Rwt1 Research Paper

Business Research Report Compensation Strategies Presented to: Management Assessment Code: RWT1 Table of Contents Executive Summary3 Introduction4 Research Findings5 Performance Based Pay5 Salary6 Longevity Pay7 Recommendations8 Conclusion8 References9 Executive Summary This report examines 3 different compensation systems that our company can develop and enforce within our company for our employees.Compensation is the most important and rewarding factor for employees, so a thorough and thoughtful approach should be taken as we think about changing the way in which this company rewards it's employees for the work they do for us each and every day. Performance based pay is a widely popular approach to compensation where the employers pays the employee based on their job performance. This gives the employees control of how much they make and inspires them to do their best work on a daily basis to maximize their own income.With high productivity and quality performance employers are abl e to become more competitive and increase profit. Salary is an easy and constant way of paying the employees of this company. This is a set wage that employees will earn based on their job description. This wage will not change based on their merit or seniority. The stability of this compensation system appeals to employees as they always are aware of how income they will receive. But it also has very little room for growth and opportunity for the employees. The last form of compensation we can consider for our employees as a company is longevity pay.This is compensation based on the employee's seniority, length of service, or tenure. This can be in the form of annual bonuses on their employment anniversary date, or monthly amounts added to their checks. This provides the employees with motivation to continuing their career and employment with the company. My final recommendation for the company is to develop our own performance based pay system for our employees. This will create h ighly productive and motivated employees eager to perform their job duties to the best of their abilities to maximize their own personal income.This in turn will create more profitability for our company. Also, creating goals for our employees will create awareness of our company's goal as a whole organization and will create a more united workforce as we all work together for the same goal. A company with driven employees producing quality work can only be successful. Introduction I, Jamie Yocom, a Human Resource Assistant have been given the task of researching different compensation strategies for our company. In this eport I will be reporting to the Human Resource Director my research findings on 3 different compensation methods: Salary, Performance-Based Pay, and Longevity Pay. I will compare and contrast these methods in order for management to determine which method is most appropriate for us to adopt for our 120 employees. Since compensation is the biggest benefit we provide to our employees, this topic deserves thorough research and thought as we examine and promote a new way of rewarding our employees for their hard work and dedication to the quality and performance we expect from each and every one of them.After reading this report, management will have a greater understanding of each of these 3 methods and will be able to begin the process of deciding which one will be implemented in the near future. I will introduce using the compensation strategy of salary, which is a set amount an employee receives annually for the work they do no matter the quality of their work, or the hours they put in. Performance Based Pay is another method we can use in which employees are paid based on the quality of their performance and production.Longevity Pay is the final method I will propose of our use, it involves wage adjustments for each employee based on the length of service each year. Compensation policies can be very unique and vary from organization to organ ization. An understanding of the different methods is necessary in order to be profitable and to inspire quality production. Research Findings From extensive research, using a variety of relevant and credible resources, there are three compensation systems that should be considered: Performance Based Pay Salary Longevity Pay Performance Based Pay A Performance-Based Pay system is an increasingly popular compensation method used by organizations to increase productivity. A goal for all companies is to try and remain competitive and control costs, this is a reason for performance-based pay systems becoming more popular. This type of system attempts to link compensation to performance. (Gena Richter, 2002) These systems are directly tied to organization or individual performance and are most effective when based on objective measures of quantity or quality of performance.If we wish to have a direct impact on work motivation, it must be linked directly to the performance of desired beha viors. In order for to put this type of system into place, performance evaluations must be conducted regularly , as well as training and development for those with performance that isn't quite up to par. These additional resources will be necessary for our organization if we implement a performance based pay system. (William B. Bernathy, Ph. D. , 2004) Pay for performance compensation plans are widely considered to be a â€Å"win-win† for employees as well as their employers.When pay for performance wages are properly put in place at a company, everyone shares a common goal of doing what is best for the organization. In a system where employees earn higher compensation if their team, department, or company reaches specified targets, it becomes a motivational tactic to get employees to work harder and benefit the company while at the same time providing an added benefit for them. Instilling a performance based pay system in a company will allow you to get the most out of all o f your employees and their performance and production. Martinovic, 2012) Reasonable, measurable goals and performance incentives should be the basis of compensation for all employees, at all levels, no matter what their job description or title is. Objections should be made clear and achievable based on their job description and quantifiable to provide each employee with incentives for good and productive performance. (Pinto, 2003) From a business perspective, in order to remain competitive in the current labor market, it would be smart to tie pay to performance so that employees' output is accelerated.As a result, this type of system will streamline operations in an effort to control cost and remain competitive. â€Å"A well-constructed performance-based pay system can be viewed as an interactive process that translates the overall strategic initiatives into daily actions, with quantitative and attainable rewards provided to employees who accomplish their goals. † (Paul R. D orf, 2001) Analysis: It is clear that there are many benefits to this type of compensation plan. The most evident is creating a more motivated and united workforce, as their one and only goal will be quality production.If our employees can equate their performance on the job with their paycheck, they will become a more focused, hardworking, and determined asset to our company. They will take ownership of their daily duties and tasks and hopefully become more efficient at what they do, which in turn, will be more and more profitable for the company. Different reasons to utilize this type of performance based system include: a way to retain and recognize top performers, align labor costs with productivity, and reinforce company objectives.Employees will also develop a more clear understanding of the overall business objectives. 1 Salary The general definition in federal law for salary is a regularly paid amount of money, constituting all or part of an employee's wages, paid on a weekl y or less frequent basis that is not subject to reduction due to the quality or quantity of work performed. (â€Å"Department of Workforce,†) Employers are responsible for paying their employees for the work that they perform; this can include using salary as a method to pay your employees.Employees that are salaried will be paid differently than those that are paid hourly. Hourly employees are paid based on the amount of hours worked and salaried employees are paid a set wage. (Natalie Grace, 2012) Salary is a fixed amount of compensation or money that is paid to an employee by their employer in return for work performed. Unlike performance based, that set wage will be the same no matter what. Salary is usually paid in bi-weekly paychecks to each professional employee. Most frequently an employee's salary is paid in 26 even paychecks over the course of a calendar year.A salaried employee has no need to track hours worked because they are not paid overtime. An employee who is paid salary is expected to complete a whole job in return for their compensation. This is what makes salary different from hourly compensation or performance based pay. Their pay will be the same no matter the hours worked or the quality of their performance. (Heathfield, 2009) Analysis: Salary is the most stable and constant compensation system introduced in this report. It involves no changes or updates throughout the year.Employees will always be able to know what their pay will be. They will not be expected to meet quotas or goals in order to make their money. Employees who are salaried have a sense of stability when they think about their compensation from their employer, as stated above; their production and performance will not change their pay. This will frequently be the least complex form of compensation but it will not motivate or inspire the workforce to be more productive or efficient in their daily job responsibilities.Since their pay will always be the same, they wil l develop a mindset that they do not have to strive to do better or be better, since their pay does not depend on job performance. 2 Longevity Pay This type of compensation system is a contractual agreement where the employee will receive compensation based on their seniority. The manner in which this type of compensation is paid out can very widely. Each organization will have a policy that will describe the details of the longevity pay plan. These policies include the amount to be paid, the percentage of increase, and on what schedule payments will be made.This type of payment appears to the employees as a way of giving due compensation to workers who have made a significant contribution to the organization. (â€Å"wisegeek. com†) Longevity-pay is a wage adjustment that the employers base on the length of service, seniority or employee's tenure with the company. The amount of annual longevity-pay is frequently a percentage of the employee's annual rate of pay on the employe e's anniversary date. (â€Å"uslegal. com. † 2002) This type of payment is typically given to employees to recognize and reward the length of their tenures.These payments can also be given when employees reach significant employment anniversaries. These longevity payments differ from merit based pay in that a longevity-payment is based only on length of service, while a merit based payment is designed to recognize superior job performance and production. These are implemented by companies to help retain and attract top talent. Human Resource Mangers think of this as a way to reward loyalty and to inspire potential employees to understand that the company places value on employee experience and loyalty. (Willsey, 2002) Analysis:From an employee's point of view, longevity pay means that the company you work for values your time and effort you put into your job. The point of having these longevity-payments and rewards is to retain our top and loyal performers. Rewarding our empl oyees for their time served would be a substantial reason for employees to continue their career with this company. Recommendations Based on the above research and information on 3 different types of compensation, this is my recommendation for our company. Recommendation One: Develop and enforce a performance based bay system to otivate and inspire our employees to produce to the best of their abilities. Conclusion In conclusion, after thorough research and examination of compensation systems I recommend a performance based pay system for our company. This type of pay system will instill a clear understanding in the employees of our company's purpose. By connecting their compensation with their performance on the job will inspire them to be more thorough, efficient. And they will learn to be more productive employees, which in turn will be more profitable for our company.With employees that are driven by quality production this company should only expect growth and success. We can i ncrease productivity and remain competitive with other companies in our market by developing this type of compensation system. 1 References Abernathy, William B. , Ph. D. (2004). debwagner. info. Retrieved from http://debwagner. info/hpttoolkit/pfp_hpt. htm Department of workforce development. (n. d. ). Retrieved from http://dwd. wisconsin. gov/er/labor_standards_bureau/publication_erd_13109_p. htm Dorf, Paul R. (2011).Would performance-based compensation improve your workforce?. Retrieved from http://www. compensationresources. com/press-room/would-performance-based-compensation-improve-your-workforce-. php Grace, Natalie. (2012). Ehow. com. Retrieved from http://www. ehow. com/about_5367027_rules-paying-salary. html Heathfield , S. H. (2009, March 26). About. com. Retrieved from http://humanresources. about. com/od/glossarys/g/salary. htm Martinovic, S. (2012, Feb 20). Pay for performance compensation plans. Retrieved from http://www. gaebler. om/Pay-for-Performance-Compensation-P lans. htm Pinto, J. (2003). Performance-based compensation. Retrieved from http://www. jimpinto. com/writings/compensation. html Richter, Gena. (2002). Retrieved from http://user. txcyber. com/~gena/HRPage/articles/062099. shtml uslegal. com. (2002). Retrieved from http://definitions. uslegal. com/l/longevity-pay/ Willsey, Marie. â€Å"What is a longevity raise? † 14 July 2010. HowStuffWorks. com. 24 February 2012. wisegeek. com. (n. d. ). Retrieved from http://www. wisegeek. com/what-is-longevity-pay. htm

