Educational Philosophies Essay

Education is derived from the Latin word’ Educare’ which means ‘to bring up’ and Latin word ‘Educere’ which means ‘to bring forth’. It was Latin author ‘Varro’ who said ‘Educit Oberix, Educat, Nutrix institut Padagogogus, Docet, Magister’ which means ‘the mid- wife brings forth, and nurse bring up, the tutor trains and the master teaches. Accordingly, Education does not merely mean the acquisition of knowledge or experience but it means the development of habits, attitudes and skills which help a man to lead a full and worthwhile life. Since theorists retrieves it from word ‘Educate’. They say ‘e’ means ‘out of’ and ‘duco’ means ‘to lead’. To educate means ‘to lead forth’ or to extract out of the best in man. Education is an attempt to develop the man. William James has remarked â€Å"Education as an attempt on the part of adult members of the human society to shape the development of the coming generation in accordance with his own ideals of life. (Encyclopedia Britannica Vol. -viii, p. 951) Education is recognized as the mirror of society and educational institutions as society in miniature. Education is a significant and most potent activity to bring about desired changes in the society. Every country develops its own system of education for the promotion and expression of the socio cultural identity and to meet the challenges of time. Education is considered as necessary equipment for the social and political development of the country. Education not only provides knowledge and skills but also inculcate values, training instincts, fostering right attitudes and habits. Philosophy is the study of general and fundamental problems, such as those connected with reality, existence, knowledge, values, reason, mind, and language. Philosophy is distinguished from other ways of addressing such problems by its critical, generally systematic approach and its reliance on rational argument. It is derived from two Greek words i. e. ‘phileo’ (love) and ‘Sophia’ (wisdom), which literally means â€Å"love of wisdom†. Philosophy is a search for a general understanding of values and reality by chiefly speculative rather than observational means. It signifies a natural and necessary urge in human beings to know themselves and the world in which they live and move and have their being. Education and philosophy are related like flower and fragrance, Skelton and flesh and blood, shadow and substance. Educational philosophy provides original ideas regarding all aspect of education and society. Education philosophy helps to preserve the cultural, social, national traditions of country through educational programs. It harmonizes the old and new aspects in education. Education philosophy guides the student through social, cultural and mental complexities, it establish a co-ordination between different branches of the subject of education. All Education activities aims, curriculum, discipline, techniques of instruction and organization helped by educational philosophy. Education develops a sense of discrimination between good and bad. This discrimination based on values, are tested in schools. Values of education are the same as of life. These educational values are individual as well as social. True value orientation cherished values into:- Satya Dharma Prem Shanti Ahimsa In Vedas, there are four personal values- Dharma Artha Kam Moksha Besides these there are three impersonal values are- Truth Goodness Beauty (Satyam)(Shivam) (Sundram) India has produced many great men and earnest seekers of Truth. They developed many noble educational ideas and contributed to educational ideas and practices. True education is the acquisition of knowledge followed by action. Tagore (1861-1941) , the writer of famous hymn ‘Jana Gana Mana ‘ which is our National Anthem ,is popularly known as Gurudev, the respected teacher. His various educational experiments – The Bholpur school, The Institute of Rural Construction, Shiksha Satra and Vishwa Bharti represent all crystallize his various aims and objects of education, on which the foundation of super structure has been built. He made unique contribution in the renaissance of modern India and achievements in field of literature, philosophy art and education. â€Å"The fundamental purpose of education is not merely to enrich ourselves through the fullness of knowledge, but also to establish the bond of love and friendship between man and man. R. N. Tagore Educational philosophy of Rabindra Nath Tagore Tagore realized that education system of India suffered from the loss of contact with the environment and education. He made unique contribution in the renaissance of modern India and achievements in the field of literature, philosophy, art and education. He tried to make educational experiments and innovations on the basis of intellectual, moral and s piritual values of ancient India and worked for an understanding between Eastern and western culture. Tagore was a poet and a Saint too; who had through his imagination and insight realized the universal soul in him and in nature. He believed that this realization was the goal of education. Because the universal soul is the root of our soul; man’s aim in life is to reach that universal soul of which all human beings are parts. Principle of self – education based on self- realization, and the process of self realization is as permanent as that of education. Education must make individuals to have faith in self and in the universal self, underlying his own individual soul is most important. Education in its aim must have, Integrated Development, Moral Development, Physical fitness, Harmony with environment, National and International understanding, Earning livelihood and multifaceted aims. He believed in dynamic and activity methods of teaching by emphasizing aesthetic subjects like dancing, music, art, dramatization an one hand and socially useful productive works like book binding, gardening and other crafts. He had liberal and progressive outlook and he strongly advocated woman education. In this way R. N. Tagore has contributed in education for human re-generation, to prevent defects. Mahatma Gandhi (1869 to1948) is considered as supreme practical philosopher who believed not in theorizing education but in putting into action. He was a revolutionary educational thinker of modern India. Like Socrates, Rousseau, Tolstoy, he made a remarkable contribution to education in India. Gandhi ji may be ranked as one of the most prominent educators of the world has ever known. He is regarded as a practical philosopher and experimenter on education to the core. Whole of his life was spent in experimentation with truth. His educational philosophy has been rightly considered as dynamic side of his philosophy of life. His contribution for ‘Nai- Talim’ is an instrument for realizing his ideals of life. The Wardha Scheme prepared under the direction of Mahatma Gandhi attempts to replace the traditional system by dynamic and human system which helps to bring into existence a new era of planning and co-operation of India. According to Gandhi ji, education is an activity, which is necessary not only for social progress, but also for the moral, political and economic development. Basic education considered as an effort to make knowledge easier. Educational Philosophies of Mahatma Gandhi Mahatma Gandhi emphasized Aims and Ideals of education as drawing out the best in child and man, body, mind and spirit, Livelihood, character formation, cultural development, Self reliance, and complete living aim. He wanted to bring about a silent revolution, through a balanced curriculum. He introduced craft as an essential part of curriculum and methods like Learning by doing, Project method, Co-operation, Learning through craft. Gandhi ji stressed upon Satyagraha ,True national education, National Higher Education ,National institutions ,Salt Satyagraha ,The spinning wheel message, Self supporting education ,Nayee Tailem, Education through Crafts, Basic education ,Intellectual development ,Manual labour, Nursery education ,Primary education, Secondary education, Rural education, Woman Education, Co-Education, Education for different sections of the society, Education centers of learning. He was in favour of taking a lesson from the west and save souls by turning the face against consumer society with its ever-proliferating needs and vulgar competition. He said that in the true democracy of India, the unit is the village. His message was above all freedom of individual. Comparison of Educational philosophies of R. N. Tagore and Mahatma Gandhi Both R. N Tagore and Mahatma Gandhi regarded as master of the man kind and the great teachers of the human society. Their educational thoughts are relevant to the life, needs and aspirations of the ever growing Indian society. They believed in the total development of personality through education and holds that education does not mean literacy alone but the literacy of personality. Rabindra Nath