be sued in its own right without affecting its owners’ or shareholders’ rights. It is trite law that the only plaintiff to a wrong done to a company is prima facie company itself and not its shareholders[14] except in instances where there is a fraud against shareholders or the acts complained of are illegal. The company has been held as having an independent legal corporate personality since it was first held in the case of Solomon v A Solomon & Co Ltd[15]. To emphasise this point, Lord Macnaghten said that it seemed impossible â€Å"to dispute that once the company is legally incorporated it must be treated like any other independent person with its rights and liabilities appropriate to itself, and that the motives of those who took part in the promotion of the company are absolutely irrelevant in discussing what those rights and liabilities are.[16] In this case, Solomon registered his company into a limited company under the Companies Act[17] which required a minimum of seven (7) members for incorporation. Solomon became the major shareholder with his wife and children holding a share each but the company ran into financial problems leaving no assets for the unsecured creditors on liquidation. Whilst the court of appeal held the company to be a ‘sham’ and an alias, trustee or nominee for Solomon and that the transaction was contrary to the true intent of the Companies Act[18] the House of Lords reversed this decision and held that the company had been validly registered as required by the Act and hence had a separate legal personality from the shareholders. In arriving at this decision, Lord Macnaghten said that, â€Å"The company is at law a different person altogether from the subscribers†¦Ã¢â‚¬ ¦.Nor are the subscribers, as members liable, in any shape or form, except to the extent and in the manner provided by the Act.† This decision shows that the House of Lords identified that the important factor was the observance of the requirements and formalities of the Act which safeguarded the principles of limited liability and corporate personality.  To date, this is the correct interpretation of the Company’s Act and it is important that the principle in maintained in the advancement of commerce. It should be noted here that the principle of corporate personality does not affect the company creditors to a large extent as far as the recovery of the debts is concerned. Following the decision in the Solomon case, Professor Gower has described a limited company as being ‘opaque and impassable’[19], whilst on the other hand it was described as ‘calamitous’[20]. Some commentators suggest that courts have been more inclined to the maintenance of the sanctity of the separate legal integrity of a company and have resisted the common law resolution of â€Å"peering under the skirts of a company to examine its linen (dirty or otherwise)†[21] as can be observed from the numerous cases since the Solomon case. The foregoing shows the importance to commerce of the incorporation of a company as it allows for continuity of the business transactions despite any changes in the owners, administrators, directors or shareholders of the company. However, common law has in some exceptional instances ignored this principle in stances of abuse or fraudulent use of a sham corporate structure. The courts have ignored the corporate sham structure and peer behind the veil to identify the â€Å"directing mind and will† that control the company and such intervention being termed as lifting the veil, cloak[22] or mask[23]. Whilst the courts have at times pierced the veil to benefit creditors when a company is placed under liquidation, there has been reluctance by the same courts to pierce the veil in instances which could have favourable results for shareholders.[24] 3.0  One-man Limited Companies The Council Directive 89/667[25] provides for the formation of one-man private companies hence moving away from the Joint Stock Companies Act 1856 requirements. This Directive highlights the advancement in commerce and as can be indentified from the Solomon case, Mr Solomon was the owner of the company and only registered the other six shares for his wife and children to fulfil the requirements of the Act. The company owner in these one-man corporations would in most instances also be the director in which case some unscrupulous individuals could escape liability for their own misconduct by holding assets in the name of the corporation. The courts are prepared to pierce the corporate veil in a one man company so as to be enabled to treat assets of the company as â€Å"property held by the defendants† were the company is held to be an alter ego of the owner.[26] However, the courts have shown that they are not prepared to pierce the corporate veil even in one-man limited companies as long as they are properly registered as required by the Act. In the case lee v Lee’s  Air Farming[27] mentioned above, Mr Lee incorporated Lee’s Farming Limited and was the director and controlling officer as an employee of the company. On his death in an air crush whilst on duty and the family claimed workers’ compensation. The court held that the company and Mr Lee were distinct and separate entities and hence Mr Lee was a worker in his own company. Hence we see here the court’s upholding of the principle set down by the rule in Solomon v Solomon[28] which has remained controversial[29] with changing commercial activity and globalisation. The courts have been more willing to pierce the veil in one-man companies were the owner of the company is usually the controlling officer and does not deal with the company at arm’s length. In the case of Wallersteiner v Moir[30], Lord Denning held that the subsidiaries were controlled by Dr Wallersteiner making them â€Å"puppets† which â€Å"danced to his bidding†. Lord Denning is pointing out here that whilst the subsidiaries appeared to have a separate personality, they were in reality his agents or sham companies with no existence of their own and hence warranted the piercing of the veil. This principle of corporate personality as established in the Salomon case has been extended to groups companies which we shall look at below. 4.0  Group Companies Group companies comprise of the parent company with its subsidiaries carrying on their businesses not as a common enterprise or â€Å"single economic unit†[31], though portraying it as such to the outside world. The principle of limited liability applies to the subsidiary companies so formed as they are registered companies under the Act and as such each has a separate legal personality to the parent company and hence can sue and be sued in their own right. The advantage of this arrangement to the group is that it limits liability to each subsidiary company in the group whilst sharing the group profits for the benefit of the group structure. Such group structures can lead to the parent company forming subsidiary companies to run its risky part of the business and hence insulating itself from liability in the event of the subsidiary company failing to meet its obligations to the creditors.