Island of the Sequined Love Nun Chapter 10~14

10 Coconut Telegraph Jefferson Pardee dialed the island communications center and asked them to connect him to a friend of his in the governor's office on Yap. While he waited for the connection, he looked down from his office above the Food Store on the Truk public market: women selling bananas, coconuts, and banana leaf bundles of taro out of plywood sheds; children with bandannas on their faces against the rising street dust; drunk men languishing red-eyed in the shade. Across the street lay a stand of coconut palms and the vibrant blue-green water of the lagoon dotted with outboards and floating pieces of Styrofoam coolers. Another day in paradise, Pardee thought. Pardee had been out here for thirty years now. He'd come fresh out of Northwestern School of Journalism full of passion to save the world, to help those less fortunate than himself, and to avoid the draft. After his two years in the Peace Corps were up – his main achievement was teaching the islanders to boil water – he'd stayed. First he worked for the budding island governments, helping to write the charters, the constitutions, and the re-quests for aid from the United States. That work finished, he found himself afraid to go home. He'd gone to fat on breadfruit and beer and become accustomed to dollar whores, fifty-cent taxis, and a two-hour workday. The idea of returning to the States, where he would have to live up to his potential or face being called a failure, terrified him. He wrote and received a grant to start the Truk Star. It was the last significant thing that he'd done for twenty-five years. Covering the news in Truk was akin to taking a penguin census in the Mojave Desert. Still, deep inside, he hoped that something would happen so that he could flex his atrophied journalistic muscles. Something he could get passionate about. Why couldn't the United States nuke a nearby island? The French did it in Polynesia all the time. But no, the United States nukes one little atoll in Micronesia (Bikini) and they go away, saying, â€Å"Well, I guess that ought to do for twenty-five thousand years or so.† Wimps. Then again, maybe there was something going on out on Alualu. Something clandestine and dirty. Jefferson Pardee had lost his ambition, but he still had hope. â€Å"Go ahead,† the operator said. â€Å"Ignatho, how you doing, man?† Ignatho Malongo, governor's assistant for outer island affairs, was not in the mood to chat. It was lunchtime and he was out of cigarettes and betel nut and no one had come to relieve him on the radio so he could leave. His office was in a bright blue corrugated steel shed tucked behind the offices of the governor. It housed a military-style steel desk, a shortwave radio, a new IBM computer, and a wastebasket full of tractor-feed paper stained with red betel nut spit under a sign that emphatically declared NO SPITTING. He was round, brown, and wore only a loincloth, a Casio watch, and a Bic pen on a string around his neck. He was sweating into a puddle that darkened the concrete floor around his desk. â€Å"Pardee, what do you need?† â€Å"I was wondering if you've heard anything going on out on Alualu?† â€Å"Just the same. Occasionally the doctor radios for supplies to be sent out on the Micro Trader. They're not officially in Yap state, so they don't go through my office. Why?† â€Å"You hear any rumors, maybe from the Micro Trader crew?† â€Å"Like what? The Shark People don't have contact with anyone since I can remember. Just that Dr. Curtis.† Pardee didn't want to be in the business of starting rumors. More than once he'd had to track down a story to find out that it had started with a drunken lie he'd told in a bar that had circulated through the islands, changed enough to sound credible, and landed back on his desk. Still, Malongo wasn't giving anything today. â€Å"I hear they have a new aircraft out there. A Learjet.† Malongo laughed. â€Å"Where did you hear that?† â€Å"I've heard it twice now. A couple of months ago from a guy who said he was going out there to fly it for them and just now from another pilot on his way.† â€Å"Maybe they're starting a new airline. Be serious, Jeff. Are you that desperate for a story? I've got some grants you can write if you need the work.† Pardee was a little embarrassed. Still, he had no doubt that Tucker Case had been contacted by Dr. Curtis. Something was up. He said, â€Å"Well, maybe you can ask the guys on the Trader to keep an eye out. Ask around and call me if you hear anything.† Suddenly Pardee had a flash of motivational inspiration. â€Å"If someone's buying jet airplanes, there might be some untapped government money out there that you guys don't know about.† He could almost hear Malongo snap to attention. Malongo was thinking air conditioner, laser printer, a new chair. â€Å"Look, I'll ask out at the airport. If someone's flying a jet off of Alualu, then they have to use the radio, right?† â€Å"I suppose,† Pardee said. â€Å"I'll call you.† Malongo hung up. Pardee sighed. â€Å"And once again,† he said to himself, â€Å"we lead with the ‘Pig Thief Still at Large' story.† A half hour later the phone rang. The phone never rang. Pardee picked it up and could tell by the clicking that he was being connected off-island. Ignatho Malongo came on the line. He sounded like he was in a better mood. Pardee guessed that he was in a state of foreign aid arousal. â€Å"Jeff, the Trader is in the harbor. Some of the crew was having lunch at the marina and I asked them about your Learjet.† Malongo was smoking a Benson & Hedges and chewing a big cud of betel nut. He was in a better mood now. â€Å"And?† â€Å"No one's seen it, but they did see some Japanese on the island the last time they were there.† â€Å"Japanese? Tourists?† â€Å"They were carrying machine guns.† â€Å"No shit.† â€Å"Do you think this means there's some military money coming our way?† Malongo was thinking air-conditioning, a case of Spam, a ticket to Hawaii to go shopping. Pardee scratched his two-day growth of beard. â€Å"Probably the crew off of a tuna boat. They've been threatening to shoot some of the islanders off Ulithi if they keep stealing their net floats. I'll check with the Australian Navy, see if they know about a Japanese boat fishing those waters. Meantime, I owe you a bag of betel nut.† Malongo laughed. â€Å"You owe me about ten bags by now. How you going to pay if you never leave that shithole of an island?† â€Å"You'll see me soon enough.† Pardee hung up. 11 Paging the Goddess The Shark men had been beating drums and marching with bamboo rifles since dawn, while the Shark women prepared the feast for the appearance of the High Priestess. In her bed chamber the High Priestess was doing her nails. The Sorcerer entered through a beaded curtain, moved up behind her, and cupped her naked breasts. Without looking up, she said, â€Å"You know, I used to get a pretty good buzz doing this in my studio apartment. Close the windows and let the fumes build up. Want a whiff?† She held the polish bottle out behind her. He shook his head. He was in his mid-fifties, tall, thin, with short gray hair and ice blue eyes. He wore a green lab coat over Bermuda shorts. â€Å"Missionary Air just radioed. Their Beech is broken. They're waiting for a part from the States and won't have it fixed for a month. Our pilot's stuck on Truk.† The High Priestess fired a glare over her shoulder and he could feel himself going to slime, changing, melting into the lowest form of sea slug. She could do that to him. Her breasts felt like chilled river rocks in his hands. He stepped away. â€Å"It's all right,† he said. â€Å"I've sent him a message to fly to Yap. He can catch the Micro Trader there tomorrow and he'll be here two days later.† She was not impressed. â€Å"Don't you think it might be a good idea for me to meet this one before he gets here? It took long enough to find him.† The Sorcerer had backed all the way to the beaded curtain. â€Å"You were the one that didn't want any more military types.† â€Å"Because it worked so well last time. It's bad enough I have to be surrounded by ninjas. I don't like it.† The Sorcerer couldn't believe anyone could walk that slowly and still express so much; it was positively symphonic. He said, â€Å"They're not ninjas. They're just guards. This will all be over soon and you can live in a palace in France if you want.† He held his arms out to receive her embrace. She turned on a red spiked heel and quickstepped back to the vanity. â€Å"We'll talk about this later. I have to go on in an hour.† Feeling stupid, he dropped his arms and backed through the beaded curtain. In the distance the Shark People began the chant to call forth the Priestess of the Sky. 12 Friendly Advice Tuck was sweating through a slow-motion dream rerun of the crash. The end of the runway was coming up too quickly. Meadow Malackovitch was bouncing off of various consoles in the cockpit. Someone in the copilot seat was screaming at him, calling him a â€Å"fuckin' mook.† He turned to see who it was and was awakened by a knock on the door. â€Å"Mr. Case. Message for you.† â€Å"Just a second.† Tucker scrambled in the darkness until he found his khakis on the floor, shook them to evict any insect visitors, then pulled them on and stumbled to the door. Rindi, the driver-rapper, stood outside holding a slip of paper. â€Å"This just come for you from the telecom center.† He reached past Tuck and clicked the light switch. A bare bulb went on over the desk. Tuck took the note, dug in his pants pocket for a tip, and came up with a dollar, but Rindi had already shuffled off. The note, on waxy fax paper, was covered with greasy fingerprints. Tuck guessed it had probably passed through a dozen hands before getting to him. He unfolded it and read. To: Tucker Case c/o Paradise Hotel From: Dr. Sebastian Curtis Mr. Case, I deeply regret that my wife will not be able to meet you on Truk as planned. We have reserved a seat for you on tomorrow's Air Micronesia flight to Yap, where we have arranged transport aboard the supply ship, Micro Trader, to Alualu. Your plane will arrive at 11:00 A.M. and the Micro Trader is scheduled to sail at noon, so it will be necessary for you to take a taxi to the dock as soon as you clear customs. I apologize for the inconvenience and would ask that you refrain from discussing the purpose of your visit with the crew of the Micro Trader – or with anyone else, for that matter. It would be unfortunate if this research reached the FAA before it had been thoroughly investigated. Rumors travel quickly in these islands. I look forward to discussing the intricacies of the particular strain of sta-phylococci with you. Sincerely, Sebastian Curtis, M.D. Staphylococci? Germs? He wants to discuss germs? Tuck couldn't have been more confused if the message had been in Eskimo. He folded it and looked again at the fingerprints. That was it. He knew that other people would be reading the note. The germ thing was just a red herring to confuse nosy natives. The bit about the FAA obviously referred to Tuck's revoked pilot's license. In a way, it was a threat. Maybe he ought to find out a little more about this doctor before he went running out to this remote island. Maybe the reporter, Pardee, knew something. Tuck dressed quickly and went down to the desk, where Rindi was listening to a transistor radio with a speaker that sounded like it had been fashioned from wax paper. Someone was singing a Garth Brooks song in nasal Trukese accompanied by an accordion. â€Å"It sounds like someone's hurting animals.† Tuck grinned. Rindi did not smile. â€Å"You going out?† Rindi was eager to get into Tuck's room and go through his luggage. â€Å"I need to find that reporter, Jefferson Pardee.† Rindi looked as if he was going to spit. He said, â€Å"He at Yumi Bar all the time. That way.† He pointed up the road toward town. â€Å"You need ride?† â€Å"How far is it?† â€Å"Maybe a mile. How long you be gone?