Tagore and Mahatma Gandhi all felt that a sound theory of education with spiritual basis could not raise the consciousness of the individual and enable them to see objects in the external world clearly. Lack of spiritual will plug the world into chaos and disorder. The fundamental difference in their attitude to life gets reflected in Educational Writings of Gandhi and Tagore. If Tagore’s artistic bent of mind prompted him to conceive the leisure time as core of meaningful life, Gandhi’s value of manual labour made him emphasize work as fruitful way of harnessing energies. Aims of education determined the prevailing philosophy and always change with the change in philosophy of life. The entire education process is meaningless without aims. Philosophy is the best guide for formulating aims. Tagore and Gandhi believed in the vocational efficiency as one of the aims of education. Gandhi emphasized the craft centered education. He felt that true education is calls for a proper exercise and training of the body organs and mental faculty. They also held that such training of mind and body will take the child a long way in awakening their soul. The Important aim of Gandhian education is spiritual development may be called the ultimate goal of education. Tagore was very much concerned with poor health of students in India. Therefore he gave a great importance to improvement of health. He holds that various powers of the child should be properly attained to bring about a harmonious development of personality. Tagore established ‘Shantiniketan’ with the motive of spiritual culture. Both laid great stress on moral and spiritual development for maintenance of personality and preparation for life and self realization. They believed that service to man is service to God. Like Idealists, they advocated the spiritual aim of education. According to Gandhi ji, the chief aim of education should be character formation, as it was the chief aim of education in Vedic and Brahamnic period. Tagore and Gandhi considered that culture is the development or improvement of mind. Curriculum is used as synonyms for courses of study. The curriculum should be reformulated in a way to realize the aims and values. Tagore and Gandhi believed that the subject provide there in must touch all aspects of the child’s life. Tagore did not make any rigid, hard and fast scheme of subjects for this purpose. Gandhi ji emphasized the traditional subjects like History, Geography, Science, and Literature along with new subjects like drawing, dramatics, excursion, music and dancing which was also supported by Tagore later on. Science was being taught in various classes at ‘Shantiniketan’ with well equipped library. Their curriculum was activity based and experience based. Both of them introduced many crafts in their educational institutions. Both advised religious education. Tagore like a staunch idealist says that a teacher can never truly teach unless he is still learning himself. Teacher should understand the relationship between their subjects and human life. Gandhi ji insist that teacher must possess the virtue that he wants to inculcate in the students. Tagore emphasized association of teacher with their student should be a fine training in the fundamental virtues. Both found that boys more imbibe from teachers. So the teach should try to establish heart to heart contact with students. Both of them criticized the bookish and examination oriented teaching and stressed various learning, constructive and creative activities. They introduced many crafts. No rigid methods were prevalent. Tagore insisted that during crafts teaching, stress should be laid on principal of cooperative activity, planning, accuracy and individual responsibility in learning. Gandhi ji also believed in dynamic and activity methods of teaching. Both of them consider educational institutions as an open house, in which students and teachers are at one. Tagore never liked to say ‘Don’t do this’. They boys were encouraged to manage their affairs in their own way. Gandhi ji believed that freedom comes from discipline. Discipline and freedom must co-relate. Freedom has become an important and integral part of subjects like drawing, dramatics, excursion, music, and dancing. But self imposed discipline should be there. Teacher should take a check of all activities of students. In their educational institutions mother tongue has been used ‘as a medium of instruction in their experimental schools. Mother tongue was an instrument for the expression. Both of them called for great courage, foresight and love for mother tongue. Tagore and Gandhi both strongly advocated woman education. Tagore had a liberal and progressive outlook towards women education. Gandhi ji wanted to provide such education to woman as coincided their particular attitude and life demands. He regarded woman as the noblest creation of God. Both of them tried for social reforms and built the image of woman in her perspective. They stressed woman education to teach the whole family and expressed their views that the greatest hope is in woman. Tagore and Gandhi were in favor of co-education. Tagore started school for boys, but in his ‘Vishwa Bharti’, all boys and girls in all standards studied in the same class. Gandhi ji advised that co-education should be adopted with open mind. Boys and girls should be educated in same class up to 14 years together for better understanding in life. They treated boys and girls on equal footing by giving them full freedom to select the subjects of their own choices in different classes. Tagore and Gandhi did not make any distinction in different sections of society on the basis of caste, creed, colour or sex in their schemes of education. Though Tagore stated school for boys but he was not against woman education. In their educational institutions, boys and girls could select same subjects of their own choice, which included learning by doing. Vishwa Bharti’ means world culture, where East and West culture would meet at one place. ‘Shantiniketan –The Abode of peace’ imparted education in the lap of natural surroundings. It became International University with freedom, love, peace and sympathy. In Gandhi’s Sabarmati ashram, education has been provided to all people, irrespective of caste, colour creed or sex. All these educational institutions established a relationship between East and West, to promote intercultural and inter-society amity and understanding and fulfill the highest mission of the present age-the unification of mankind. Both of them deserve credits for having retrieved the ancient Indian ideals and values of education in the modern times even under the foreign regime. They are known as apostle of international brotherhood, modern humanism and natural libertarianism. Tagore’s Vishwa-Bharti and Gandhi’s Sabarmati Ashram wanted to achieve National and international understanding by opening its doors for all persons of the world. In these institutions, cultures of different regions could be presented in such a way to be accessible to all nations, to find a practical interest in the cultural synthesis and to promote international understanding and co operation in world’s history. It may be true that those who have dealt with the subject so far emphasized more on similarities between the two than on their differences. Gandhi, however, was a quite radical in this respect. He was categorical in his opposition to English as medium or as a compulsory subject. Tagore wrote more than 100 pieces on education. Besides, there are other writings where reflections on education may also be found. His wrings may be classified into three groups. He was in favors of introducing mother tongue as a medium up to the highest level of Education. Both advised not to prescribe too many books for a child in schools. In his book â€Å"Shiksher Swangikaran’ Tagore said, â€Å"In Education mother tongue is like the breast milk. † Tagore advised to introduce English after a child became somewhat proficient in mother tongue. Tagore himself was introduced to English when he was 12 years old and had already made good progress in Bengali. Tagore wanted to learn from the west the knowledge of modern science and technology while enriching the west with spiritual wisdom and sacrificial attitude of the east. Gandhi perhaps was the only Indian leader who apprehended the eventuality of a course on which we would not have any control. Tagore also wanted the emancipation of villages and to rouse the villagers with ‘Atamsakti’. In fact, he gave much importance to constructive work and village welfare and emphasized self-confidence and self sufficiency. To my mind, cult of play and adventure was an important component of Tagore’s concept of education while Gandhi adheres to the cult of productive work. Tagore wanted to turn work into play with Gandhi found the spirit of work. Tagore, true to his temperament, extolled the culture of leisure while Gandhi, true to its nature upheld the culture of work.