[32] The effect of corporate personality in group companies is that each entity is legally independent and separate from other subsidiaries and the parent, hence each entity being liable for its own debts,[33] which affirms the Solomon principle. Lord Justice Slade said: â€Å"Our law, for better or worse, recognises the creation of subsidiary companies, which though in one sense the creatures of their parent companies, will nevertheless under the general law fall to be treated as separate legal entities with all the rights and liabilities which would normally attach to separate legal entities†.[34] This is still the law and an affirmation of the principle in the Solomon case. In the case of Ord & Another v Belhaven Pubs Ltd,[35] the proprietors of a company which was in the business of acquiring old pub premises, doing them up and then letting them to tenants, duly let a renovated pub building to Ord. There had been misrepresentations made by the company as to the potential profitability of the premises which only came to light some time later. By the time Belhaven Pubs Ltd had ceased trading and could not meet its debts. Ord sought leave to substitute the parent company. The Court of Appeal held that the defendant company which had granted the lease was legitimate and had not been a mere faà §ade for the holding company and hence could not be substituted. This basic principle of separate legal identity has been re-affirmed more recently in the Court of Appeal decision in Adams v Cape Industries PLC[36]. In this case, the defendant company was a member of a corporate group with a UK parent company. The employees in its US subsidiaries were injured by inhaling asbestos dust and had successfully sued the subsidiaries in US courts. They applied to enforce judgement against the parent company arguing that Cape had been present in the USA through its subsidiaries as they formed a â€Å"single economic unit†. The Court declined to pierce the corporate veil and held that the â€Å"fundamental principle is that each company in a group of companies is a separate legal entity possessed of separate legal rights and liabilities†¦Ã¢â‚¬  The principle in the case of Salomon was upheld on the basis that the subsidiary companies had been legitimately formed and hence were separate legal entities distinct from the parent company. 5.1  The Directing Mind A registered company is a separate and distinct legal entity, a body corporate[37] possessing rights and made subject to duties being able to sue and be sued in its own right. In the case of Lennard’s Carrying Co Ltd v Asiatic Petroleum Co. Ltd[38], the court held that, â€Å"a corporation is an abstraction. It has no mind of its own any more than it has a body of its own; its active and directing will must consequently be sought in the person of somebody who for some purposes may be called an agent, but who is really the directing mind and will of the corporation, the very ego and centre of the personality of the corporation†¦..† So we see here that the courts are willing to look behind the corporate veil as a matter of law so as to establish the directing officer behind the decisions and actions taken by the company. The directing mind of a corporation is the senior person whose authority is derived from the companys board of directors to perform the functions of the company as directed and for the benefit of the company.[39] In the course of business, such senior persons would then delegate their authority to other employees for the efficient running of the company in which case such employees’ actions or inactions would be considered as those of the â€Å"directing mind†. Lord Reid further went on to define the â€Å"directing mind and will† of the company as the person who acts for the company as he acts as â€Å"the company and his mind which directs his acts is the mind of the company.†¦Ã¢â‚¬ ¦. He is not acting as a servant, representative, agent or delegate. He is an embodiment of the company or, one could say, he hears and speaks through the persona of the company, within his appropriate sphere, and his mind is the mind of the company. If it is a guilty mind then that guilt is the guilt of the company.†[40] Therefore, this would mean that the â€Å"directing mind and will† of the company is any employee who performs certain functions for the corporation as long as he has the authority to do so and does not act outside his mandate in which case he will be held personally liable[41]. In Williams and another v. Natural life health foods ltd and mistlin,[42] the case of a small one-person company, Sir Patrick Russell in his dissenting judgment pointed out that â€Å"the managing director will almost inevitably be the one possessed of qualities essential to the functioning of the company†, but that in itself does not mean that the director is willing to be personally liable to the companys customers. Therefore to convict a company, the court will go behind the status of the separate legal entity distinction so as to establish the â€Å"directing mind and will† of the company controlling its activities[43]. However, it has been identified that the principle of limited liability can be subject to abuse and in the circumstances were there is statute will not provide justice or equity, the courts have in such exceptional circumstances disregarded the principle and held the shareholders or directors accountable for their decisions in the running of the company. The process in which the courts have disregarded the principle of limited liability is called â€Å"piercing the corporate veil† which is the main discussion of this document. 5.2  Tortious Liability The company is vicariously liable for any torts committed by its employees or agents whilst acting in the course of the official duties and ‘shall not be called into question on the ground of lack of capacity’[44] whilst the employee or agent remains the primary tortfeasor[45]. It is therefore clear that the â€Å"directing mind and will† can sometimes be personally liable for torts, for which the company is also liable, for their fraudulent acts though done on behalf of the company. 