† Rindi wanted to take his time, make sure he didn't miss any of Tuck's valuables. â€Å"I'm not sure. Do you lock the door at midnight or something?† â€Å"No, I come get you if you drunk.† â€Å"I'll be fine. I'll be checking out in the morning. Can I get an eight o'clock wake-up call?† â€Å"No. No phone in room.† â€Å"How about a wake-up knock?† â€Å"No problem.† â€Å"Thanks.† Tucker went out the front door and was nearly thrown back by the thickness of the air. The temperature had dropped to the mid-80s, but it felt as if it had gotten more humid. Everything dripped. The air carried the scent of rotting flowers. Tuck set off down the road and was soaked with sweat by the time he reached a rusted metal Quonset hut with a hand-painted sign that read YUMI BAR. The dirt parking lot was filled with Japanese beaters parked freestyle. A skeletal dog with open running sores, a crossbreed of dingo and sewer rat, cowered in the half-light coming through the door and looked at him as if pleading to be run over. Tuck's stomach lurched. He made a wide path around the dog, who looked down and resumed concen-tration on its suffering. â€Å"Hey, kid, you're not going in there, are you?† Tuck looked up. There was a cigarette glowing in the dark at the corner of the building. Tuck could just make out the form of a man standing there. He wore some kind of uniform – Tuck could see the silhouette of a captain's hat. Anywhere else Tuck might have ignored a voice in the dark, but the accent was American, and out here he was drawn to the familiarity of it. He'd heard it before. He said, â€Å"I thought I'd get a beer. I'm looking for an American named Pardee.† The guy in the dark blew out a long stream of cigarette smoke. â€Å"He's in there. But you don't want to go in there right now. Wait a few minutes.† Tuck was about to ask why when two men came crashing through the door and landed in the dirt at his feet. They were islanders, both screaming incomprehensibly as they punched and gouged at one another. The one on the top held a bush knife, a short machete, which he drew back and slammed into the other man's head, severing an ear. Blood sprayed on the dust. A stream of shouting natives spilled out of the bar, waving beer bottles and kicking at the fighters. Earless leaped to his feet and backed off to get a running attack at Bush Knife, who was rising to his feet. Earless hit him with a flying tackle as Bush Knife hacked at his ribs. A pickup truck full of policemen pulled into the parking lot and the crowd scattered into the dark and back into the bar, leaving the fighters rolling in the dirt. Six policemen stood over the fighters, slamming them with riot batons until they both lay still. The police threw the fighters into the bed of their truck, climbed in after them, and drove off. Tuck stood stunned. He'd never seen violence that sudden and raw in his life. Ten more seconds and he would have been in the middle of it instead of backpedaling across the parking lot. â€Å"Should be okay to go in now,† said the voice from the dark. Tuck looked up, but he couldn't even see the cigarette glowing now. â€Å"Thanks,† he said. â€Å"You sure it's okay?† â€Å"Watch your ass, kid,† said the voice, and this time it seemed to come from above him. Tucker spun around, nearly wrenching his neck, but he couldn't see anyone. He shook off the confusion and headed into the bar. The skeletal dog crawled from under a truck, seized the severed ear from the dust, and slunk into the shadows. â€Å"Good dog,† said the voice out of the dark. The dog growled, ready to protect its prize. A young man, perhaps twenty-four, dark and sharp-featured, dressed in a gray flight suit, stepped out of the shadows and bent to the dog, who lowered its head in submission. The young man reached out as if to pet the dog, then grabbed its head and quickly snapped its neck. â€Å"Now, that's better, ain't it, ya little mook?† The bar was as dingy inside as it was out. Yellow bug bulbs gave off just enough light to navigate around drunken islanders and a beat-up pool table. An old Wurlitzer bounced American country western songs off the metal walls. A khaki-wrapped hulk, Jefferson Pardee, sweated over a Budweiser at the bar. Tucker slid in next to him. Pardee looked up with red-rimmed eyes. â€Å"You just missed all the excitement.† â€Å"No, I saw it. I was outside.† Pardee signaled for two more beers. â€Å"I thought I told you not to go out at night.† â€Å"I'm leaving for Yap in the morning and I need to ask you some questions.† Pardee grinned like a child given a surprise favor. â€Å"I'm at your service, Mr. Tucker.† Tuck weighed his need for information against the ignominy of telling Pardee about the crash. He pulled the crumpled fax paper from his pants pocket and set it on the bar before the reporter. Pardee lit a cigarette as he read. He finished reading and handed the fax back to Tucker. â€Å"It's not unusual to have changes in travel plans out here. But what's this about bacteria? I thought you were a pilot.† Tucker took Pardee though the crash and the mysterious invitation from the doctor, including Jake's theories about drug smuggling. â€Å"I think the bacteria stuff was just to throw off anyone who got hold of the fax.† â€Å"You're right there. But it's not drugs. There aren't any drugs produced in these islands except kava and betel nut, and nobody wants those except the islanders. Oh, they grow a little pot here and there, but it's consumed here by the gangsta wanna-bes.† â€Å"Gangsta wanna-bes?† Tuck asked. â€Å"A few of the islanders have satellite TV. The people who look like them on TV are gangsta rappers. The old rundown buildings they see in the hood look like the buildings here. Except here they're new and run-down. It's a Coke and a smile and baby formula their babies can't digest. It's packaged junk food shipped here without expiration dates.† â€Å"What in the hell are you talking about, Pardee?† â€Å"They buy into the advertising bullshit that Americans have become immune to. It's like the entire Micronesian crescent is one big cargo cult. They buy the worst of American culture.† â€Å"Are you saying I'm the worst America has to offer?† Pardee patted his shoulder and leaned in close. Tuck could smell the sour beer sweat coming off the big man. â€Å"No, that's not what I'm saying. I don't know what's going on out on Alualu, but I'm sure it's no big deal. Evil tends to grow in proportion to the profit potential, and there's just nothing out there that's worth a shit. Go to your island, kid. And get in touch with me when you figure out what's going on. In the meantime, I'll do some checking.† Tuck shook the reporter's hand. â€Å"I will.† He threw some money on the bar and started to leave. Pardee called to him as he reached the door. â€Å"One more thing. I checked around. I heard that there's some armed men on Alualu. And there was another pilot that came through here a few months ago. Nobody's seen him. Be careful, Tucker.† â€Å"And you weren't going to tell me that?† â€Å"I had to be sure that you weren't part of it.† 13 Out of the Frying Pan Tuck's first thought of the new morning was I've got to catch a plane. His second was, My dick's broke. It happens that way. One has a â€Å"private† irritation – hemorrhoids, menstrual cramps, swollen prostate, yeast infection, venereal disease, bladder infection – and no matter how hard the mind tries to escape the gravity of the affliction, it is inexorably pulled back into a doomed orbit of circular thought. Anything that distracts from the irritation is an irritation. Life is an irritation. Inside Tuck's head sounded like this: I have to catch a plane. I'm pissing fire. I need a shower. Check the stitches. No water. It looks infected. Probably lep-rosy. I hate this place. I'm sure it's infected. When does the water come on? It's going to turn black and fall off. Whoever heard of a place with satellite TV but no running water? I'll never fly again. I'm thirty years old and I have no job. And no dick. And who in the hell was that guy in the parking lot last night? I smell like rancid goat meat. Probably the infection. Gangrene. I can't believe there's no running water. I'm going to die. Die, die, die. Not a pleasant place to be: inside Tuck's head. Outside Tuck's head the shower came on; brown, tepid water ran down his body in gutless streams; pipes shuddered and trumpeted as if trying to extrude a vibrating moose. The soap, a brown minibar made from local copra, lathered like slate and smelled of hibiscus flowers and suffering dog. Tuck dried himself on a translucent swath of balding terry cloth and slipped into his clothes, three days saturated with tropical travel funk. He shouldered his pack, noticing that the zippered pockets had been tampered with and not giving a good goddamn, then trudged down to the front desk. Rindi was sleeping on the desk. Tuck woke him, made sure that the room had been paid by the doctor as promised, then stood in the tropical sun and waited as Rindi brought the car around. It seemed like a very long ride to the airport. Rindi ran over a chicken, then got out and fought an old woman who claimed the chicken, each tugging on a leg, testing the tensile strength of poultry to its limit before Rindi busted a kung fu move that secured his dinner and left the old woman sitting in the dust with a sacred chicken foot in her hand. (The old woman was from the island of Tonoas, where magic chickens were once called up by a sorcerer to level a mountain for a temple, the Hall of the Magic Chickens.) At the airport Tuck gave Rindi a dollar for the cab ride, which was twice the going rate, and waved off the bloody handshake the aspiring gangsta offered. â€Å"Keep the peace, home boy,† Tuck said. 14 Espionage and Intrigue Yap was cleaner than Truk and hotter, if that was possible. Here the beat-up taxis actually had radio antennas to identify them. The roads were paved as well. The airport, another tin roof over concrete pylons, was filled with natives: men in loincloths and topless women in hand-woven wraparound skirts. Tuck caught a cab at the airport and told the driver to take him to the dock. The driver spat out the window and said, â€Å"The ship gone.† â€Å"It can't be gone.† What had moments ago been a pleasant drunk from four airline martinis turned instantly to a headache. â€Å"Maybe it was another ship that left.† The driver smiled. His teeth were black, his lips bright red. â€Å"Ship gone. You want to go to town?† â€Å"How much?† Tuck asked, as if he had a choice. â€Å"Fourteen dollar.† â€Å"Fourteen dollars? It's only fifty cents on Truk!† â€Å"Okay, fifty cents,† the driver said. â€Å"That's your counteroffer?† Tuck asked. He was thinking about what Pardee had said about these islanders absorbing the worst of American culture. This was his chance to help, if only in a small way. â€Å"That's the most helpless bargaining I've ever heard. How do you ever expect your country to get out of the Third World with that weak shit?† â€Å"Sorry,† the driver said. â€Å"One dollar.† â€Å"Seventy-five cents,† Tuck said. â€Å"You find another taxi,† the driver said, digging in his fiscal heels. â€Å"That's better,† said Tuck. â€Å"A dollar it is. And there's another one in it for you if you don't run over any chickens.† The driver put the car in gear and started off. They passed though several miles of jungle before breaking into a brightly lit, surprisingly modern-looking town with concrete streets. Occasionally, they passed a tin house with stone wheels leaning against the walls. The stones ranged from the size of a small tire to seven feet in diameter and were covered with varying degrees of green moss. â€Å"What are those millstone-looking things?† Tuck asked the driver. â€Å"Fei,† the driver said. â€Å"Stone money. Very valuable.† â€Å"No shit, money?† Tuck looked at a piece of fei standing in a yard as they passed. It was five feet tall and nearly two feet thick. â€Å"What do your pay phones look like?