Skills and Learning Statement

OXFORD BROOKES UNIVERSITY Skills and Learning Statement for Topic 8: An analysis and evaluation of the business and financial performance of an organization over a three years period Being a Research and Analysis Project submitted in partial fulfillment of the requirements of: BSc (Hons) in Applied Accounting Oxford Brookes University By: Name: Tao De ACCA Registration Number: 2171332 Submission Date: 24th May 2012 Words Count: 1881 Table of Contents Lessons Learned From Meetings With Project Mentor3Extent to Which Research Questions Have Been Answered5 Demonstration of Interpersonal and Communication Skills During Project Work7 Benefits Of Undertaking The RAP In Accountancy Studies and/or Current Employment Role8 Copy of Presentation Slides9 Lessons Learned From Meetings With Project Mentor During the project, I meet with my project mentor, Sonny Chan, for three times. In the three meetings with him, he gave me general guidance over my project progress, pointed out problems that I h ad made and took enquiries from me. First MeetingIn the first meeting, I came up with an idea of writing topic 8, and my mentor supported my idea. He gave me suggestions that potential problems that I may come up with, e. g. ratio explanation; and suggest me to review F7 (Financial Reporting) first to quickly pick up knowledge that I might forgotten, e. g. ratio analysis. After deciding the topic, I gave my mentor a list of companies that I want to analyze. The companies I selected are mainly operating in real estate industry, e. g. Frasers Centrepoint Trust, CapitaLand Commercial Trust and Suntec Real Estate Trust.Mr. Chan suggested that I need to choose a company that can make comparison, which means they have to have same year ending, similar operating area and both in form of trust. Only in this way, the ratios that have been calculated are meaningful and can be compared between two companies. From the first meeting, I learnt that a good targeted company and a good comparable co mpany selection is critical for a report. And also after the first meeting, I went through all the financial ratios, which helped me refresh my memory of what I have learnt during the F7 study.Second Meeting In the second meeting, I had finished main parts (financial analysis and business analysis) in my RAP project. After reviewed those analysis, my mentor pointed out that my explanation of ratios are not sufficient, and he shows me with examples as what is a sufficient explanation of ratio. He also suggests that I should have a segmental analysis regarding to Suntec REIT’ revenue. Besides these, he thought I needed to improve my references, which can make the analysis more convincing and have academic support.The second meeting is very meaningful indeed. It helps me improved my research report and taught me to think â€Å"deep†. For example, further explanation of ratios according to case helps my financial analysis much more meaningful. And it also helps me to know how to apply what I learnt in F7 study. Third Meeting The third meeting is relatively smooth; and my mentor’s main focus is on the format and presentation of my RAP projects. He pointed out certain wrong format of my references and inappropriate presentations, e. g. paper size, font size and line spacing.When the analysis report is about to finish, I was asked to prepare a presentation to my mentor and other students. After the presentation my mentor thought that I should improve my tone of speech to make it more convincing and encouraged me by saying that the RAP project is well prepared and he is very satisfied with my work. The third meeting with my mentor helps me to finalize my research report by adjusting things like font size and reference list. It let me know how to produce a standard and formal report, which will definitely be useful in future.And from presentation session, I learnt how to give an effective presentation to present my works. Extent to Which Research Q uestions Have Been Answered The objective that I set is to analyze the operation of Suntec REIT from financial and business perspective and try to help potential investors form a decision over the company. I believe after the research has been finished I have met the objective that I set and answered all the research questions. Though the research process is tedious, I managed myself to meet the objective answer the questions that I have set.Financial Analysis Firstly, I collect relevant information, e. g. 3 consecutive years of Annual Report of Suntec REIT and CCT REIT. Then transfer the Statement of Financial Position and Statement of Comprehensive Income in the Annual Report into excel format. After the transfer, I used excel to compute basic ratios, e. g. net profit margin, current ratio and gearing; and form another tab to put these ratios in organized form (table). For explanation purposes, charts and tables were made based on those ratios and absolute numbers, e. . profit and revenue; and again being put into separate tab in the excel, ready to be used in the writing process. After the primary data being transformed into easily explainable table and charts, the financial analysis process begins. The financial analysis proceeds in the order of segmental analysis, profitability, liquidity, leverage and investment ratios. Under each heading, the relevant ratios are compared between two companies, underlying meaning of the ratio are explained and the reason for adverse/favorable are explained.For certain ratios, the potential impact is also discussed. Business Analysis At the start of this part, the business model to be used was quickly decided. At that time, I thought PESTEL analysis and SWOT analysis would be appropriate for the analysis, as PESTEL analysis gives an external picture of the business environment and SWOT analysis can provide general view of the business operation. However, during the business analysis, I found SWOT and PESTEL have certain p arts are overlapping, and this gives me a serious