4.3  Criminal Liability The Barrow Borough Council case is thought to be the first prosecution of a local authority for corporate manslaughter. To convict a company of corporate manslaughter, the prosecution must prove the companys conduct, which led to the deaths, was the conduct of a senior person in the company—the directing mind (also often referred to as the controlling mind). In practical terms, this means that for a company to be guilty of corporate manslaughter a senior person (normally a director) also has to be guilty of manslaughter. The difficulty with these cases, particularly against larger companies with layers of management, is proving a causal link between the conduct (or lack of it) of the directing mind and the incident that caused death. 6.0  The Corporate Veil The corporate veil is the curtain that legally separates the company from its shareholders hence holding the company as having a separate legal personality and limited liability. In curtailing any abuses of limited liability and the protection of creditors to both small and group companies, the courts have in certain instances, though reluctantly, looked behind the corporate veil to establish the true intent of the controlling officers of the company. The courts have in the rare circumstances ignored the corporate form and looked at the business realities of the situation so as to prevent the deliberate evasion of contractual obligations, to prevent fraud or other criminal activities and in the interest of public policy and morality. Piercing the corporate veil has not been complicated in one-man companies were the owner is usually the director and hence the controlling officer as compared to group companies which have a layered structure. The controlling officer[46] will be held liable and asked to account for his actions so that the company can fulfil its financial obligations to its creditors in the event of company insolvency. In the case of Royal Brunei Airlines v Tan[47] made clear. 6.1  Lifting the Corporate Veil The corporate veil is a curtain that shields company shareholders and directors from personal liability by the principle of limited liability in the event of the company being insolvent and unable to fulfil its obligations. The lifting of the corporate veil concept describes a legal decision where the limited company shareholders or directors are held liable for the debts or other liabilities of the corporation contrary to the principle of limited liability. Whilst there is strict liability legislation to prosecute erring limited companies for statutory offences but were there is insufficient statutory protection, the common law remedy of piercing of the corporate veil is imposed by the courts so as to put liability on the controlling officer (directing mind) of the corporation. However, the courts have been reluctant to rebut the principle of limited liability and only in exceptional circumstances have they been willing to pierce the corporate veil to establish the true facts. In this way, certain individuals or parent-companies responsible for the company’s actions are held liable so at to account for their decisions as shareholders or directors. Generally, the UK corporate law holds that the shareholders, directors or parent-companies are not liable for corporate obligations of the companies or subsidiaries they control hence maintaining the principles of limited liability and separate legal corporate personality. The principles of separate legal personality and limited liability have been long recognised in English law[48] and that the shareholders or directors are not liable for the debts of the company as long as it is properly administered.[49] However, in exceptional circumstances[50], the courts have been prepared to look behind the company and establish the actions or inactions of the directors and shareholders using the process known as â€Å"piercing the corporate veil†. Piercing the corporate veil is the process whereby the court ignores the principle of corporate personality and holds the shareholders or directors liable for their actions so that they meet the company obligations in their personal capacities.  The courts will pierce or the â€Å"veil† were the corporate structure has been used as an instrument of fraud or to circumvert the law.[51] It has been argued that whilst the courts have used the doctrine of piercing the corporate veil though reluctantly, it is still not well understood leading to uncertainties in the legal process.[52] Some commentators have argued that the exceptional circumstances in which the courts have justified the piercing of the corporate veil is uncertain as evidenced by the number of contradictory decisions by the courts.[53]  Goulding[54] further argues that ‘it is not possible to distil any single principle from the decided cases as to when the courts will lift the veil’ due to the diversity of the cases, though they are more willing in cases of extreme abuse.[55] In the leading case on this subject, Solomon v Solomon[56] discussed above, the House of Lords maintained that â€Å"individuals could organise their affairs as they wanted and that if they chose to do so via incorporation they were entitled to the protection of limited liability as long as the incorporation was in accordance with the formal rules of the relevant legislation†. Though it is English trite law that the incorporation of a company protects the members from company liability by the principle of limited liability, there are both statutory and common law exceptions to the principle in cases of abuse of the corporate structure. 7.0  Statutory Exceptions Gower and Davies[57] argue that the courts are willing to lift the veil were statutory wording of a particular statute[58] is explicit as Parliament intended. The courts have resisted the temptation to pierce the veil because they consider it just to do so[59] though they are more willing in exceptional circumstances or were they feel that the shareholders or directors are concealing the true facts[60]. However, the courts have been reluctant to lift the veil were the statute does not specifically provide for it. There are various Acts which specifically provide for the lifting of the corporate veil and as such are strict and have to be followed. Following are a few examples of both civil and criminal liability imposed on limited companies. Companies Act 2006 sections 398 and 399 Group of companies Although each company is a separate legal person, section 399 (2) requires that the parent company prepares group accounts at the end of the financial year so as to â€Å"give a true and fair view of the assets, liabilities, financial position and profit or loss†. This Act looks at the group of companies as a ‘single economic entity’ and in effect lifting the corporate veil which goes against the principles of corporate personality and limited liability.

Personnel Department Effectiveness and Functions

Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type Personnel Department Effectiveness and Functions Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type