† Tuck asked with a grin. The driver didn't find it funny. He let Tucker out at the dock, which was suspiciously shipless. Tuck saw a bearded, red-faced white man sitting in the shade of a forklift, smoking a cigarette. â€Å"G'day,† the man said. He was about thirty. In good shape. â€Å"Impela my tribe?† â€Å"Huh?† Tuck said. â€Å"American, then?† Tuck nodded. â€Å"You Australian?† â€Å"Royal Navy,† the man said. He pulled a hat from behind him and tapped on it. â€Å"Join me?† He motioned for Tuck to sit next to him on the concrete. Tuck dragged his pack into the shade, dropped it, and extended his hand to the Australian. â€Å"Tucker Case.† The Australian took his hand and nearly crushed it. â€Å"Commander Brion Frick. Have a seat, mate. Looks like you been on the piss for a fortnight, if you don't mind my saying.† He handed Tucker a business card. It bore the seal of the Royal Australian Navy, Frick's name and rank, and the designation NAVAL INTELLIGENCE. Tuck looked again at the scruffy Australian, then back at the card. â€Å"Naval Intelligence, huh? What do you do?† â€Å"I'm a spy, mate. You know, secret stuff. Very hush-hush.† Tuck wondered just how secret a spy could be who had his status printed on a business card. â€Å"Espionage, huh?† â€Å"Well, right now we're watching the Yapese Navy don't make a move.† â€Å"Yap has a navy?† â€Å"Only one patrol boat, and she's broken right now. Yapese put gas in the diesel engine. But you can't be too careful, lest the little buggers get it in their mind to launch a surprise attack. That's her over there.† He nodded down the wharf. Tuck spotted a rusted boat designed like a Chinese junk with the word YAP stenciled on the side in flaking orange Rust-Oleum. A half-dozen Yapese, thin brown men with high cheekbones and potbellies, were lounging on the deck in loincloths, drinking beer. Tuck said, â€Å"I guess an attack would be a surprise.† â€Å"Ain't as easy a job as it looks. Yapese can lull you into a false sense of security. They might sit there without moving for two, three weeks, then just when you start to relax, wham, they make their move.† â€Å"Right,† Tucker said. The only damage the patrol boat looked capable of inflicting was a case of tetanus for the crew. A mile past the Yapese Navy waves crashed on the reef, just a line of white against the turquoise sea. Cottony clouds rose out of the sea into shining columns. Tuck scanned the horizon for a ship. â€Å"Is the Micro Trader in yet?† â€Å"Been in and gone,† Frick said. â€Å"She'll be back around in six weeks or so.† â€Å"Dammit,† Tuck said. â€Å"I can't fucking believe it. I need to get to Alualu.† â€Å"Why'd you want to go out there?† â€Å"I'm a pilot. I'm supposed to be flying for a missionary out there.† â€Å"Boys and I were out there in the patrol boat last week. Godforsaken place.† Tuck lit up at the mention of the patrol boat. Maybe he could catch a ride. â€Å"You have a patrol boat?† â€Å"Seventy-footer. Some of the boys are out with it now, tuna fishin' with the CIA. Don't mention it, though. Secret, you know.† â€Å"What's the CIA doing down here?† Frick raised a blond eyebrow. â€Å"Keepin' an eye on the Yapese Navy.† â€Å"I thought you were doing that.† â€Å"Well, I am, ain't I? And when they come back, it's my turn to go fishin'. Lovely, us bein' allies and all. Cuts the work in half. Want to suck some piss?† â€Å"Pardon?† Tuck wasn't ready for any kind of bizarre native customs. â€Å"Drink some beers, mate. If you keep an eye on the Yappies, I'll run down to the store and grab some beers.† â€Å"Sounds good.† Tuck was ready to take the edge off his headache. Besides, there was still a chance for a ride out to the island. Frick put his hat on Tuck's head. â€Å"Right then. By the power invested in me by the Australian Royal Navy, et cetera, et cetera, I hearby deputize you as official intelligence officer until I get back. Do you swear?† â€Å"Swear what?† â€Å"Just swear.† â€Å"Sure.† â€Å"There it is.† Frick started walking off. â€Å"What do I do if they make a move?† â€Å"How the bloody hell should I know?† Tuck watched the Yapese Navy for an hour before they all stood up and left the boat. He was pretty sure that this did not constitute a defense emergency, but just in case he decided to walk up the street to see what had happened to Frick. The pack felt even heavier now, and he guessed that it was the responsibility for Australian people that weighed him down. (A woman had once offered Tucker a goldfish in a bowl, and Tuck had graciously declined it on the basis that it was too much responsibility and would probably die anyway. He felt the same way about the Australians.) The concrete streets of Colonia were bleached white and stained with three-foot red strips of betel nut spit on either side and lined with thick jungle vegetation. Off the streets Tuck could see tin hovels, children playing in the mud, women passing the hottest part of the day combing lice from each other's hair in the shade of a tin-roofed porch. The women wore wraparound skirts, black with brightly colored stripes, and went topless. All but the youngest of them were enormously fat by Western standards, and Tuck felt his idealized picture of the beautiful island girls fade to a lice-infested, rotund reality. Still, there was something in their gentle grooming and in the quiet concentration of the children that made him feel sad and a little lonely. If only he could run into a woman he could talk to. A Western woman – she wouldn't have to know he was a eunuch. He broke out of the jungle into the open street of Colonia's main â€Å"business district.† On one side was a marina with a restaurant and bar (or so the sign said), on the other a two-story, stucco minimall of shops and snack bars. Around it, in the shade of the modern portico, stood perhaps a hundred Yapese, mostly women, some young men in bright blue loincloths, all shirtless. The islanders all had bright red lips and teeth from chewing betel nut. Even the little children were chewing the narcotic cud and spitting periodically into the street. Tuck walked in among them, hoping to find someone to ask about Frick's whereabouts, but none made eye contact. The women and girls turned their backs to him. The men just looked away or pretended to pay attention to sprinkling powdered coral on to a split green betel nut before beginning a chew. He went into a surprisingly modern grocery store and was relieved to see that the prices were in American dollars, the signs in English. He picked up a quart of bottled water and took it to the checkout counter, where a woman in a lavalava and a blue polyester smock rang up his purchase and held out her hand for the money. â€Å"Do you know where I can find Commander Brion Frick?† Tuck asked her. She took his money, turned to the cash drawer, and turned back to him with his change without uttering a word. Tuck repeated his question and the woman turned away from him. Finally he left, thinking, She must not speak English. He ran into Frick coming out of the store. The spy had a six-pack tucked under his arm. â€Å"I was looking for you,† Tuck said. â€Å"The Yapese Navy took off.† â€Å"You could have asked inside. They knew where I was.† â€Å"I did. The woman wouldn't talk to me.† â€Å"Not allowed to,† Frick said. â€Å"It's bad manners to make eye contact. Yapese women aren't allowed to talk to a man unless he's a relative. If a woman and a man are seen speaking in public, they're considered married on the spot. Shame too. Ever seen so many bare titties in all your life? Tough grabbin' a snog if you can't talk to them.† Tucker didn't want to talk about it. â€Å"You were supposed to come back to the wharf.† Frick looked affronted. â€Å"I was on my way. Didn't think you'd desert your post. I hope you're a better pilot than you are a spy. Letting them sneak off like that.† â€Å"Look, Frick, I need to get to Alualu right away. Can you take me in your patrol boat?† â€Å"Love to, mate, but we've got a mission as soon as the boys get back from fishin'. We've got to tow the Yapese patrol boat down to Darwin for repairs. Won't be back for a fortnight at least.† â€Å"Doesn't it make more sense to leave it broken? I mean, in the interest of watching them?† The spy raised an eyebrow. â€Å"What threat are they with a broken boat?† â€Å"Exactly,† Tuck said. â€Å"You obviously don't know a wit about maintaining job security. Mis-sionary Air might take you out, but I hear their plane is down for a while. Fishing boats are all Chinese. Buggers wouldn't piss on you if you were on fire. You might charter a dingy, but I doubt that you'll find anyone willing to take you across four hundred kilometers of open sea in an out-board. There's fellows do it off Perth, but the West Coast is full of loonies anyway. Get yourself a room and wait. We'll take you out when we get back.† â€Å"I don't know if I can wait that long.† Tuck stood up. â€Å"Where should I go to charter a boat?† Frick pointed to a large Mobil oil tank at the edge of the harbor. â€Å"Try heading down to the fueling station. Should be able to find someone down there who needs the gas money.† â€Å"Thanks, Frick, I appreciate it.† Tucker shook the spy's hand. â€Å"No worries, mate. You watch yourself out there. I hear that doctor's a bedbug.† â€Å"Good to know.† He waved over his shoulder as he walked down to the edge of the harbor. A group of women chewing betel nut in the shade of a hibiscus tree turned away from him as he passed. He walked along the bank and looked into the cloudy green water at the harbor's edge. Tiny multicolored fish darted in and out of the shallows, feeding on some kind of shrimp. Brown mud skippers, their eyes atop their heads like a frog's, walked on their pectoral fins across a small mudflat that had formed around the roots of a mangrove tree. Tucker stopped and watched them. They were fish, yet they spent most of their time on land. It was as if they had evolved to a certain point, then just couldn't make a decision to leave the water, grow into mammals, and finally invent personal stereos. For sixty million years they had been hanging out on the mudflats, looking at each other with periscope eyes and goofy froggy grins and say-ing: â€Å"What do you want do?† â€Å"I don't know. What do you want to do?† â€Å"I don't know. Want to go up on the land or stay in the water?† â€Å"I don't know. Let's hang out on the mudflat a little longer.† Tuck completely understood. Although if he had been a mud skipper, after a couple of million years of dragging himself around the mudflat, he would have lost his patience and yelled, â€Å"Hey, can I get some feet over here!†, thus moving evolution along. He was enjoying the superiority of the Monday morning quarterback (And in a world created in six days, what day but Monday could it be?), feeling a little smarter, a little more worldly than the mud skippers, when it occurred to him that he had no idea how to proceed. He could find the telecom center, if there was one, and contact the doctor, but then what would he do? Sit for two weeks on Yap until the Australians returned? Maybe they were wrong. Maybe there was a privately owned plane on the island. What about a dingy? How bad could it be. The sea looked calm enough. That's it, take to the sea. Or perhaps he should just stay on Yap and find a sympathetic woman to take his mind off the problem. It had always worked before, not to pos-itive results, but it had worked, dammit. Women made him feel better. He ached for a Mary Jean Cosmetics consultant. A cool, thin, married woman, armored in pantyhose and a bulletproof bouffant. A sweet, shocked, backsliding Born Again on a one-time sin quest to remind her of why re-demption was so so good. Mud skipper thinking. He was reeling with the heat and the lack of possibilities when he saw her, up ahead, walking by the water's edge, her back to him: a thin blonde in a flowered dress with a swing to her walk like a welcome home parade.