lesson of careful picking business analysis model.And to mitigate the problem, I try to more specifically differentiate the overlapping parts, e. g. PESTEL more focus on specific external factors while Opportunities and Threats are more general view of the environment that he company facing. Same as financial analysis, business analysis begins with information collection. During this period, I visited websites that relate to the real estate industry, e. g. Singapore REITs (http://sreit. reitdata. com), went to school library and review previous text books.During I reading the information, I took down the relevant information may useful as preparation for the business analysis. The writing process of the business analysis is mainly relying on the information being gathered. The information is written under the relevant headings of the models. Besides with this, the potential impacts are discussed. The two analysis can help potential i nvestors to have a general view of Suntec REIT’s operation both from the internal financial analysis and analysis based from business analysis model.And this can help them to make their decisions over the company. Therefore I confidently believe that I met the objective that I met. Demonstration of Interpersonal and Communication Skills During Project Work I believe that interpersonal and communication skills have been showed throughout the course of my RAP. Oral skills were required when I met up with my mentor and when making my presentation to my mentor and other students. And my writing communication skill is demonstrated through my writing of my research report.Effective communication is significantly important in have a productive interaction between my mentor and me. Every meeting with my mentor must be effective. As such, I will spend time to form my questions on the issues that I wanted to ask and diligently write down whatever suggestions that Mr. chan gave me durin g our meetings. As far as I can, I will play an active role in the oral discussion about the issues that I prepared before the meeting. Open-ended questions were asked when I needed more elaboration on certain issues.And I will also ask close-ended questions when I need a confirmation on specific issues. Besides face-to-face meeting, I discussed with my mentor through emails, text messages, Skype and MSN between meetings. In order to avoid misinterpretations, I tried to make sure that every message was well thought and organized before transmission. Writing research report requires me to have good written communication skills. This includes proper grammar and appropriate vocabulary. Except for that, I must be able to do good summaries.During the meetings and other methods of communication with my mentor, I have realized that conveying my message in a specific manner is crucial. I must not be too ‘wordy’ and always should present my points in an organized manner and try to progress into details. In the presentation of my research report, I found encouraging audience participation is an important aspect in the presentation. I have used my body language to emphasize important points. Besides that, I have also made regular eye contacts with the audience so that they can remain interested in my speech.Except for that, I also need to be sure that I am perfectly competent to take any questions during the Q&A after the presentation. And in order to do so, I predicted any areas that the audience may question about and prepare my answer for it, so that I won’t be brain go bland and come up with meaningless answers. Benefits Of Undertaking The RAP In Accountancy Studies and/or Current Employment Role The RAP is a completely new adventure for me and gives me significant challenge to finish such a big project, which takes almost 4 months. And I believe I benefit a lot during the project.In the project I reviewed the knowledge that I have learnt, e. g. F 7, F9 and P3; and applied them in the chosen companies, i. e. Suntec REIT and CCT REIT. This experience helps me to have further understanding of the knowledge I have learnt, e. g. actual meaning of those ratios instead of their computation and the application of PESTEL instead of theoretical concepts. Besides that, I also find certain areas that I need to enhance on. In the business analysis, I used an overlapping business model being introduced to analyze the chosen company.This shows my weak understanding over that area. Immediately after the project, I read up relevant material in P3 so that to enhance my better understanding over the subject and to apply it more proficiently in the future. After the project, I also find more about myself. I find my advantages, e. g. organizing random and complex information. These advantages can help me recognize which area I am good at and take advantage of in the future. And at the same time I also find some short comes that I need to avoid o r improve in the future e. g. ack of time control and weak at prioritizing tasks. And these can help me to know what need to be pre-considered to avoid same issue happen again. Besides these, the journey of completing the project can somehow help me to promote my career in the future. †¢ In the research report, it taught me how to form an official report with convincing tone and objective facts. And this experience may let me to form formal report in the future work place. †¢ From the presentation part, I learnt how to give a great presentation to fellow mates and pass information effectively.In the future, I can know how to give a much greater presentation based on the OBU project experience. †¢ The application of those ratios into real cases builds my confidence in using them to analyze financial performance of companies in practice. All these experiences can help me to better prepare for my future career and increase my opportunity to â€Å"shine† in the wor k place. In conclusion, I have to testify here that RAP provides me an experience that will definitely contribute to my further ACCA study and future employment.

A Look at James Joyce’s Display of the Challenges of Stephen as Described in His Book, A Portrait Of The Artist As A Young Man

A Look at James Joyce’s Display of the Challenges of Stephen as Described in His Book, A Portrait Of The Artist As A Young Man Children are constantly asked about their dreams and aspirations. This never-ending stream of directed questions can only lead to the disillusionment that everyone has some great destiny awaiting them. In James Joyce’s A Portrait of the Artist as a Young Man, the protagonist Stephen is struggling through inner turmoil between the man Irish society and institutions want him to be, and the man that he thinks he wants to be. This definite piece of Irish literature is so dependent upon both the politically historical and religiously centered social background that every reference is crucial to the overall feeling of the novel. However, astonishingly the overlying message surpasses the barriers of time and place to give meaning to a reader from any culture or era. Because people think there is a great destiny awaiting them, they are in constant search of a secure home to nourish their dreams and give comfort to the individual soul. The political debacle over Irish independence shined through Stephen, who although ironically was dissatisfied with his country, embodied its basic elements of individualism. Consider the Christmas dinner where Dante defended herself by stating â€Å"a priest would not be a priest if he did not tell his flock what is right and what is wrong†(31). The underlying sense of anger in this scene originates from how Mr. Casey and Mr. Dedalus are contempt with the lack of Irish independence from England. This political background is key to Stephen’s approach in his journey of becoming an artist. A parallel can be drawn to the theme of independence, and following one’s own journey rather than the road others lay out. Furthermore, as a young adult Stephen finds himself rather discontent with Ireland as his ancestors â€Å"allowed a handful of foreigners to subject them†(203). This again references Ireland’s lack of independence. Stephen eventually opts to dep art his home because Ireland’s lack of freedom was not propelling him towards his singular destiny of becoming an artist. Here Stephen was so dissatisfied with his home that out of frustration for an individually compelling environment, he leaves. These political references to emphasize independence and freedom in both the country and individual soul render late 19th century Ireland as essential to generating Joyce’s arguments. Joyce’s mockery of hypocritical religious institutions that ruled Irish society at the time emphasizes Stephen’s struggle over whether or not society was to feed his destiny or not. To begin with, society stressed upon him the indisputable influence of religion. Therefore Stephen became contrite over his sins with women. After â€Å"he had confessed and God had pardoned him, his soul was made fair and holy once more, holy and happy†(145). Stephen felt a false sense of security by the institution of religion as well as society that he was now going to be all right. Even with going though the motions of a pious Catholic, Stephen could not feel completely at home. This sheds light on how many â€Å"devout† religious beings may actually feel on the inside. Their actions are rather mechanical Not all religiously active people feel holy on the inside. Ultimately, Stephen faced the unavoidable decision to either join the priesthood or follow his â€Å"destinyâ⠂¬  to become an artist. This further ridicules the process of selecting higher religious figures. It is based on sheer outward appearance, quantity, and frequency of religious endeavors rather than the quality of religious work. Stephen realizes that Irish society is not contributing to his destiny when he comes to the consensus that â€Å"he was destined to learn his own wisdom apart from others or to learn the wisdom of others himself wandering among the snares of the world†(175). Consequently Stephen again departs his past â€Å"home† for the university that becomes his new â€Å"home† for the time being. Joyce clearly wanted to depict the oppressing and shallow nature of Irish society that revolved around religion. The Irish background adds on to the void feeling Stephen has even upon technically doing all that he was told by the institutions. Although the setting served to build the background to concepts Joyce wanted to portray, the actual ideas manifested throughout the novel are relevant to human nature regardless of generation and location. To begin with, Stephen never truly grasps the concept of â€Å"home.† As a young child he was sent to boarding school, and after returning he was constantly moving from house to house. Gradually â€Å"a vague dissatisfaction grew up within him as he looked on the quays and on the river and on the lowering skies†(66-67). From a young age Stephen grows up in a home that lacked stability. He was never able to find comfort in his own home. This dissatisfaction is universal to humans, for people find discomfort in trying to not only find their identities, but also find their destiny to where they fit in to the universe. This abstract concept is applied to Stephen as his search for identity is paralleled to truly finding his â€Å"home,† a place of security and feeli ng of belonging. It is only human nature to want to have a rightful place. Throughout the novel, Joyce masterfully takes advantage of incorporating Ireland into all aspects of the novel from its setting to character names to society. These compel the novel to be exactly that – an Irish novel. However when taking a step back, one can see that as a Bildungsroman, the theme of ones journey in search of ones destiny or place in the universe is applicable to all. Humans have an innate desire to feel at â€Å"home.† Joyce urges the reader to notice the ups and downs to hunting down what one believes is his or her destiny regardless of the rest of one’s community rather than rationally thinking through what is best for the situation.