Aircraft accident Term Paper Example | Topics and Well Written Essays - 1250 words

Aircraft accident - Term Paper Example The victim had serious burns on the face, stomach and hands. The other body parts had minor burns and stretch marks.   His shoes were scattered on the left hand side of his body and this tells that he dropped dead from the aircraft.   There were no signs of the victims trying to escape. The first victim was later identified as Mark Henderson. Body 2 was found towards to the tail of the aircraft just a few inches from the cockpit. The victim appeared to be a female adult aged 30-40 years. She was wearing a blue checked trouser and a sky blue top with long sleeves. The victim had severe burns on the face, back and hands. The other body parts had numerous bruises. There was a lot of blood oozing from the head and left arm. The victim was later identified as Jean Rhodes. No further evidence in form of body parts, clothes that was found to indicate the existence of the third person. The Forensic team was satisfied that the victims of the aircraft accident were two, a male and a female aged 30-40 years and having been on private jet, the victims might be probably be a couple on a vacation trip. According to the NTSB 830 reporting and preservation of aircraft wreckage, the jet crash site is fatal due to the death of the passengers on board. In addition, the death occurred during a flight. The lead investigator of NTSN arrived at the crime scene at 1440; two minutes earlier after our arrival, hence had no information on the initial happenings to the accident. According to the eyewitness- Peter and the police who had arrived.

Terms in Strategic Planning and Capital Budgeting Essay

Terms in Strategic Planning and Capital Budgeting - Essay Example This formula is best used in analyzing the profitability of a project. NPV provides a value that when it turns positive project should be accepted, or rejected when the value is negative. A negative NPV produces a negative cash flows. NPV is also an ideal calculation when deciding on two projects, or comparing between them gives alternatives NPV is based on future cash estimates of the project that could be different from actual results and the difficulty of computing when the cash flows are uneven yearly. Another problem related to NPV is the use of discounting and selection of rate because different rates provide different values. Payback period is an accounting tool that is used to measure the time it will take to recover the original investment. The decision rule here is to accept the project if the payback period is less than projected.(Accounting Explained) This formula is easy to calculate and is one of the simplest tools for measuring profitability. It is also a good measure in ranking projects that would return money easily. For instance, the payback period of a project requiring $100 million dollars and is expected to generate a $5 million return for 5 years: Since expected cash flows are estimates, it is possible that there is a certainty that what is projected will not be the probable result. It could also suggest that there would be an uneven distribution of expected cash flow. This is due perhaps that changes in business are continuous and substantial. We should remember that in business, the product, the consumer, the competition, and the workforce today are very much different from ten years ago, and we cannot predict the outcome of the economy. In addition, this model does not take into account cash flows that occur after payback period is reached.

Law of Evidence Case Study Example | Topics and Well Written Essays - 3250 words

Law of Evidence - Case Study Example The facts in issues are those facts which are used to determine the guilt of the defendant. In the case of Pollitt v, R Brennan J held that† The first condition of admissibility of evidence is relevance. In that apart from questions relating to the credibility of a witness, a fact which evidence is tendered to prove must be a fact in issue or a fact that is relevant to a fact in issue. Where a fact to be proved is a fact in issue, admissibility of evidence tendered to prove it depends solely on the manner in which that evidence tends to establish the fact to be proved. Where a fact to be proved is a fact relevant to a fact in issue, admissibility depends first on the manner in which that evidence tends to establish the fact to be proved, and, secondly, on the relevance of the fact to be proved to a fact in issue .† In the case of PC Story providing the phone call as evidence was intended to prove that the defendant was guilty of the offense of controlling another person w ith the intention of getting financial gain. The mere fact that the evidence was correct without any authority or warrant made the evidence irrelevant and could not be used to establish the facts in issue in the case. The laptop, the stash of condoms and the $5,000 would be admissible in court as they obtained while the police officers obtained a warrant of to search the premises. However, even though such evidence is admissible in court, the court must still determine the weight in which the evidence should be given in relation the amount of significance.

Defining Words for Worship Essay Example | Topics and Well Written Essays - 2000 words

Defining Words for Worship - Essay Example Psalms 105 says that human beings should make known God’s deeds to the whole world. Praise refers to â€Å"giving thanks† in Psalm 1051. 2 Chronicles 30:22 is an example of how the word â€Å"praise has been used in the new testament. The Levites ate the peace offering sacrifices while offering praise to the lord at the sanctuary. Psalm 54:6 also shows how the word â€Å"praise† has been used, it says â€Å"willingly I will sacrifice to you; I will give thanks to your name, O LORD, for it is good†2. Psalms 96: 4 says that our father and our lord deserve ad seek our praise. â€Å"Yahweh is great and is worthy to be praised†. The lord also deserves worship from human beings. Psalm 29:2 says that human beings should bow down to God. In the current churches, praise and worship services are dedicated to the lord. The word â€Å"praise’ has been uttered by Leah, after giving birth to a child (Genesis 29). Leah was the first wife of Jacob and sist er of Rachel. The word praise is used to give thanks to God after mighty deeds have been encountered by human beings. Prayer should be used to praise the Lord, however, human beings only pray when they are in troubles. Prayer should be used to praise and worship the lord for the wonderful deeds he has done to human beings3. Serve Jesus used the word â€Å"serve’ to refer to the main purpose of His coming. ... According to Philippians 1; 3-27, Paul says that human beings should conduct their selves in a manner honorable to the teachings of Christ. Christians can serve god by conducting themselves in a holly manner. Sinful deeds by human beings are not considered as service to the Lord. Paul further says that a worthy walk in God’s light constitutes obedience to their partnership in the gospel4. According to Romans 12; 11, human beings are expected to serve the Lord without lacking Zeal. Spiritual favor should be maintained at all times while serving God. In addition, Deuteronomy 13; 4 says that human beings should only follow the Lord their God. It is only God that is worth being Served and revered. The keeping of God’s commandments and obeying his commands are the best ways to serve and hold fast to him. Further, Galatians 5; 13 says that human beings and their brothers were called to use their freedom in serving the lord. Human beings should not engage in sinful deeds but s erve one another in love5. Serving God and other human beings is captured in 1 Peter 4; 10. Every person should use the gift given to them from God to serve others as well as faithfully carrying out ministries. Gifts from God should be used in assisting other creatures who are in need of help, by doing this; human beings will be serving the Lord. Consequently, Joshua 22; 5 says that the laws that were given to the Israelites by Moses should be followed. Human beings should love the Lord their God, do what is right, follow the commandments, and to serve the Lord with all their heart and soul. Mark 10; 45 also shows how human beings should serve the lord. Mark says that Jesus Christ did not come to be served by human beings, but to offer services to