I chose hospice Essay Example | Topics and Well Written Essays - 250 words

I chose hospice - Essay Example In some circumstances it may appear like declaring a death sentence to a patient yet the patient and the family members have a right to know the disease prognosis (Zieske & Abbott, 2011). There are ethical dilemmas that affect me in my daily activities; for example, I will be concerned and may not administer morphine to a patient who always complains of pain because of the possible respiratory depression. This can lead to respiratory collapse and death, but the dilemma I will be facing is, if I should leave the patient to writhe in pain and agony. Another ethical dilemma I face in practice is, when a patient refuses to get parenteral nutritional support what should I do? It is by law that a nurse should respect patient rights while providing care, but it will be unethical to avoid giving the patient food, which helps in body function and healing (McMahon, 2011). To overcome some of the ethical dilemmas, I usually endeavour to be well equipped with the necessary knowledge regarding the legal impacts of my actions. This provides guidance in my practice without subjecting myself into legal jeopardy. In addition I utilise moral reasoning and development in the current milieu in solving the complex ethical issues that the I face in my daily activities as hospice providers (Williams, Shuster, Clay, & Burgio, 2010). Understanding the jurisprudence surrounding the legal and ethical dilemmas as described by Guido (2013) is thus paramount in averting the issues during my daily practice. Williams, C. J., Shuster, J. L., Clay, O. J., & Burgio, K. L. (2010). Interest in research participation among hospice patients, caregivers, and ambulatory senior citizens: practical barriers or ethical constraints? Journal of Palliative Medicine, 9,

An outline marketing plan for the next year for Atlantic Quench 303 Essay

An outline marketing plan for the next year for Atlantic Quench 303 - Essay Example Atlantic Quench operates in the fruit juice segment with the objective of maintain and attracting more consumers through offering them greater range of benefits present in their manufactured fruit juice products. The company has suffered from the decrease of market value and sales volume. The paper analyses the existing fruit juice markets of the US and the UK so as to conduct a marketing plan for growth for Atlantic Quench in next year. Atlantic Quench Cranberries Incorporated (AQC) is one of the premier fruit juice manufacturing companies operating in the U.S. AQC has been established as an agricultural co-operative. The company was formed almost 80 years back by the cranberry farmers from New Jersey and Massachusetts. Farmers from Florida joined the co-operative in the year 1974. Currently AQC is owned by 46 grapefruit and 630 cranberry farmers. The company has achieved great success in the UK. However, the fast growing health concerns amongst consumers in the UK and the US has brought challenges for the company as the market value and sales volume (Mintel, 2014). However, the consistently rising demand for low sugar content fruit juice drinks is seen to be a good chance for the business of AQC and similar fruit juice manufacturing firms, in a highly positive manner (Corbett, 2013). The current paper focuses to analyze the existing conditions and the characteristics of the UK fruit juice market. Accordingly the paper aims to recognize the opportunities and challenges existing in the market for Atlantic Quench so that the company can develop strategic plans for marketing their products and recognise suitable positioning opportunities. After implementing these strategies of this marketing plan, the sales of the company is expected to increase by 4.5% and the profit margin will be maintain at 12% - 14%. The company has remained successful at achieving 7% growth annually since the last four years. Almost 26% rise

Service management marketing Case Study Example | Topics and Well Written Essays - 3750 words

Service management marketing - Case Study Example The nature of the relationship between each service-oriented facility and the end consumer is based on separate transactions that can occur continuously, that is, a client can buy or sell an item through EBay and Amazon at any time, but each physical sales transaction is a singular event. The benefits of EBay and Amazon to sellers are global recognition and ease of use. Each service allows any retailer or private party to advertise their product via the Internet, and so each product has the potential of reaching millions of viewers internationally. The service encounter is fairly well-received, although due to the direct nature, a person may experience difficulties with a particular seller or buyer. The service facilities of both EBay and Amazon are Internet based E-commerce. Service interaction is mainly the computer interface, although this can also be done by cellular phone, PDA, and any other medium of connecting to the Internet. The role of customers in EBay and Amazon is highly imperative to the service. Each customer can be defined as a buyer or seller of a product, and in turn these people can review and leave feedback for interactions of other buyers and sellers of products. Direct contact with EBay and Amazon is rare in the person to person domain; however, both companies have continuous updates, newsletters, service additions, and so forth that are centered on improving the customer experience. The concern is that these communications are largely one-way, contact with EBay and Amazon disseminates from EBay or Amazon, and not from the customer. Demand for EBay services is high. Recently, Bob Swan CFO of EBay announced at the at Merrill Lynch Internet, Software & Services Conference that: the biggest piece of it [EBay] is the large and growing core business, or the eBay platform. With a global presence in 33 markets, transacting $1,800 of goods per day, with over -- I'm sorry -- per second -- with over 6.6 million new listings added per day, and 45,000 developers leveraging our APIs, we've grown from over 222 million users on this site as we exit 2006. And we've processed $52 billion of global merchandise value on the site during the course of 2006, as a whole (Fair Disclosure Wire pp 7 2007). Amazon has similar consumer demand structure, with 9.7 billion dollars in annual revenue, but where EBay applies a global presents, multi-functional consumerism and value strategy, Amazon appeals to the customer services and their capabilities, according to Adam Selipsky, vice president, product management and developer relations, Amazon.com Inc: "As with most good ideas, we come at things from two different directions: What do people need, and what can we do well" says Selipsky. "We look internally and ask, 'what do we have built, or what can we build with our world-class engineering talent that would justify creating a business"' (Cone p 51 2007).

Integrity Essay Example | Topics and Well Written Essays - 500 words - 1

Integrity - Essay Example about because it shares the same meaning with the other term; ‘flammable’ which many people would, and, in fact, should understand to be the opposite of the former. In the usage, and ordinarily in English. When the prefix ‘in’ in introduced before the main word stem, then the word created would be understood to mean the opposite of the original word (Kearns 34). In this ordinary sense, the term ‘inflammable’ would be understood to mean that substance that does not catch fire easily or non-combustible. This is because the original word, before the addition of the prefix, is ‘flammable’ and means that which catches fire easily. Secondly, the term ‘inflammable’ originated from the word ‘inflammare’. It is not clear whether this term ‘inflammare’ is a French or Latin word. It is, therefore, not clear where the origin of this term is, and thereby making it difficult to establish the exact meaning of the word. The only sure way of establishing the right meaning of this word is by attaching the prefix ‘in’ before the original word stem and giving it a negative meaning. In addition, when it comes to the current views and uses of the term, it is restricted within a given range of circumstances, which ensures that the common confusion, and especially that which can cause injury to life, does not arise. In this respect and because the term refers to what causes a destruction when mishandled the â€Å"flame†, the term has been widely used in non-technical and figurative contexts. An example could be in general speech where a speaker cold be said to ignite inflammable emotions in the crowd. The other term ‘flammable’ which has the same meaning as ‘inflammable’ is used with a lot of ease in technical circumstances. An example is when giving warnings to vehicles ferry substances which easily catch fire. It is in this regard that that I find it unsuitable that, two terms with the same meaning, i.e. the synonyms should have different

Explaining the writers idea and how it evolves Essay

Explaining the writers idea and how it evolves - Essay Example The writer’s idea about the heart begins to evolve with description of a hummingbird’s heart. Joyas Voladoras, hummingbirds, hearts can beat so fast that they only live for only two years (Doyle web). Likewise, a human being can burden his heart with so much issues that it burns out within a short while. The idea then evolves to a tortoise. Human being can decide to relax and take life easily and live long as a tortoise. Interestingly, his idea then evolves to blue whales. Blue whales on the other hand have large hearts weighing more than seven tons (Doyle web). Despite their large hearts, they live in couples. Human beings can decide to live like the whales. However, hearts can have many numbers of hearts just as different kinds of animals that we have on earth. Finally, the writer’s idea settles to the real man’s heart. The heart has so much at stake that we too often shield it from the rest of the world (Doyle web). However, it will still break at some point. Possibly, the author’s ultimate idea is that we should connect to our hearts so that we can know when we are burning