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

HR - Essay Example Research on the execution of performance related pay by the OECD, has discovered that mere higher pay does not motivate the majority of staff. Employees are motivated by holism job designing with High Performance Work Practices (HPWP), work which is competent with skill, novel ways of coordinating work, satisfying performance and better employee involvement in the decisions of the organisation. HPWP has the prospective for producing the personality of the employee and output of the organisation. These practices are established on the comprehension that employees are the key of an organisation and so they expect to be treated equitably. Studies prove that the HR systems of high performing companies have several things in common. "High Performance Work Systems" (HPWS) create more job appliers, monitor candidates more efficiently, offer more and improved training, connect pay more openly to performance and provide a more dependable work environment. The vital challenge confronting human resources management is to make available a set of services that is logic in terms of the company's premeditated plan. A tactical plan is the company's sketch of how to match its inner strengths and weakness with outer opportunities and threats so as to uphold a competitive gain. An organisation which has greater involvement and responsibility on the part of employees is said to have implemented a set of management practices of High Performance Work System (HPWS). Bohlander et al (2004, p. 690) defines HPWS as "a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility". Barnes (2001, p. 2) states that the notion and thoughts for high performance work systems has conceived its roots from the late twentieth century. It was during this time that the manufacturing industry in America had recognised that global competition had got in and they wanted to reorganize the 'tried and true' manufacturing procedures. Elements of High Performance Working: Figure I showing Elements of a High Performance Work System (Ren Li Zi Yuan Guan Li Ji Chu, 2004) The first element of HPWS is the notion of "increased opportunity to participate in decisions" (Barnes, p. 9) for employees. The capability for an employee to take part in the decision making process is believed to be one of the most important components of an HPWS as it permits the employee to make decisions that affect their instant environment and this in turn affects the whole organization. This contribution results in employees feeling more authorised and in turn leads to a more dedicated workforce, at least in theory. The second element is training. Training helps employees to acquire the required skills to carry out their jobs in a more efficient manner and the chance to presume better responsibility inside an organisation. The third element is employee incentives. Organisations will have to find a way to connect pay with performance. According to Bohlander & Snell (2004, p. 698), if an employee has to focus "on outcomes that are beneficial to themselves and the organization as a whole" then incentive should play an important role. Technology is yet another element which in addition to the 3 elements of involvement, training and incentives, makes up yet another important constituent of modern day HPWS. According to Bohlander &, Snell, (2004, p. 699) "technology does not have to be leading edge technology solutions, but it does

The book The Middle Ground written by Richard White Essay

The book The Middle Ground written by Richard White - Essay Example In addition, the author also tried to show the complexities of Indian-white relations, and how it has led to either the assimilation or the destruction of these Indian tribes (White 518 to 584). In this case, this paper would try to look at the thesis of White as presented in this book, presenting evidence from the text itself. Then, from this thesis, the researcher would try to look at the pros and the cons of the author’s argument, putting into consideration the specific social and historical context of the events that occurred at that time. In addition, the researcher would also look at how the author interpreted the specific cultural and historical events that was presented in the book, in order to accurately analyze the pros and the cons of the narrative of the author. In his book â€Å"The Middle Ground,† White actually showed how the Indian tribes, at the time of their contact with the European colonizers in the Great Lakes Area, treaded the middle ground, to whi ch White showed â€Å"a process of mutual invention† (White 50), wherein the French (colonizers) â€Å"assimilated the Indians in their own conceptual order,† while some Indians pretty did much the same (White 50-51).

Dq8m9 Essay Example | Topics and Well Written Essays - 1000 words

Dq8m9 - Essay Example That is why it is important that every organization in business must include the social responsibility as part of their strategy. Norman who is a professor of ethics in Business looks critically at a number of prevalent and quasi-academic outlines for identifying and mitigating beyond-compliance responsibility such as CSR, organizational citizenship, sustainability, shareholder theory and triple bottom-line. His working theory is that beyond compliance responsibilities can be vindicated by using the same ideas and methods we use in vindicating particular guidelines. He also focuses on â€Å"ethical Politicization† and more generally on the nature of answerable behavior in the business-government dealings (Norman 2012 p.75). The idea of corporate social responsibility is exceptionally valuable and hard-worn social benefit. It is a vehicle for endorsing transparency, more tone liability, better communique, honesty, mutually advantageous exchange and functional development. In pr oviding a clear way of critiquing business inside and out of its borders, it is now an essential condition for businesses to have morals and to exercise modern entrepreneurship (Jeremy 2009 p34). It is especially important for the growing global economics, while at the same time it is a delicate issue. However, different researchers are coming up with different views on this topic with one group arguing that business must operate under proper values and the other arguing that social responsibility is a complicated issue and cannot work successfully. According to Moses Pava, Former US secretary Robert Reich is one example of those who oppose the social responsibility advocators (Pava 2008 p.38). He believes that it is a project that can never succeed and campaigning for it is a waste of time and money. Reich points this failure in the raising political power but does not clearly state exactly what his argument is all about. He however, wants this idea dropped and as it is not one tha t could work and the only reason for him is the rise in corporate political power an argument thought as not so convincing according to Pava. Critiques like Reich are therefore, needed to listen keenly to those who have continuously been pushing for more and improved corporate social accountability as they may need to respond to his argument. Understanding the state of business and the processes in it, Reich and other should be convinced that corporate social responsibility is a vital foundation for business morals and for current capitalism. Lack of social corporate responsibility will create an avenue for unnecessary exploitation and great benefits for a few traders and that would not make sense. Reich’s concern in this issue is that rules advocating for the social corporate responsibility are not safe for business as they could cause a lot of harm. He believes that if businesses should prosper, then, they should focus mainly on customer satisfaction and maximization of cor porate profits for stakeholders (Pava 2008p. 50). He says that ethical and social responsibility is individual and can be practiced in those terms instead of setting up policies that direct organizations to operate under ethical social responsibilities, which would frustrate the freedom for organizations to achieve their goals. Pierre, on

Reject inference applied on large data sets Research Paper

Reject inference applied on large data sets - Research Paper Example However, this assumption does not hold true in the case of application scoring. The modeling data set becomes inherently biased if the customers that are perceived to be â€Å"bad† are approved while those that are perceived to be â€Å"good† are rejected. It is a matter of fact that the only population’s performance that is known is for the approved, which apparently does not perform the same way as the rejected population, hence the rejection of this population is rather questionable. Notably, the selection bias does not take place if further bad rates are estimated using the approved population in the model alone. Nonetheless, considering that the model is applicable to the whole population in order to decide who to reject and who to decline, the bias becomes a very important consideration. Correction and accounting for this sample bias is achieved by use of rejecting inference techniques. In view of this, a gap is present in any statistical model when known Good-Bad (KGB) of the approved population of loan applicants is used, because of the high sampling bias error that occurs. As a matter of fact, any analysis of characteristics is biased as a result of the ‘cherry selection’ of prospective good customers. If bad rates across the whole population is truly described by the characteristics, then it is evident that the rate of approval by the same characteristics should be inversely related. For a case in point, if the customer has serviced loans without any problem for the last one year, then the subdivision’s general bad rate should be moderately small, and the approval rate from this subdivision should be large. Nevertheless, customers that hold at least 4 bad loans in the previous one year should be treated as a high credit risk. As such, any approval in this segment should be assigned a variety of other ‘good’ characteristics to su persede offensive

Training and Development Essay Example for Free

Training and Development Essay Introduction Training and development is an integral part of a company’s success. It ensures a motivated and educated workforce by delivering them new insights and developments on their work. Throughout my career in sales and in the fashion and modeling industry, I have been dealing with various trainings and development programs. I have developed sales training methods for several sales companies. I have trained aspiring models on projection, poise and public speaking. Most recently, I have mentored my team of professionals in my image consulting business to deliver the best possible image solutions to our clients. As a team leader, mentor and teacher, I am constantly evaluating past training strategies and looking for new opportunities to create and develop training methods for my team. I follow simple steps or model in designing and developing a training coursework. First, I do training needs assessment of my team. When assessing I do one-on-one interview or pass around a piece of paper where they write topics that they think can help them improve the way they do their job. I assess their current skills and industry knowledge, and benchmark it against the standards of the company or what that company expects them to do. I then design the training and set verifiable objectives and evaluation methods. When designing trainings, I like to inject fun and contact. I learned early on that good sales leaders take their sales team seriously by making sure there is a balance between control and fun within the team to promote creativity and high-sense of motivation (Forsyth, 1999, 64). I always see to it that I include various topic-related games where they can pick some learning from. I also always encouraged everyone to speak and share their own experiences from the field. Work Experience – Pyramide USA Pyramide USA is an American company and a global leader in the climbing wall industry. One of their products is Poolside Climbing Wall from AquaClimb. As the Lead Sales Team Trainer, I trained the entire sales team in sales and presentation. I was responsible for marketing AquaClimb through branding, advertising, database marketing, direct marketing, events or trade shows, international marketing, internet marketing, market research, and all public relations-related efforts. I decided what trainings to do based on my deliverables for the company. In line with my responsibilities, I trained my sales team in the following areas: lead generation, customer presentation and product demonstration, sales closing, events management, and professional image as part of selling customer confidence in the company brand. The first big training I did for the company was about the product that we were going to sell. We went through the detail of the sales pitch, the product benefits and the company support for dealers. We tackled the specifics of the product feature, as far as installation of the product and safety precautions for the customers. We also did costing and sales mark-up estimates, as well as lead generation. These were all-important because AquaClimb was new to the market. After the product and sales presentation, I asked each of them to prepare their own sales pitch based from the training and present to me for critiquing.   This was part of my evaluation of the training’s efficacy. But, I like to create balance so I asked the participants to rate the training as well, about content, delivery, and my competence on the subject. We composed action steps where my team, in a group of two, discussed how they plan to use the learning in selling the product.   After that big training, I made it a point to conduct weekly 30-minute Marketing Task Force Training to cover selling, customer service, motivational training, events management and personality development. Apart from that, I made it a point to schedule sales calls twice a week with 2-3 individuals from the team. I also coordinated sales department teambuilding with the company’s human resources manager. Together, we designed a weekend team building retreat that increases employee motivation and focus. We covered important parts of management such as employee loyalty, trust, internal conflict resolution, and team goal achievement by fun games and group activities. At the start of the training, we leveled off expectations of the participants and explained objectives. At the end, we gave out evaluation questionnaire forms to measure employee satisfaction and learning. AquaClimb’s distribution is through a worldwide authorized dealer network, which I helped develop from the get go through the AquaClimb Dealer and Agent Programs. The program aimed to set up the dealer support network to foster and continue strong customer relations with all past and current customers. I coordinated with the Director of Customer Service with the design and implementation of Customer Service training about the use and delivery of service using the 24-hour live support program. We evaluated the training based on number of customer requests of complaints handled each staff and compared it with the previous data before the network installation. I provided customer feedback to Director of Operations on AquaClimb products, including but not limited to strengths, weaknesses, opportunities and threats in the relevant marketplace. Feedbacks were from customer service reports, market surveys, and dealers’ evaluation of AquaClimb product and services.   Lastly, the sales training I helped developed with the company can was measurable through the increase in sales. For this, I consolidated monthly sales report and sales trends and presented those to Director of Sales. Work Experience – Charles Mason Inc. Charles Mason Inc. afforded me a worthwhile experience of organizing and staging special events for the company from 1997 to 2000. As the Special Events Coordinator, I was in charge of coordinating all aspects involved in planning and carrying out large-scale corporate events and meetings and direct supervision of a team comprised of 10 Assistant Coordinators. As part of producing grandiose and stylish events, I developed basic interior design coursework and events management for my team to equip them with necessary skills in running events. Specifically, I trained all the assistant coordinators in flower and lighting design. I held a 3-day design workshop for my team where they learned basic flower decoration and lighting effects. I developed the workshop through extensive research on the subject and interviews with flower shop owners, and events lights operators. As part of the training evaluation, I asked them to apply what they learned with whatever current projects we are handling, by sharing creative ideas and brainstorming. I measure transfer to evaluate my staff. For instance, I know the training worked because on several occasions I let my team handle the event design with me as supervising director only, and they were able to produce elegant designs for the show. Work Experience – Model Quest Inc. Model Quest Inc., a national model and talent scouting company, landed me a job in New York as a Sales Specialist / Training Coordinator between 2000 and 2004. My primary job responsibilities were to coordinate all aspects of public relations events and model search shows, in national and international locations. I provided industry training and techniques to prospective clients and consistently sold more than 1,000 training sessions each event which enabled the company to triple profits within the first three months of business. Because of my significant contribution to the company’s financial interests, I served as a Keynote Speaker and Teacher for the company, where I conducted all the training and development for all the prospective models. My own experiences as a model helped me to develop three separate training modules for aspiring models. The first module is an orientation on the fashion industry, the industry standards for models, and how Model Quest is going to prepare them for success. The second module consists of: make-up and grooming, public speaking (including diction, pronunciation and voice modulation) and social etiquette. The third module is about poise, projection, stage presence, runway modeling, photo posing, body language and photo session. I take in 10-20 participants in each workshop that usually lasts for about 1-2 months. The workshop varies from lectures to hands-on exercises depending on the set objectives. Training the candidates to be international models is fun and enjoyable. Yet, it is also challenging and the rewards come when those models get modeling contracts, knowing that my training helped launched their exciting careers. Work Experience – Tear Sheet Magazine My work with Tear Sheet Magazine, the insiders guide to the modeling and fashion industry, led me back to sales and advertising. As the Sales Associate/ Advertising Writer, I sold magazine advertising space to corporate and fashion advertisers, wrote and published instructional type articles on style trends and image tips in my monthly column. I also trained new sales representatives on sales, and presentation strategies.  My training designs consisted of one-on-one mentoring on handling individual accounts, and classroom training on sales presentations and goals. For the individual accounts, I covered the basics on the magazine’s rate cards, magazine’s circulation and readership, and customized sales pitch. For the classroom training, I focused on motivation and goal setting, presenting, discussed different types of competitors and their advantages and disadvantages, and how to handle common objections. I evaluated the training based on sales growth and account reten tion. Work Experience – Leslie Wayne Image Consulting Because of my extensive exposure in fashion, modeling, personality development and sales, and as an industry professional myself, I decided to start my own image consulting business, the Leslie Wayne Image Consulting (LWIC). I set up a â€Å"team of professionals including experienced wardrobe stylists, photographers, makeup artists, hairdressers, licensed cosmetologists who are acknowledged of techniques and product secrets that were educated by the world’s top beautifiers in action. Together, we provide the marketplace a one-stop shop of image improvement, nutrition and wellness, fashion and style, as well as wedding consultancy services.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   My travels and experiences onset have improved my natural flare for fashion and artistic eye. It also helped me gain intimate knowledge of the fashion and beauty industries. I mainly train my team to provide clients with products and methods that deliver. I created different phases for my Comprehensive Training for Image Consultants. I wanted to set a standard way of consulting for the company that everyone can carry out. The first phase of my training is about physical or aesthetics consultation. I coached my team to do Image Analysis or Makeover Consulting, Fashion Styling or Wardrobe Consulting, and Makeup Analysis. I did the coaching in classroom type discussing the how-to’s first, then we move to reviewing of random individuals based on image projection, wardrobe review, make-up consult. I also helped them with the scripts that they should say when giving feedback. The second phase is about public speaking and social graces consultation. Here I coached them about the public speaking including vocal communications, nonverbal communications and etiquette. Here we covered topics ranging from voice, grammar, and diction, body language, business etiquette, social graces and dining. Most of these trainings are workshops and exercises. The third phase of my program is service excellence where I coach them to go the extra mile when servicing clients and to listen, respond to the clients, offer friendly, professional, individual advice. As part of this, I mentor my team in coordinating with our strategic partners such as photographers, wedding coordinators, florists and caterers who refer their clients to us for an image consult. I also started the Train the Trainers Workshop in my company. I recognize that an image consultant needs to have good training skills. The workshop is open to anyone in my team interested to be trainers. I usually conduct lecture-type training every 2 months for individual and group consult. I also bring two people with me to watch and aid me in training our corporate clientele who hire us to present seminars on topics such as corporate power dressing, communication and presentation skills for new supervisors, and more. All my trainings are evaluated based on feedback from my team and client satisfaction survey done after the consult. The survey consists of questions about service satisfaction and relevance of the consult. Under my leadership and training expertise, my image consulting team is now known as a trendsetter who is skilled in bringing out the best in our clients. I know my training works because we get more clients and we know from our clients testimonials that we help them feel more confident. The increase in our client base every year is proof that I am doing well with my training program.          References    Forsyth, P. (1999). Everything you need to know about marketing. London: Kogan Page Ltd.

Challenges Faced By Hr At Royal Mail Management Essay

Challenges Faced By Hr At Royal Mail Management Essay This report is on the analysis of the challenges and issues faced by the management of people at work. It has critically analysed the application of strategic HRM models, and theories and different approaches in practice. Report evaluates the impact strategic approach can have in contemporary organisations to people management. Report includes all the discussion of several HR models and identifies the similarities and differences between them. Based on my own work experience in Royal Mail and research on the companys HR, report shows detail HR functions and models used by Royal Mail. It then recommends that will add value to Royal Mails and its HR structure. Royal Mail Introduction: Royal Mail PLC is the national postal service of the UK. Royal Mail is almost 500 years old dated back since 1516. It covers every inch of the UK delivering letters and parcels. It carries out an important public service and has a duty to deliver postal mail throughout the UK. Royal Mail has researched the market in relation to designing and deploying an approach to Ethical Standards in which People are priority. Royal Mail currently employs 200,000 staff and has annual turnover of around  £8bn. Models for HR Roles: Observations suggest that majority of work organization have not adopted the HRM models, others have implemented only elements of the model, and others have emphasized different features of the model to build a high performance workplace. These differences suggest that HRM is a proactive strategic management activity and it is different from the traditional personnel management. Legge (1978): Conformist innovators go along with the organization. Their expertise is used to improve the position of their department. They have to do as they are told to satisfy senior management. Deviant innovators attempts to change by accepting different set of tasks for the organization success and gain credits for their contribution. They come up new ideas but are driven by social values. Problem solver has very contingent role as they have to keep changing according to the circumstances. HRM contains ambiguities or paradoxes at several levels. Major changes in role of personnel professionals resulted in a more complex set of roles. Old ambiguities and negative counter images of the past still remain- Legge, 1989. The process of role change from traditional personnel to new comprehensive HR role can therefore be uneven and incomplete. Storey (1992): Little evidence of the strategic integration of HRM policies with corporate plans was found by Storey (1992). Change makers were interventionists with a strategic agenda focused on both the hard realities of business performance and designed to enhance employee commitment and motivation. It was this new role that perhaps most clearly differentiated HRM from traditional personnel management. Advisers assumed a facilitating role, acting as internal consultants offering expertise and advice to line management while operating in an essentially non interventionist manner. Regulators were interventionists involved in the traditional and essentially tactical role of formulating and monitoring the observance of employment rules and policies. These were managers of discontent seeking order through temporary, tactical truces with organised labour. Handmaidens provided specific services at the behest of line management; their attendant role was essentially reactive and non interventionist. From this model, we can say that in this dynamic market, Changemakers role has grown significantly and has become part and reality of business performance. Adviser role is more closely associated with development individual business unit and has low strategic agenda of HRM. Regulators role seems to have a down turn. And it will be difficult for Handmaiden role with the increase demand on outsourcing. Or can say that HRM has undermined the integrity and professional status of a function that was done by senior management. Wilkinson and Marchington (1994) HR Model: According to Wilkinson and Marchingtons model four roles described are: Change Agent Board level, high visibility and we can say engine of change. Hidden Persuader: strategic but low profile. Mainly behind the scene and support senior managers Internal Contractor: mainly operational level but relatively high profile. Facilitator: also operational level and low profile, routine admin and supports line managers. From this model we might be able to know external situation under which each of these roles are created. But HR professionals are unlikely to be able to choose board level in the same way that other people cannot choose to be on the board. It may be in some firms that HR presence is an unrealistic goal in the perceptions of senior management. However, working ethically within the boundaries by increasing credibility and developing skills we can enlarge this boundaries. Ulrich Business Partner Model: Many of the questions and issues concerning the future role of HR professionals have been addressed by Ulrichs work. His work is mainly informative and prescriptive, rather than practical; it provides one of the most systematic frameworks for capturing the emergence of new HR roles. It is an inspiring and sometimes disconcerting vision: HR professionals must become champions of competitiveness in delivering value or face the diminution or outsourcing of their role (Ulrich, 1997) Ulrich defines four main roles for the HR professional along two axes: strategy versus operations, and process versus people: Strategic Partners help to successfully execute business strategy and meet customer needs Administrative Experts constantly improve organizational efficiency by reengineering the HR function and other work processes Employee Champions maximize employee commitment, and competence Change Agents deliver organizational transformation and culture change. This model represents a broader attempt to overcome the negative image of personnel function and give a new set of proactive roles for HR. Ulrichs mission is a new plan for professionalization. But it is difficult in this prescriptive approach. Similarities and Differences between HR models: Both Legge and Storey make insightful observations when they suggest that what may be more significance is not the message, but the messenger; HRM represents the discovery of personnel management and the message itself has not changed but it is being received more seriously. Ulrichs model sounds very attractive to be operated at higher level but it might not be possible in all circumstances. There may be worries on the clear focus on firms contribution detracts from the independence to make decisions. Employee champion atleast points out that HR do not serve only one senior manager. On comparing Storeys analysis with Ulrichs model, Ulrichs model actually provides a similar framework and it does not provide solution for resolving issues of role ambiguity and role conflict. To control this process of redesigning, Storeys original four box model is experientially re-examined and contrasted with Ulrichs model on HR roles. This provides a useful analytical counterpoint for examining the complexities of the role change. Storeys role model does not take into the account of increasing complexity and comprehensive nature of HR roles, While Ulrichs model recognizes the multiple and flexible nature of HR roles. However, its role types often overlap with Storeys to such a degree that it is sometimes difficult to differentiate the roles. One of the problems with the Storeys original model was that it appeared to treat each personnel role as a generic type. While, Ulrich highlights the multiple roles the HR professional should undertake. However, Ulrichs model for role reinvention minimizes the issues of role ambiguity related with personnel roles. Also, role conflicts often appear when a person performs more than one role. HRM model is itself not a logical, observable fact. It is in reality a representative and is not mutually dependent upon each other but also from the new political context. Storey Legge Ulrich Number of roles 4 3 4 Rationale Matrix Matrix Strategy Strategy/tactics Impact Unitarism/Pluralism U/P P U HR Roles carried out in Royal Mail: The Job Titles and job responsibilities in HR in Royal mail are as follows: HR Change Manager: Develop and deploy a change strategy to support Royal Mails Modernization Program Develop a change management strategy including communications, engagement and cultural change activities and design unit change plans for offices. Design and deliver change management and communications workshops and coach line managers in the process of change HR Project Manager: Produce and manage project plan, risk analysis and stakeholder management plan and budget. Provide ongoing support and communication for area management team, regional HR team, regional advisors, mentors and maternity. Research and develop proposals for the Organizations vision, culture, structure, product offering and job descriptions. Design communication materials including newsletters, knowledge portals, recorded audio and video podcasts, design support materials for line managers and manage Q and A database. HR Director: Guide and manage overall provision of HR services and policies for the whole company Talent management strategy including workforce planning, recruitment, training and succession planning Employment law compliance and compliance to regulatory concerns Managing external employment agencies, recruiter and temporary staffing agencies. Analysis of the effectiveness of all human resources efforts. Able to provide useful and strategic advice and input across the company HR Service Manager: Provide HR services across Royal Mail by conducting cases, notetaker role, case managing and coach on key services including recruitment, training, employment law, investigations, mediations, conduct, absence, dismissals, appeals, grievance and harassment and bullying, talent and leadership, reward and recognition, advice and support. Manage resource plan for teams and design and implement a new ways of working change program Design forecasting, scheduling, workload analysis and skills matrix tools Manage budget and performance system including appraisals, development plans, scorecards and people policies. Factors might influence HR roles: HR will continue to build a professional level of diagnostic and enabling skills and a core of problem solving experts with the aim of raising and meeting these expectations. However, it is important to keep relevant external and internal factors while determining HR strategy. In the recent news, Government is planning to sell of the Royal Mail which could create privatized monopoly and will push up the prices of stamps. This will have a huge impact on the whole organization and its brand and its staff. One of the factors that can affect Royal Mail HR is the Culture in the company. HR teams in Royal Mail seem to concentrate on their own activities rather than community. They work in culture where value is added in terms of individual unitization rather than individual contribution. Keeping culture in mind indicates that behaviors that are important in the new world and can help to build a new culture. Royal Mail being a huge organization, it has insufficient recognition for the level of contribution and effort provided by each employee. They are worried about the pay that it is not commensurate with performance. This might happen in Royal Mail, when poor contributors receive raises because of some other personal reason. An employee is applicable for promotion and does not get the job because promotion system might not be fair and also employees are not aware of what next opportunity. If Royal Mail experiences a downturn, employees will be concerned with management and future in the company. Insecure will think negative and worst to happen and management might have to work hard to gain their trust again. Future success on Royal Mail depends on ability to manage a diverse community that can bring innovative ideas to work. Royal Mail might not be able to capitalize this mixture of talents with different backgrounds. Royal Mails environment might not be able to support diversity broadly and hence can risk loosing talent to competitors. Increasing competition can affect HR and its strategy should enhance Royal Mails profile as first choice employer in the sector. As UK and EU legislation continually changes, HR will be affected by new laws and its strategy should benchmark developments with other courier organizations. Size of Royal Mail can affect HR. If it is planning to increase its operations will need more staff and new staff should be recruited and hence will incur cost. HR might not have enough budgets. New Technology like sorting letters machines will need trained and experienced staff. The economic environment including the competitive situation determines the external supply of and the demand for managers. Legal and Political constrains requires Royal Mail to follow laws and guidelines issued by Government for example Health and Safety at work place and Equal Opportunity. Analysis of the Model of the HR Roles in Royal mail to Ulrich and Storeys Model: In Royal Mail, people are at the centre, making good HR is their top priority. Royal Mails HR team is split into three key areas: HR Services: HR Services department deals with recruitment, learning, reward and recognition, corporate social responsibility, health and safety and advice and support. Also, offers the services like data analysis, project management, stakeholder management, management information, and business planning and process improvement. Business Partners: Business partners are the HR Directors for each business area and they work closely with business leaders to apply strategic HR initiatives and interventions in line with corporate goals. This is the heart of the operation, consulting with operational teams, applying HR solutions and trouble shooting in high impact areas. Expert Teams: Expert teams develop Strategic HR solutions in specialist areas such as organisational development, diversity, Talent management and learning and development. This role gives high level exposure to business HR strategy and deeper understanding of one of the expert fields. The emerging model is more like a three-legged stool. One leg of the stool being administrative service center, the second leg being center of excellence (or expertise) and the HR business partners make up the third leg. Most HR functions, if not already operating with a full fledged three box structure, are considering whether, or how, to implement one. The current recession is exacerbating the need for change. For certain, it is creating pressure for cost savings; whilst in some sectors, it is driving a fundamental shift in the business model which entails new thinking about HR added value. This suggests something versatile and complex nature of HR roles and how difficult it is to fit roles within the boundaries. Not being able to identify main role will recommend that some personnel and HR will experience some conflict. Role conflict is now very common anyway between HR, senior and line managers. To Add Value to Royal Mail should use the positive aspects of both the combing Storeys and Ulrichs models. Advisor will offer HR advice and Expertise to Senior and line management. Service Provider to support line manager in specific HR roles Regulator will monitor the performance of personnel and HR policy Change Agent will push forward culture change and transformation. This approach will help Royal Mail to overcome the complexity of HR roles and will fulfil the roles missing from the previous model used. Conclusion: Certainly the basic principles and apparent benefits of the model are simple to comprehend and thus have a strong appeal to HR leaders wishing to enhance their functions performance. At the heart of the model lies the notion of a set of HR professionals, embedded within line businesses and working on processes and outcomes that are central to competitive success, but supported by both efficient processes to handle the more transactional aspects of HR work, and more strategically-orientated centers of excellence.