Short answer Assignment Example | Topics and Well Written Essays - 250 words - 3

Short answer - Assignment Example Persons living by this sect would always question everything as either virtuous or a vice. The most important life value would be love according to Shiva sect. King argues that religion and culture contribute a role of bringing into line ethical standards with certainties of contemporary world. According to King, religion and culture are distinct concepts but culture imparts religion. Orthopraxy pleases God more. A true believer trusts that God envisages moral behavior and not just moral thinking. Moreover, action is louder than belief and God observes the former more. Orthopraxy Christians would hence be closer to God. Jewish history discusses culture and religion of Jews. It also narrates their interaction with other religions and cultures such as relations between Israelites and Babylonians. On the contrary, sacred history narrates historical books and partly those of New Testament and does not relate, in meaning, to other religions. Comparison of Judaism to Christianity is most preferable. Both originates from biblical contest of historic books of the bible but Christianity focuses more on life after Christ contrary to Judaism which is based on Jewish

Juvenile Recidivism Essay Example | Topics and Well Written Essays - 1250 words - 1

Juvenile Recidivism - Essay Example The designing of effective assessment strategies leading to interventions with the young offenders are no doubt, predominantly dependant on the identification of causal factors that constitute the basis of a realistic prediction (Savitz et al., 1962). Adolescence is a phase of life when the young people are more prone to engaging in antisocial behavior. Practice of antisocial behavior during adolescence is the single most important factor in the prediction of criminal behavior in the adulthood. A plethora of research carried on till now has suggested that almost a half or more of juvenile offenders continue with the criminal behavior beyond their teens. Juvenile recidivism is a serious problem in the United States. On an annual basis, roughly 2.4 million juveniles are charged with criminal offences every year (Wilson, 2011: Online). As per some conservative estimates, roughly 55 percent or more of juvenile offenders who are released get rearrested within a year (Wilson, 2011: Online). In case of urban areas, the rate of juvenile recidivism is estimated to be as high as 76 percent (Wilson, 2011: Online). At a national level, it is utterly difficult to acquire the accurate recidivism rates. This is because in the US, the recidivism rates in case of juvenile offenders are assessed at a state or county level (Wilson, 2011: Online). Hence, the statistics specific to the particular states is in a way a realistic indicator of the levels of juvenile recidivism. In the year 2005, the rate of juvenile recidivism in the State of Washington, in case of boys stood at 77 percent and in the case of girls it stood at 72 percent (Wilson, 2011: Onli ne). In the State of California, the percentage of juvenile delinquents who got rearrested within a year was 74 (Wilson, 2011: Online). In Manhattan, the rate of juvenile recidivism rested at roughly 80 percent (Wilson, 2011: Online). Many

Manager Roles Essay Example for Free

Manager Roles Essay 1. â€Å"A Manager’s role is dynamic and complex.† Discuss this statement, supporting your answer with reference to appropriate theory and practice. Manager’s role is to allocate resources and directs the operations, by making the best use of human and financial and material resources to the organization. Managers are required to do planning, organizing, commanding, coordinating and controlling. Fayol’s theory of a management function which is the POCCC allows the organization to have more effective and efficient in goods and services than other competitors. The dynamic and complex work of a manager is based on interpersonal, informational and decisional roles. Given the above roles according to Henry Mintzberg, the managers are placed in different areas to perform individual task or multiple tasks. Interpersonal roles require a manager to deal outside business like as figurehead who represent as a representative of the company to attend outside meetings and gathering. Commanding is required in manager to direct the department to meet its requirement and coordinating the events to ensure the process of the movement. A good manager spends more time outside his office than in his office, allowing himself to liaise to outside and deemed helpful to the organization. A manager monitors his/her own department by understanding the people involving him/herself to the conversation and receiving the information. Being a the head person, allow the first-hand news or information to receive and screen, hence given the choice of disseminating down to the people in the organization. A good manager will decide whether is appropriate to share and distribute information which is useful to others. Company spokesperson can be a manager to relate official company information to inside and outside of the organization like publicity and benefits of the company. Mainly managers are in this role which is the decisional role; allow him/her decision to plan the changes in th e good and services. Restructuring of the entrepreneurial maybe heavily depends on the managers which refer to the top management. Managers must have the power to control the internal factor like strikes, which company cannot afford stoppage of work. Important factor of dealing customer is required to ensure satisfaction of the customers. Manager must be reasonable to determine the pricing of their products sold to the customers and negotiating with them in a professional way. A good manager take cares of their people by allocating sufficient time and personnel in the organization. Pay has to be determined accordingly to individual’s work and ensuring the fairness among the fellow workers.

High Staff Turnover in Hotel Industry

High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves an organisation and are replaced by new employees. Too high a labour turnover rate may mean that there is something unsatisfactory about working for the organisation and that action therefore would need to be taken (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep High Staff Turnover in Hotel Industry High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves an organisation and are replaced by new employees. Too high a labour turnover rate may mean that there is something unsatisfactory about working for the organisation and that action therefore would need to be taken (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep