Change management

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1

The Scout Association

1 Introduction

The changes facing the Association are large and will take a lotof work and time over the next three years. The aim of this

document is to describe how this change can be managed and

the work distributed. In particular, it uses a Change Champion

(the Area/County Commissioner) to keep an overall view of the

change, and a Change Agent (usually someone other than the

Area/County Commissioner) to manage the project in detail.

There are a lot of theories about managing change particularly

in large organisations. There are two theories that might help us

through the period of change that the Association is about to

enter. One places more emphasis on systems and processes

whilst the other places more emphasis on the people involved.

To be successful, we need to balance these two approaches

managing change with the people involved and doing so in a

systematic manner.

The model for the Association

The change management model (see page ) suggested for this

project is described in five steps. Some of these steps may

overlap which is fine so long as you are clear about where you

are going overall.

For each of these steps in the change management process,

the following sections describe what should be achieved.

Managing change

People

driven

System

driven

Association model

Commitment to change

Where do you want to be?

Where are you now?

How do you get there?

Implement

our movement,

our future

.1 Step One Commitment to change

There have always been changes in our Movement at some

times more than at others. In this period of rapid and large

change, the commitment, support and encouragement of those

leading Counties and Districts will be crucial.We will all win if

everyone is committed to making the same changes.

Demonstrate commitment in leadership

Those leading groups of people will need to show that they are

committed to the change. This includes Group Scout Leaders,

District Commissioners and County/Area Commissioners. This

commitment must be shown by their behaviour and what they say.

Accept the limits that are imposed

Most changes will have some limits perhaps because of the

number of people, resources or money that you have available.

In this case, there will be limits given by the new programme

(such as age groups). Everyone needs to know about the limits

and accept them.

Engender commitment from all adults in the Movement

All the adults in the Movement must be committed to the

change. This means that everyone must be kept informed and

encouraged to participate. This includes administrators, Leaders,

Helpers, and Commissioners and 05 year olds for whom the

changes will provide new opportunities.

Explain why changes are taking place

Ensure that everyone knows why the changes are taking place.

Remember to communicate this often, both before and during

the change process.

Value everyone's view and ideas

There will be options in the changes and local decisions will

need to be made. Everyone should be encouraged to contribute

to this. All contributions should be considered and people

informed of the outcome.

. Step Two Where do you want to be?

In this step, the Area/County, Districts and Groups should

consider where they would like to end up after the process of

change.

Consider influences

There will be many issues that will shape your view of where you

want to be. There may be external constraints (such as the rules

defining the programme from PRI); external enablers (such as

grants to help development); local factors (such as Area/County

and District development plans); and resource implications

(such as the money and the people required).

Set objectives

Describe what you want to achieve in simple and measurable

terms (you will need to know that you've made it!). There may be

overall objectives giving the broad view and detailed objectives

to further define these.

Assign priority

The objectives will need to be put into an order of priority so

that you know what is most important to tackle first. As with

any plan, it is best not to get sidetracked into putting a lot of

time and effort into an item that you consider to be low priority.

Involve local membership

Ask the people involved locally what they think should happen

in the future taking into account the fixed limits. Include as

many people as possible and ensure that you tell them the

outcome.

Managing change

continued

'If you don't create

change, change will

create you'

. Step Three Where are you now?

This step looks at what you are doing at the moment in Groups,

Districts and County/Area. It is sometimes easy to assume

that we know what is going on rather than checking that it is

indeed true. You may find that there is less work to do than you

imagined and you may identify examples of good practice

to share.

Collect data/facts

Find out what is going on this is a simple audit that should

involve a lot of people.

Collect views throughout the organisation

It is important that lots of people have a chance to tell you what

they think about how they are doing things at the moment.

.4 Step Four How do you get there?

Having decided where you want to be and knowing where you

are now, it is time to decide what you are going to do about it!

Identify methods from many people

Ensure that as many people as possible are asked to identify the

methods for implementing the changes.

Develop options

Once you have some options for methods make sure that the

practical ones are developed.

Choose methods

From the range of methods that are now available, involve the

people who will have to implement these in making the choice.

Plan

Generate a plan to put the changes into practice. Ensure that

the plan is clear and timed.

.5 Step Five Implement change

Implement

Put the plan into action. Make sure that everyone knows what

the plan is first. Publicise it as widely as possible.

Monitor

Carefully track the implementation of the changes to ensure

that the plan is achieving its objectives.

Adapt

Be prepared to alter the plan if it is not quite working out as you

had hoped. Be flexible.

Allocate tasks

Ensure that people know what is expected of them and by when.

Select a Change Agent

For a large change process, it will be helpful to have someone

who can meet people and drive the process on. To be truly

effective the Change Agent will need some power and money

with which to do the job and will need to have credibility in the

Area/County.

Explain the facts

Ensure that everyone knows the facts the reasons for the

change and what you are going to do.

Deal with resistance

Many people don't like change. You must accept this and ensure

that you plan to address it.

Managing change

continued

4

. Focus on people

.1 Key roles

In this paper we have identified two roles the Change

Champion and the Change Agent. Both roles are key to the

successful implementation of change.

.1.1 Change Champion

The Change Champion keeps an overall view of the change

process and promotes the change to everyone involved.

In the County and Area, the ultimate Change Champion will be

the Area/County Commissioner. However, at times this role will

also be necessary for the District Commissioner and the Group

Scout Leader.

The main aspects of the role are

• Demonstrate commitment to the change. Talk positively about

the change, encourage those who are working on change and

acknowledge progress towards change.

• Ensure that the facts about the change are well known.

Tell people about why the change is necessary, the plan itself,

the end point of the plan, and what has been achieved so far.

Resist the temptation to use hype or spin instead of facts.

• Empower the Change Agent to do the job. The Change Agent will

need power over financial resources,may need other people to

help do the job, and will need to attend meetings and have time

on the agenda.

• Monitor the change process. Let the Change Agent do the

detailed work. Check progress against the plan with the Change

Agent and the District Commissioners.

• Provide management and support for the Change Agent.

Hold regular progress meetings and personal review meetings.

Set targets with the Change Agent.

The County/Area Commissioner will retain the overall

responsibility for the change process. This will include giving

the final approval for the plan and providing ideas and direction

as appropriate.

.1. Change Agent

The Change Agent manages and drives the change on behalf of

the County/Area Commissioner. The main aspects of this role are

• Demonstrate commitment to the change. Talk positively about

the change, encourage those who are working on change and

acknowledge progress towards change.

• Ensure that the facts about the change are well known. Have a

clear understanding of the changes that are taking place what

and why and spread the word.

• Lead the change process. Provide the first line advice and

support within the County/Area.

• Act as project manager. Create, implement and monitor the

plan. Solve problems and act as a 'trouble shooter'.

• Manage the resources allocated. The resources may be finance,

people, materials or time.

• Motivate and enthuse all those affected by the change.

Take opportunities at meetings, at events, and in newsletters.

• Report to the Change Champion. Provide regular updates on

progress (but not all the detail as the Change Champion will

need to see the bigger picture). Check that the project is meeting

the requirements of the Change Champion and the plan.

Agree on changes if necessary.

Managing change

continued

'The ultimate solutions

to problems are

rational; the process for

thinking them is not'

• Recruit and manage a team. It may be appropriate to gather a

small team to help. This team will report to the Change Agent

and should have clearly defined job descriptions.

. Resisting change

There will often be resistance to change. It may happen for

many reasons. It is important to recognise this and to plan to

deal with it.

..1 Why people resist change

The main reasons for resisting change include

Personal views

People may see no need to change they may think that the

current situation is fine or that the proposed change will not

work. Some may resist the change simply because it was not

their idea or because they have no interest in change.

Habit and fear of the unknown

It is often easier to stay with the current situation. Change can

mean upsetting the routine and losing a sense of security.

No vision of the benefits

The gains to be made by change may not be clear. In some cases,

only the problems may be apparent.

Reason for change unknown

Some may see only the change itself rather than the benefits of

the change.

Disturbing existing relationships

People may feel challenged, threatened, and perhaps a sense of

loss if current relationships and teams are changed. Some may

fear a loss of status.

No trust in change makers

There may be no trust in the people who are making the change.

There may have been previous mistakes. They may feel that

there are other motives for making the changes.

Not involved

People may feel that they are not influencing the direction or

outcomes of the change and that no one is listening to their

views.

Too much work

The amount of work involved in the change may be daunting.

There are many other reasons for resisting change. It is

important to think about how individuals will view the change.

.. Dealing with resistance

If we start by accepting that there will be resistance to almost

any change, the need to deal with this resistance is clear.

• Accept that whatever you do, however good your

communication and preparation, there will still be resistance

to change.

• Predict the possible reasons for resistance to the change and

plan how you will address them these might include people

feeling that they will lose their position, influence, authority

or group of friends. When you present the plan, reference and

address these issues directly.

• Once the change process has started, identify the real areas

of resistance. You need to tackle people individually and address

concerns.

Managing change

continued

5

6

It will help others to accept change if the County/Area

Commissioner, District Commissioners and Group Scout Leaders

all support the change by

• Encouraging everyone to take part from the start of the change

process.

• Making clear the areas that are open for discussion and those

that are not.

• Keeping people fully informed and involving people in decision

making that directly affects them.

• Meeting people and talking about the change process.

• Using a positive attitude to the changes in everything that is

said and done.

• Anticipating the adult support issues such as new job

descriptions, existing roles that are no longer required, new

roles, re-training.

• Providing incentives to change such as praise in newsletters,

free resources once a Group is ready to move to a part of the

new system, or free resources to help with implementation once

a District plan has been established.

No matter how hard you work at the change process, accept that

you will lose some people along the way. If people in roles of

power and influence do not support the change, you will need to

consider if they should continue in those roles.

. Motivating people

Many of the ideas that are discussed in this paper will motivate

people and reduce de-motivation. In addition it may help to

consider the following

• Using motivation theories to identify what motivates people

(particularly as individuals).

• Providing clear job descriptions that take into account people's

goals and aspirations.

• Rewarding people who embrace the changes don't forget

simply to tell them that they are doing a good job!

4. Focus on systems

The systems used to plan effectively will be very important.

The Scout Association already uses some techniques that will

be useful. This section gives a few points to consider when

planning.

4.1 Planning

Understand what needs to happen

Some parts of the plan may depend on other parts. The use of

diagrams may help you to see the bigger picture.

You can't do it all at once

Break down the plan into smaller, more manageable chunks and

set objectives for each. Using the systematic planning tool

NAOMIE will help.

Set priorities

Give a priority to each objective. Consider how urgent as well as

how important each objective is.

Monitor and review progress

Decide how you will monitor and review the progress of the

project both the overview and the smaller tasks.

Managing change

continued

'Lord grant me the grace

to accept the things

I cannot change, the

courage to change the

things that I can and

the wisdom to know

the difference'

Be prepared to tackle something more than once

Learn as you go along and be prepared to take two steps forward

and one step back occasionally.

Be flexible

Identify areas where there is flexibility this may be in

time-scales or areas in which people can influence the

change process.

Build in contingency

Change is bound to take longer than you anticipate and it will

cost more than you plan for.

Be prepared for a dip in performance

When change is first made, performance drops as people

struggle with the new system and ideas. Eventually performance

will improve. Some people give up at the first sign of difficulty

and want to go back to the original system. Confidence and

reassurance from the Change Champion and the Change Agent

will be crucial at this point.

Identify resources

The resources may be people, money, materials or time.

Resources should be allocated to the tasks in the plan. Look for

ways to combine the tasks to make best use of the resources.

Stay on track

Whilst the plan is being implemented keep referring back to the

plan itself, the outcome of the 'where do you want to be' step

and the Change Champion to ensure that you are still on track.

Communicate

Identify the communication systems you can use to bring about

the changes e.g. to consult, to explain the nature of the

changes. Make sure that you use the most appropriate systems

and adapt them to meet your needs.

People issues

Consider the people issues mentioned in this paper and don't

forget to include them in the plan.

4. Other tools

Here is a range of tools that you might consider using at

different stages in the change process. There are, of course, many

others. To order a pack of information to help you further, call

the Information Centre on 0845 00 1818.

• NAOMIE

• Objective trees

• Brainstorming

• Facilitating

• Generating ideas

• Solving problems

• Styles of leadership

• Diagrams

• How to prioritise -

Johari's window

• Using meetings

• Forcefield analysis

• Review

• Motivation

• Focus groups

• Questionnaires

• Interviews

• Delegation

• Preparing and giving

a talk

• Project management

• Ask the Adult Support

staff for help

Managing change

continued

7

8

5. Summary

Do…

• Remember change is a process not an end in itself. If you focus

change on an event that is all it will be, just an event.

• Select priorities for change rather than try to do everything at

once.

• Involve people from all levels at every stage of design and

implementation.

• Publish early success to build momentum and support.

• Expect it to take longer that you anticipate.

Don't…

• Underestimate the cost of change build in costing for

communication, training and materials.

• Expect to be able to control all factors. Plan your response to

factors you can't change.

• Deliver spin or hype but do deal in facts.

6. Bibliography

Managing Change nd Edition. Christopher Mabey and Bill

Mayon-White. The Open University. Published by Paul Chapman

Publishing. 1. ISBN 1-856-6-0.

Checkpoint. The management checklists and management

thinkers on CD-ROM. Year 000 issue. The Institute of

Management. Three articles may be useful Checklist 08

'Mapping an effective change programme'; Checklist 040

'Implementing an effective change programme'; and Checklist

068 'Motivating your staff in time of change'.

Communicating ChangeWinning Employee Support for New

Business Goals. T. J. Larkin and Sandar Larkin. Published by

McGraw-Hill 14.

Managing Change and Changing Management. The Open

University Business School. B800 course text for MBA.

Managing People A Wider View. The Open University Business

School. B800 course text for MBA.

Why Do Employees Resist Change? Paul Strebel, Professor of the

Change Programme for international managers at the

International Institute for Management Development. Published

in the Harvard Business Review 16.

Managing Change. The Government Accountants Journal,

Summer 000.

Managing change

continued

'Change creates the

opportunity for

innovation'

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Equal Opportunity for All

If you order your research paper from our custom writing service you will receive a perfectly written assignment on Equal Opportunity for All. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Equal Opportunity for All paper right on time.

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Equal Employment Opportunity (EEO) comprises a series of statutes enacted over the years designed to prohibit workplace discrimination of many sorts. Title VII of the Civil Rights Act of 164, as amended, makes it illegal to discriminate in employment based on race, color, religion, sex, or national origin (Perrone, 17).

Section 501 of the Rehabilitation Act of 17, as amended, makes it illegal to discriminate against federal employees and applicants for employment based on disability. Federal agencies are required to make reasonable accommodations to the known physical and mental limitations of qualified employees or applicants with disabilities (Burchell & Scott, 14). Section 501 also requires affirmative action for hiring, placement, and promotion of qualified individuals with disabilities.

The Equal Pay Act, as amended (11), prohibits employers from discriminating on the basis of sex in the payment of wages where substantially equal work is performed under similar working conditions.

Custom writing service can write essays on Equal Opportunity for All

The Age Discrimination in Employment Act, as amended, protects people 40 years of age and older by prohibiting age discrimination in hiring, discharge, pay, promotions, and other terms and conditions of employment.

Although the guidelines of these laws are directed toward Federal Agencies, they have been expanded and are now in existence in many states, and are the law for private industry.

To stay within the law regarding race, American management has had to deal with the following Title VII of the Civil Rights Act of 164; The Civil Rights Act of 11; The Americans with Disabilities Act (ADA); The Rehabilitation Act; The Vietnam Era Veterans Readjustment Assistance Act of 174; The Equal Pay Act of 16 & 11; The Age Discrimination in Employment Act (ADEA); Harassment law; the Equal Employment Opportunity Commission (EEOC); The Office of Federal Contract Compliance Programs (OFCCP); State Human Rights Commission.

Most observers of the American scene concur that there are, despite the numerous Federal programs in place to ensure non-discrimination in the workplace, numerous examples of inequalities in the American workplace. Evidence shows that workers are being discriminated against in the following areas

Gender

Women still earn less than men for doing the same work (Blau & Beller, 188; Holzer & Neumark, 000)

Race

Minorities still earn less than Caucasians in almost all industries (Burchell & Scott, 14)

Age

The difficulties of finding a job when the applicant is past 40 are well documented).

Sexual Orientation

Gays and Lesbians tend to suffer job discrimination more than heterosexual employees (Lorber, 18).

Education

There is growing evidence that people without computer skills are being discriminated against (Scott, 18).

To give this essay sufficient focus, only one of these areas will be analyzed, that of gender equality. Of these areas of discrimination, there is more evidence concerning gender inequality that is most often found in work settings. Many forms of gender inequality exist. These include sex segregation, differences in authority, and inequities in promotions and pay.

Reskin and Padavic (14), argue that there are three dimensions involved in gender inequality sexual division of labor, devaluation of jobs labeled as women jobs, and social construction of gender on the job. Many factors contribute to the inequality experienced by men and women, such as sex differences in preferences and productivity, cultural beliefs, men's efforts, and employer's actions. In 1840, 40% of the paid work force was comprised of women and children and much of this work was home based.

Both women and men performed the same tasks in order to get the work done. Labor in American society shifted from single household settings to small groups manufacturing in guilds. By the end of industrialization, when the site once again shifted from guilds to factories, only 17% of the paid work force was women. Many women worked around the house doing what was referred to as invisible work.

In 1, women made up 46.5 %, less than half, of the paid labor force. Many corporations discriminate against their female employees through sex segregation. In the

paid-work force, women are more likely to be found in secretarial jobs, rather than on an assembly line.

Fewer than 10% of Americans have a coworker who does the same job and is of the same sex. Many men don't like to work alongside women because they feel their own work is overlooked because women tend to take more time on their work and, therefore, their work is neater and preferred. While sex segregation holds advantages for men, it is a deterrent for women. Segregation not only depresses the wages of women, it circumscribes their goals, aspirations, and options (Scott, 18), 4).

Hiring

The challenge begins with the hiring process. Philbrick, Bart & Hass (1) trace the challenge to the hiring process, and point out how the practices and requirements have changed during the past decade. The authors point to the fact that the expanding American economy along with the current labor shortage has created a situation where many businesses make erroneous judgments when hiring employees. The result of this action can lead to dismissal of the employee, which can often be lead to charges of inequality in the workplace. A mismatch can mean paying thousands of dollars in medical and workers compensation claims related to illegal drug use, or it can mean untold losses due to employee theft or lawsuits.

It is essential, therefore, for businesses to adopt a policy of requiring resumes, and then checking an applicants background (as far as is legal) to discern if potentially damaging secrets that have been covered up (Weaver 17, ).

In general, most companies adhere to the letter and the spirit of the law in their hiring practices. In an extremely illuminating analysis, Holzer and Neumark (000) report on an extensive survey they conducted of the American business scene. The authors conducted a survey of employers in four cities over two years to investigate how Affirmative Action in recruiting and hiring influences hiring practices, personnel policies, and ultimately employment outcomes. They find that Affirmative Action increases the number of recruitment and screening practices used by employers, raises employers willingness to hire stigmatized applicants, increases the number of minority or female applicants as well as employees, and increases employers tendencies to provide training and formally evaluate employees.

Further, the authors found, when Affirmative Action is used in recruiting it generally does not lead to lower credentials or performance of women and minorities hired. When it is also used in hiring, it yields minority employees whose credentials are somewhat weaker, though performance generally is not. Overall, the more intensive search, evaluation, and training that accompany Affirmative Action appear to offset any tendencies of the policy to lead to hiring of less-qualified or less-productive women and minorities.

Part of their conclusion includes these comments

In reality, however, Affirmative Action can incorporate and influence a wide variety of activities by employers. These include outreach or special recruitment efforts; changes in screening practices; changes in hiring, pay, or promotion standards; and special assistance programs to members of protected groups who are hired...The present paper differs from previous work on Affirmative Action by attempting to go inside the black box, providing a

fuller answer to the question, What does affirmative action do?" (Holzer & Neumark, 000, 40)

The survey showed that great --sometimes-exceptional -- care is taken in the initial interview to determine that there is no suggestion that any of the questions are being used to

discriminate on the basis of national origin, religion, race, age, sex, or disability. These types of inquiries are prohibited under various discrimination laws, including Title VII, ADEA, and ADA. Disability-related inquiries and medical examinations are permitted only after a conditional offer of employment has been extended to a job applicant (McKelway, 16).

In spite of these precautions, the initial discrimination in the workplace begins with the hiring process.

Researchers attempt to explain sex segregation in the workplace by invoking either workers or employers preferences. In economic terms, the former emphasizes the characteristics and choices of the labor supply; the latter claims gender discrimination in the labor market. Research guided by each perspective has shed light on the causes of the unequal distributions of the sexes across occupations, but neither workers nor employers preferences systematically assess how the organization of labor markets and the way work is carried out within establishments constrain the sexes occupational outcomes.

Jacobs (15) persuasively argues that to understand the operation of the labor market, one must examine the processes through which jobs and workers are matched. Huffman (15) in his penetrating analysis of women in the workplace traced the problems to the hiring process.

By attending to these issues, I address debates about personnel policies associated with equal employment opportunity (EEO) law. Most conceptions of these personnel practices are predicated on largely untested assumptions about the benefits of these practices for increasing opportunities for women in the workplace. For example, many assume that firm ILMs foster commitment to the organization, help the organization to retain employees and efficiently allocate labor, and increase equality by limiting managerial discretion over decisions regarding promotion and the allocation of labor . . .However, one possibility that runs counter to this rationalist account stressing the efficient allocation of human capital is that organizations adopt bureaucratic employment policies for reasons of symbolic compliance, adopting policies in order to appear meritocratic to the public, to prospective employees, and to federal regulatory agencies (Huffman, 15, 81).

Training

One great question in empowerment theory remaining is whether equal employment opportunity and affirmative action EEO efforts have been effective and whether the employment status of protected groups (including African American single women) has improved as a result of such efforts.

One researcher for example (Jacobs, 15)) found that the job situation for women during the 170s, and Blau and Beller (188) pointed to research that showed income disparity between men and women rose significantly between 171 and 181.

Regarding African American women specifically, Jacobs (15) shows a marked improvement in the job status of black women improved relative to that of white women and

men between 165 and 181. Even though many of these gains are attributed to the growth and sophistication of EEO legislation, (Auster & Drazin, 188), in recent years, it has been argued that EEO - AA legislation's greatest effect has been "the proliferation of administrative structures rather than the progress of protected groups. The development of formalized human resource management (HRM) structures among employing organizations is the focus of a growing body of research.

After the Hiring is done

Any person who feels he or she has been discriminated against under any of the above enactments can file a claim in one of several ways. The most typical is to contact the State Labor Commission which gives full information on filing, including the necessary documentation. The claims require a great deal of research on the part of the government. And there is a large backlog, according to a GAO report. That same report gives a concise overview of the process.

EEO complaints are to be processed in accordance with regulations ( C.F.R. part 1614) promulgated by EEOC. These regulations also establish processing time requirements for each stage of the complaint process. Under these regulations, federal agencies decide whether to dismiss or accept complaints employees file with them and investigate accepted complaints. After the investigation, a complainant can request a hearing before an EEOC administrative judge, who may issue a recommended decision that the agency is to consider in making its final decision. An employee dissatisfied with a final agency decision or its decision to dismiss a complaint may file an appeal with EEOC. Generally, employees must

exhaust the administrative process before pursuing their complaints in court ("Equal Employment" 18)

If a company has been found in violation, fines of up to $450,000 can be levied, and much of that can go to the employee.

As Auster & Drazin (18) point out, national cultural differences and employee-related values are reflected in legislation, which has been seen in the HR field as a significant reflector of national values. In this sense, even though the U.S. has many rules concerning employment (anti-discrimination, equal opportunity, workplace safety, etc.), America, as Brewster points out, has "comparatively less legislative control over (or interference from, or support for) the employment relationship than is found in most of Europe (Brewster, 15, March 1, 7).

Based on the investigations of complaints by employees to the NLRB, which established field offices in most major cities, and beginning in 164, the philosophy of government intervention in business began a growth path that has yet to stop. That comment is not to be interpreted as support of illegal employment practices, but is meant to suggest an unusual corollary. For every act the government passes to help rectify an illegal hiring practice, there is an attendant amount of paperwork and record keeping requirements generated that must be handled by administrative staff.

Title VII of the Civil Rights Act of 164, for instance, forbid discrimination in hiring of any person based on race or ethnic background. And this was an act that gave birth to dozens of amendments that prohibited discrimination based on age, sex, sexual preference, religion and so on.

Again, with each of these amendments, which crated a great social good and a sense of fairness, heavy paperwork burdens were put on the administrators who now had to create and file documents that showed their companies did not discriminate, and at the same time respond to complaints that they had discriminated. It was roughly at this time that the growth of personnel and human resources functions in American business began expanding.

The Americans with Disabilities Act (ADA) also had long-reaching implications for administrators, for this act not only created new sets of paperwork, and new compliance timelines, but also called for redesigning of the workplace, a task that usually fell to the administration staff. The list goes on The Vietnam Era Veterans Readjustment Assistance Act of 174 required two complete sets of compliance records, including filing a revised hiring policy that spelled out how the act would be complied with.

In the light of all these laws, it is becoming apparent that unionism might be on an upswing, as more and more employees take to the idea of union protection. A 184 poll by the Labor Relations Institute showed 0 percent of nonunion workers said they would vote to unionize. By 16, percent favored unionization (Holzer & Neumarj, 000).

A spokesman for the Institute thinks that since the UPS strike, things have changed dramatically. "I dont think many people realized a UPS driver was making $50,000 or $60,000 a year. If you are working for XYZ Company making $10 an hour and you see UPS paying part-timers $11 and full-timers $0 and the Teamsters have gotten them a $.50 raise, you may stop and think maybe unionization is a pretty good idea (Rothman, 18).

First, there is a scarcity of literature available discussing the negative aspects of increasing Federal and state controls over business, and therefore over the practice of

administrative techniques (Rothman, 18). These ever-growing controls are definite results of administrators having to deal with changes demanded by labor unions as their power and influence grew. If this scarcity exists because there is no empirical evidence or research done that shows those negative effects, then it makes the future career of administration look grim.

It does appear that over the years, there have been more rules and regulations telling management what it can and cannot do, and fewer rules and regulations telling labor what it can and cannot do (Nelson & Bridges, 1). The worker definitely has the advantage today. Whether or not they take advantage of that situation has yet to be proven, however. For the most part, it seems that workers, whether unionized or not, are looking for greater participation over the years have definitely fallen heavily on the side of labor, and seem to give administrators and management short shrift (Rothman, 18).

One important aspect of personnel services is the pre-recruitment and post-recruitment processes. This is crucial since these systems help the employer in assessing the qualifications, skills, experience etc. of an applicant and either absorbing suitable candidates into the organization, or recommending them to other clients (Alexander, 15. A1). Thus it can be seen that inequality is still with us, but it is no longer unspeakable (Rothman, 18).

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The Ineffectiveness of Gun Control Laws on Crime Prevention

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The Ineffectiveness of Gun Control Laws on Crime Prevention

What effect do gun control laws have on crime prevention and on reducing crime in the United States? Gun control laws do serve a purpose, but gun restriction laws do not prevent crime, but rather entice criminals to continue with their illegal ways. The major problem is that it is easier and faster to illegally purchase a handgun than it is to legally. Additionally, in cities where it is illegal in any way for a citizen to own a handgun, crime rates are higher. This is because criminals know that the majority of homes and people are not protected except through the police. A great example of this can be found by comparing Chicago and New York City. Chicago's homicide rates are not going down as compared with the rest of the country. However, in New York City, where it is legal to carry handguns with a permit, the rates have plummeted over the past decade. In Chicago there is no concealed carry whatsoever.

To look at an example of how proper enforcement of current gun control laws and more productive policing techniques have dropped the homicide rate, one only needs to look at New York City. The homicide rate fell from over 000 in the early 10's to just over 600 in recent years. In 001, Chicago had more homicides than any other city or metropolitan area in the country. In Texas, where it is also legal to carry concealed weapons, there were 116 counties that had a zero murder rate! We see that states that have shall-issue permits for handguns have on average a greater drop in homicides than the rest of the country.

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Not only do we see the laws in this country having a varying effect on crime deterrence, but also when we look at other countries the results are astonishing. On September rd of this year, the mayor of London, Ken Livingstone, said "I do feel safe in London, but I don't feel as safe as I did when I went to New York, I want to be back to something more like I grew up with. We have lost the visible (police) presence on the streets." Although this does not directly have correlation with gun control, it shows that other measures besides gun control have a much more greater effect on crime deterrence.

Since it can be proven that gun control does not have a great effect on preventing crime, especially when comparing these statutes with other policing techniques, I am curious as to why more alternative measures have not been implemented. It concerns me that the public and the government should be so focused on only one element to prevent and deter crime. Perhaps if more attention was focused on these alternative measures, we would see greater results.

"Hot" home invasions, or burglaries that occur when the home is occupied are six times greater in Europe and over times greater in Canada than in the US. When asked about this, criminals in the United States say their primary fear during a robbery is being shot or attacked by the home occupant. In Britain, criminals do not have this fear, for the only citizens with firearms in the home are criminals. If the level of home invasions rose from current American levels to Canadian levels, based on the percentages there would be over 500,000 more assaults every year. This number alone would raise violent crime rate by almost 10%! (Bender 1) Most people would say that 500,000 violent assaults are a not a good replacement for the more than 15,5 homicides that occurred in the United States in 18, and most of these homicides would probably still occur even if firearms were banned. If the percentages were compared with Great Britain, there would be over 1 million more assaults! Personally, it troubles me that some people would suggest banging firearms and preventing some murders in exchange for a massive amount of violent crime. It is ludicrous to suggest replacing one type of violent crime for many more of another.

Now, one can argue that comparing two different countries is fatally flawed, and I agree to some extent that it is. If one wanted to look at examples in our own country, we only need to look to the town of Kennesaw, Georgia. This community passed an ordinance in 18 that required every household to own a firearm, save criminals and conscientious objectors. There were 45 burglaries in the seven months before the ordinance was passed. Seven months after the law, there were only five residences burglarized, and no firearm related accidents. In the next five years, Kennesaw saw an 85% decrease in burglaries as compared to before the ordinance. (Bender 15) The most reasonable explanation for this huge drop in residential crime is that burglars feared getting shot. This is a reasonable explanation, since one in 1 burglars are shot while committing their crime. Looking at these facts, one can see that the exact opposite of gun control has a greater effect of preventing crime.

We can also take the Kennesaw example and apply it to gun ownership outside the home. We could hypothesize that in one area where more people are likely to carry a concealed weapon, the crime rate would go down. When one looks at the evidence however, it is no longer an assumption or hypothesis, but a fact. A study published in 17 that used data from every single U.S. County found that on average, concealed carry laws reduced homicides by 8.5%, rape by 5%, and severe assaults by 7%. (Bender )

One of the main arguments touted by the anti-gun lobby is that guns simply cause more crime, and do not deter it in any way, shape, or form. The facts listed above throw that claim right out the window. Another argument is that more guns in the home will lead to more accidents. My challenge to that is that all gun accidents can be prevented through firearm education. In jurisdictions where firearm training is required for gun ownership or carrying, we see the number of accidents drop sharply. Although there are no current laws that require families of gun owners to undergo firearms training, we see that youth who undergo training have far less gun accidents.

Liberal promoters have suggested that mandatory sex will reduce sex crime, unwanted pregnancies, and has other benefits for all Americans. Since the left is adamant that mandatory sexual education is beneficial, wouldn't the left and anti-gun supporters agree that mandatory firearm education would be beneficial and reduce firearm crime and accidents? Many anti-gun activists quote a study that says handguns are more 4 times more likely to injure a family member than a criminal. This study is inherently flawed because only 4 deaths were used for the study, and 7 of those deaths were suicides. (Kellerman 14) Additionally, The rate of gun accidents is so low the U.S. Consumer Product Safety Commission doesnt even mention them in their annual safety reports. I find such studies that limit their scope to be extremely irresponsible, especially when much more information is easily accessible.

Let's talk about some of the gun laws we have and how they are ineffective. California has a trigger lock law and saw a 1% increase in fatal firearm accidents in 14.

Texas doesnt have one and experienced a 8% decrease in the same year. (NCHS '5) Trigger-locks do, however, render guns inaccessible immediately for self-defense. Additionally young children, sometimes as young as seven years old have demonstrated that they can operate a gun with trigger locks by either breaking or picking the lock. (GAO /11) In 16 there were only 44 accidental gun deaths involving children under the age of 10. That's less than 0.0001% of all guns in the United States. According the Washington Post, 1 out of trigger locks can be easily picked with tweezers or a paper clip. (W. Post, /7/1) When I think about this, I find myself going back to the education question. Why would you need gunlocks if your family has been properly education about firearms?

In 18 President Clinton placed an import ban on 58 different firearms. When he did so, he claimed that banning all these "military type assault rifles" would lead to a great reduction in crime. What his administration failed to inform the American public of was that these specific firearms were rarely ever used in crimes and that you could still buy extremely similar models made in the United States. Additionally, all these firearms were semiautomatic, meaning you had the pull the trigger every time you wanted to fire a round. By definition, an assault rifle is an automatic. Some people have recently brought up banning the type of weapon the Washington snipers used. This weapon, an AR-15 variant, was a semi-automatic rifle, and they did not fire at long ranges like a "sniper" would, but rather usually less than 75 yards. These people were not snipers, but rather deranged criminals. Other rifles that anti-gun promoters want banned are .50 caliber rifles. Their claim is that they inflict an unnecessary amount of damage to a victim or target. However, they overlook the fact that .50 caliber rifles have been used less than 0 times for a criminal activity. The fact is they are simply too expensive for most homicidal criminals to own, and are extremely hard to operate without proper military or police training. I have used such a rifle myself and can attest to this fact.

John Lott notes that according to the ATF, the guns banned by President Clinton are difficult to convert to automatic fire and that only a gunsmith with high-precision equipment can do this. This is of course beyond the point that this is a time consuming and expensive process, not to mention illegal. Additionally, as I will note below, it is much easier for someone to obtain a fully automatic weapon illegally.

A very disturbing trend is the fact that it is now easier to get a firearm illegally than it is to obtain one legally. In 16 over ,000 Chinese AK-47s were seized in Long beach, CA. The source? A Chinese corporation known for global arms shipments. The U.S. Customs service does not deny that a lot more illegal firearms get through than those that are caught. If this is true, than there are a lot of illegal guns being imported into this country. What good are gun bans if firearms are still going to get into this country? Dogs can sniff out drugs and/or bombs, but not guns. Personally, I'm greatly concerned when I hear about illegal importation. If these guns were legalized, it would stand to reason that the government would have a greater idea about who has these types of firearms than they do now!

Instead of trying to put more gun control laws on the books, how about enforcing the laws we currently have? According to mayor Ed Rendell of Philadelphia, the average prison sentence for gun violations is 4 months. Federal guidelines suggest at least 5 months in prison. It is my belief that incarcerating these felons for longer periods of time will save lives, save carnage, and save people from fear. From 160-180, per capita imprisonment for violent crimes fell from 78 to 7. In the same period, violent crime rates nationwide tripled. In both 17 and 18 the Clinton administration only prosecuted 4 people for assault weapon violations. (Heston 5) About 6,000 children were caught with guns at school in 17 and 18. Out of these, 1 were federally prosecuted. (Price, A) If you could only see the look on my face when I heard this statistic. What good are gun laws if they're not enforced!

Project Exile, which is the fierce prosecution of federal firearm laws, has cut the crime rates drastically wherever it's been implemented. According to Virginia state authorities, "more than 00 armed criminals have been removed from Richmonds streets, one violent gang responsible for many murders has been destroyed, and the rate of gun carrying by criminals has been cut nearly in half." The only people who have complained about project exile are criminals themselves, and leftists who believe the cost and expenditure to keep these criminals in prison is too much. Can the government put a price on life and liberty?

What about the number of homicides and non-natural deaths that are have no connection to firearms? In 17 only 68% of all homicides in the U.S. were committed using firearms. That's 10,6 people in 17. More people died from accidental poisoning. More people died from simply falling. Over four times that amount died in an automobile. In 15 there were 5 fatal firearm accidents for 15-1 year olds. In 16 there were 6,1 automobile fatalities for that age group. Does this mean auto manufacturers can be sued since they obviously make defective products that are simply deathtraps? Common sense says no, and it should also say no when debating suing gun manufacturers.

Chicago is one of these cities that entered a civil suit against gun manufacturers. So is Washington D.C. These lawsuits were summarily thrown out of court. Both of these cities have a virtual ban on handguns. Both of these cities have extremely high crime rates. Washington D.C. passed a ban on handguns in 176. Between 176 and 11, Washington D.C.s homicide rate rose 00%, while the U.S. rate rose 1%. (Kates 1) Chicago currently has the most homicides in the nation. It doesn't take a genius here to see that there is a correlation between handgun bans and rising crime rates.

Furthermore, there are many other laws that have little or effect whatsoever on reducing crime. John Lotts crime study found mixed results regarding the adoption of waiting periods. The data he collected shows no overall beneficial effect on violent crime rates. There are instances where enraged people go out and buy a gun and quickly proceed to commit a crime with it. There are also additional instances where people attempt to purchase a firearm for self-protection because they have been threatened, and are murdered during a waiting period. (Lott 11)

Incidentally, a few states ban a certain Glock handgun, because it has a plastic polymer frame. Proponents of control against this gun will not tell you that it is over 8% metal, cannot escape metal detection, and is often used by law enforcement agencies because of the low weight. There is no such thing as an undetectable gun. Until some new material is radically discovered, it goes against simple laws of physics. Guns require metal.

When used in a defensive purpose, gun owners accidentally kill innocents about % of the time. Everybody agrees that this number is unacceptable, that there should be a 0% margin of error. Police officers routinely accidentally kill innocents about 11% of the time. (Cramer) Which number is more acceptable?

To sum up everything, one can easily see that jurisdictions with concealed carry statutes tend to have less violent crime. I have shown how without firearms in the home, residences are "hot" burglarized at an enormous rate. I have shown, that in a municipality where it is known that almost everybody has a gun, the total crime rate drops overnight and is reduced to a very manageable amount. I believe I have shown how education could help with accident prevention, as opposed to stricter, non-enforced laws. There is proof on this paper that the laws are not being enforced nearly as well as they should, and this causes more crime? What happens when you slap a criminal on the wrist? It lets other criminals know they can get away with firearm violations.

One can clearly see that illegal firearms are getting into this country. How can one pass more laws to prevent this? They can't, only more enforcement of current laws will prevent the spread of illegal weapons. As previously stated, during the past decade firearm offenses have been prosecuted less and less, while advocates are screaming for more laws. What's the point without enforcement? Wholly one-third of homicides are not caused by firearms. Will the other two-thirds that are caused by firearms magically disappear? What about people who would like to see all guns off the streets. You can stop legal sales and manufacture easily enough, however it doesn't take a genius to know criminals will hold on to their guns, while law abiding citizens who have registered their guns will be forced to give them up, and it could cost billions to do so. The government legally has to fairly compensate gun owners if they take their guns away, which could mean chaos to the national budget.

So long as people are smart about firearms, they won't hurt anyone. Unfortunately, not everybody is as smart as we would like them to be, so people must be prepared to defend themselves.

Works Cited

In Text

Bender, David L. Guns and Crime. Sandiego, CA Greenhaven P, 000. 1-18.

Bender, David L. Guns and Crime. Sandiego, CA Greenhaven P, 000. -.

Arthur L. Kellerman, Protection or Peril? An Analysis of Firearm-Related Deaths in the Home, 14 New Eng. J. Med. 1557-60 186

National Center for Health Statistics, 15

General Accounting Office, "Accidental Shootings many deaths and injuries caused by firearms could be

prevented," United States General Accounting Office, March 11.

Washington Post, Feb 7, 001, Page A01

Heston, Charlton. Truth and Consequences. 1.

Price, George Howard. Governor sees charges against killers' moms, dads. The Washington Times, April 6, 1.

Kates, Don B., and Gary Kleck. Armed. Amherst, NY Prometheus Books, 001. 1-60

7 - Lott, John R. Jr. More Guns, Less Crime. The University of Chicago Press, 18. Pages 1, 11, 4

Cramer C and Kopel D. Shall Issue The New Wave of Concealed Handgun Permit Laws. Golden CO

Independence Institute Issue Paper. October 17, 14.

Other Readings

Nisbet, Lee. The Gun Control Debate. Buffalo, NY Prometheus Books, 10. 1-41.

Bender, David L., and Bruno Leone. Gun Control. Sandiego, CA Greenhaven P, 17. 1-185.

DeConde, Alexander. Gun Violence in America. Boston, Ma Northeastern UP, 001. 1-40.

Klier, Barbara . Gun Control. Wylie, Tx Information Plus, 1. 1-171.

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Romantic Poets and Irrationality

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The period of Romanticism in English literature was in many senses a reaction to the Enlightenment which preceded it. The objectivity and sheer rationality of the Enlightenment was held in disdain by the Romantics, who saw it as a period "which did not allow feeling and imagination to outweigh reason". The essence of Romantic thought springs from a soul which "protests against whatever exists, aspiring to something else without knowing what it is" (Thorlby ). This unrest within the Romantic movement induced writers to explore aspects of the individual further, notably the consciousness and the self. Notions of dreams and man's spiritual side were of particular interest to the likes of Blake, Wordsworth, Coleridge and Shelley, as Day points out; "a number of Romantic writers suggest that the mind possesses a faculty which enables it to see through the forms of the material world to a greater, spiritual reality behind it" (58).

In this way, the Romantics turned towards the importance of feeling and turned "away from society towards the sublimities of nature"(Day 65). Nature and emotion overtook any rationality that was a hallmark of the past;

Peckham exemplifies this breakaway from tradition "from the values of static mechanism - reason, order, permanence, and the like - are replaced by their counterparts in an organic universe - instinct or intuition, freedom, and change. Romantic thought is relativistic and pluralistic; it rejects absolute values, formal classifications, and exclusive judgements; it welcomes novelty, originality, and variety. It is less interested in distinctions than in relationships, particularly in the organic relationship which it posits between man and nature, or the universe, and (less often) between the individual and society".

The turn from reasoning brought about terrific individualism in the Romantic personality and led to a huge concentration on the psychological and on human centrality. Such focus inevitably led to such writers believing they were of the optimum importance, and demonstrating such "pride that was taken in this selfhood" (Thorlby 6). William Blake was particularly guilty of such egomania, and his reference to "hold infinity in the palm of your hand" portrays the fact that "he is always conscious of the bonds that link him with the dark realm inside himself"(45).

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The egocentric attitude of the Romantics had to be inevitable, owing to the introspection that they demonstrated for dreams, the unconscious, and the mind of the individual; with such focus on aspects of their own psyche, to "cultivate and contemplate nothing but their own 'moi'"(6) was perhaps understandable.

Lucas suggests that "the fundamental quality of Romanticism is not mere anti-Classicism, nor mediaevaelism, nor 'aspiration', nor 'wonder', nor any of the other things its various formulas suggest; but rather a liberation of the conscious levels of the mind" (Thorlby 6). This attention paid to the mind's visionary release and power tended to oppose old Enlightenment ideals against those of the Romantics; for example, rationality was now held against passion, natural impulse against artificial restraint, and most importantly the conflict of internal against external.

The battle of internal and external is looked upon by Northrop Frye. He refers to Rousseau's assumption that "civilisation was a purely human artifact, something that man had made, could unmake…and was at all times entirely responsible for". He alludes to the power of creativity within man, "located in the mind's internal heaven, the external world being seen as a mirror reflecting and making visible what is within" (10).

Wordsworth's poetry is highly concerned with aspects of the psyche, and in many of his poems, he explores the subconscious; in revolt to socio-political goings on, he searches for an inner revolution within himself. He makes reference to water and streams within his poetry which represents the unconscious; in Tintern Abbey, the use of nature and natural landscape, such as "lofty cliffs", and "these waters, rolling from their mountain springs with a sweet inland murmur", demonstrate Wordsworth's metaphorical exploration of the depths of the mind.

Oh Sylvan Wye! Thou wanderer through the woods,

How often has my spirit returned to thee!

And now, with gleams of half-extinguished thought,

With many recognitions dim and faint

And somewhat of a sad perplexity,

The picture of the mind revives again.

Lucas refers to this passage of Tintern Abbey, showing his somewhat sceptical opinion of the Romantic subversion into the consciousness, explaining, "and so the Romantic, I suggest, wandering into the woods of dream, has often wandered too far"(Thorlby 64). An "increasing preoccupation with the 'mental' patterns that underlie the flux of human events"(Beer 7) is somewhat frowned upon by Lucas, who compares the Romantic "who surrenders too much to the unconscious, who becomes too completely a child once more" to one who "has fallen a victim to the neurotic maladies that beset the childish adult who cannot cope with life but falls between two ages" (6). It seems that Lucas is uncomfortable with the total escapism that the Romantic writers employed, and his description of the Romantic as he "who got lost like the neurotic who takes refuge from reality among the phantoms that haunt the mouldered lodges of his childish years"(64) implicates the sheer irrationality he perceives from such writings.

The reflection of the Revolution on the Romantics was particularly inspirational and founds the case that "Romanticism on the philosophical side is a protest against the disintegrating analysis of the eighteenth-century rationalist" (Day 61). This rationality was to be opposed and questioned by a "greater creative power"; "the sense of identity with a larger power of creative energy meets us everywhere in Romantic culture" (Frye 14). This creative prowess is born from the writers ability to look inside himself. Frye demonstrates how "the metaphorical structure of Romantic poetry tends to move inside and downward instead of outside and upward, hence the creative world is deep within". Blake's poem Jerusalem illustrates the inner yearning for centrality "where inward and outward manifestations of a common motion or spirit are unified" (16).

I will not cease from mental fight

Nor shall my sword sleep in my hand,

Till we have built Jerusalem

In England's green and pleasant land.

Blake's "mental fight" he describes here is his battle within himself. Jerusalem is his own psychological and spiritual utopia. His own personal progress lay in his spiritual and mental discovery; this is evident through his journey into the subconscious in The Marriage of Heaven and Hell where he uncovers such proverbs as "the roaring of lions, the howling of wolves, the raging of the stormy sea, and the destructive sword, are portions of eternity too great for the eye of man".

Coleridge's poem Kubla Khan was by his own admission "composed in a sort of reverie brought on by two grains of opium taken to check a dysentery"; elements of the unconscious are particularly prominent here, and the lines "and mid this tumult Cubla heard from far / ancestral voices prophesying war" denote a type of subconscious premonition of war within. Coleridge's poem depicts "a savage place" and a "chasm, with ceaseless turmoil seething"; this allusion could be said to represent the underworld, which the poet looks into through his unconscious state of being. Adair's translation of Kubla Khan points to "the poet, when divinely inspired, remembers the inscrutable secrets of the world below, singing of a mystery and terror which seems to men like the gift of prophecy" (116). This delving into the imagination demonstrates "the mysterious unconscious sources of creative inspiration and the poet's brief singing of this memory on his return to the sunlit conscious world"(117). This poem replicates a contrast between man's conscious and unconscious being; in a sense the "sacred river" and the "caverns measureless to man" are juxtaposed to represent alternate states of the psyche.

Although this poem provides evidence for Coleridge's undoubted ventures into his imagination, as does his collaboration with Wordsworth, his agenda is a slightly different one to that of Wordsworth, or for that matter any of the other Romantic poets; Beer demonstrates this in talking of "the theme of man's lonely struggle, physically and intellectually with the universe" which is inherent in Wordsworth's work, yet for Coleridge "is not one which attracted him or elicited his best work" (5). The difference between Coleridge and the other romantics is observed by Coleridge's daughter, in that "he could not bear to complete incompletely, which everybody else does" (Beer 6).

Elements of religion are looked upon in Coleridge's poetry, essentially those of the battle between God and nature; Adair points to the "continuous conflict" which his work sets up, not only between these facets, but also between "faith and reason…the mechanical and transcendental explanations of the universe" (44). These elements are confronted within Coleridge's most famous work, The Ancient Mariner;

At length did cross an albatross;

Thorough the fog it came;

As if it had been a Christian soul,

We hailed it in God's name.

In this verse the appearance of the bird of good luck is regarded as "a Christian soul", which would keep safe those on the ship. In this way Coleridge makes God "an immanent part of the material world" in order "to make God himself material and to deprive the universe of the ultimate mystery of the Godhead" (Adair 45). The figure of God is now put in opposition to the evil which obsessed the ancient mariner to shoot down the albatross;

'God save thee, ancient mariner,

From the fiends that plague thee thus!

Why look'st thou so?' With my crossbow

I shot the albatross.

The shooting of the albatross comes to represent a multitude of opinions. Beer examines the attention paid to this defining moment within Coleridge's poetry, notably that it depicts the fall of man, or the death of Christ yet that "they all conflict with one another and try to give the poem the definiteness of allegory which the poet himself would have deplored" (57). The death of the bird in the Ancient Mariner is fundamentally poignant, but as to what it represents is debatable. It is definite however, that it comes to portray the contrasting ideals of Coleridge's poetry, and its meaning in this way is not so important. The notion of resolve in Coleridge's poems is very rare, and he hardly ever comes to solution. Beer talks of Coleridge's "all-embracing vision which should encompass all things in heaven and earth" (1); this approach makes the potential for complete understanding and harmony within his poetry highly improbable, and his conflicting ideals show "an awareness of the infinite" which "had thus always dominated Coleridge's imagination" (47).

Abrams alludes to the fact that although one would never mistake Blake's work for Coleridge's or vice versa, "a reading of Coleridge's poem with Blake's in mind reveals how remarkably parallel were the effects of the same historical and literary situation, operating simultaneously on the imagination of the two poets" (4). Abrams describes the Romantic poet as the "inspired prophet-priest" yet notes that what obscures a concern for the social and political commentary of the Romantics is the lack of "direct political and moral commentary" (44).

The ambiguous nature of Romantic poetry with its allusions to nature and certain images such as "the earthquake and the volcano, the purging fire, the emerging sun" recurring endlessly, refer to what Abrams calls "one of the principal leitmotifs of Romantic literature"; he points out that "To Europe at the end of the Eighteenth-Century the French Revolution brought what St. Augustine said Christianity had brought to the ancient world hope" (54). This hope roused "human and social possibility" and "its reflex, the nadir of feeling caused by its seeming failure".

Abrams discusses this hope of man which "can never be matched by the world as it is and man as he is"(56), and alludes to Wordsworth's "Romantic doctrine; one which reverses the cardinal neoclassic ideal of setting only accessible goals, by converting what had been man's tragic error- that persists in setting infinite aims for finite man"(57).

Wordsworth, in his preface to Lyrical Ballads, shows his interest in the imagination and the unconscious by his delight in contemplating "similar volitions and passions as manifested in the goings-on of the universe". The sense of the universal which he and his contemporaries address denotes an element of searching far and wide to let loose "the spontaneous overflow of powerful feelings" which "arise in him without immediate external excitement". The exploration of feeling which he attempts to communicate is apparent through "the painful feeling which will always be found intermingled with powerful descriptions of the deeper passions".

Wordsworth exemplifies the foundation of Romantic thought in his preface, describing the "essential passions of the heart" which "find a better soil in which they can attain their maturity". Within these lines he speaks on behalf of the powerful Romantic imagination which is liberated through the means of poetry.

Shelley's Defence of Poetry stands out as one of the defining aspects of contemporary Romantic literature, examining the realms of poetry and all of its "pleasurable impressions". It can be seen as an ambassador for Romanticism itself. Percy Shelley addresses the attraction of the imagination, and deplores the monotonous nature of reason; "reason is the enumeration of quantities already known; imagination the perception of the value of those quantities, both separately and as a whole". He remarks that "although all men observe a similar; they observe not the same order in the motions of the dance, in the melody of the song, in the combinations of language, in the series of their imitations of natural objects"; this point is specifically poignant, for it outlines the essence of Romantic literature. It alludes to the diversity of meaning through poetry and demonstrates that one man's perception and understanding of something is not necessarily the same as another's. This represents the universality of language, a notion which was at the heart of the Romantic poet. Shelley claims that "a poem is the very image of life expressed in eternal truth", and that "a poet is a nightingale who sits in the darkness and sings to cheer its own solitude with sweet sounds; his auditors are as men entranced by the melody of an unseen musician"; this demonstrates man's unconscious appreciation of poetry, without perhaps knowing why, portraying a type of unknowing gratification from it.

The attraction of a universal picture to the Romantic poet was brought about by an age of reason which proceeded it. Notions of the unanswerable and complex levels of consciousness hence attracted him to explore further. Beer discusses the resemblance of Romanticism to the Renaissance period in which "both eras shared an optimism for humanity" and in which "both were aware that the traditional interpretation of the universe was being undermined", yet he points out that the Renaissance "thinker tended to occupy himself chiefly with the glories of mankind", whilst the "Romantic thinker is aware of a universe which seems to be alien even from human glories" (15).

This quote underlines just how contemplative a period it was, and exhibits the profound imagination of the Romantic writer.

Bibliography

Adair, P. The Waking Dream. A study of Coleridge's Poetry. London Edward Arnold 167

Beer, J.B. Coleridge the Visionary. London Chatto & Windus 15

Day, A. Romanticism. London Routledge 16

King-Hele, D. Shelley. London Macmillan 160

Thorlby, A.K. The Romantic Movement. London Longman 166

Wu, D. Romanticism An Anthology. Oxford Blackwell 14

Essays in Romanticism Reconsidered. Ed. Frye, N. New York Columbia University Press 16

Abrams, M.H. English Romanticism The Spirit of the Age.

Frye, N. The Drunken Boat The Revolutionary Element in Romanticism

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Teen sex

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Teenagers in the United States are experimenting with sexual activities more and more today than ever before. According to Charles Krauthammer, Sex oozes from every pore of the culture and theres not a kid in the world who can avoid it. (Meier, 14, p. 7). Teenagers are surrounded by some sort of sexual connotations all the time. Whether it is television, radio, school, or even the Internet, teenagers are hearing the affects of sex on our society. The price that teenagers pay for being sexually active greatly outweighs any advantages. The period of puberty occurs somewhere between the ages of 10 and 14 for most but can vary for different people. Heredity, health problems, and emotional and physical stress can cause these variations. Teens begin to experiment with the opposite sex by hugging, kissing and other forms of sexual expression. People are capable of creating babies as soon as puberty begins. Teens also watch more television and listen to more music developing their own unique personalities. According to one study, about 65,000 sexual acts or comments on prime-time television occur every year (Meier, 14, p. ). In the movies or on television, the actors and actresses make sex look easy, fun and glamorous. It appears to be something everyone is doing. On television shows like Dawsons Creek, sex is usually the major topic of the entire show. Whether it is guys and girls, guys and guys, girls and girls, or multiple persons of each sex, the sex act itself is a major conflict. Movies, such as Cruel Intentions, portray sex as a game. The main characters are placing bets on each other that one of them will have sex with some girl who is against the idea of premarital sex. That movie is rated R, but little kids were in there with their parents. Those types of movies are not meant for a young audience. Now those kids might end up having sex when they become teenagers. Those same teenagers might often be the ones that get pregnant. Teenage pregnancy happens so often that people hardly even recognize it anymore as a negative affect on our society. Experts estimate that the combination of lost tax revenues and increased spending on public assistance, child health care, foster care and the criminal justice system totals about $7 billion annually for births in teens. Despite a 0-year low in the teen pregnancy rate and an impressive decline in the teen birth rate, the United States still has the highest teen pregnancy rate of any industrialized country (Casey Foundation, 16). Thats not saying a whole lot for our nation. In Kids Having Kids A Robin Hood Foundation Special Report on the Costs of Adolescent Childbearing, researchers note, During her first 1 years of parenthood, the average adolescent mother receives income and food stamps valued at just over $17,000 annually… Recent declines in pregnancy and birth rates, however, are encouraging. The rates keep dropping and are showing no signs of increase, yet. The rate of pregnancies has dropped from a peak of 117 for every 1,000 young women ages 15 to 1 in 10, to 101 in 15. That 14 percent drop brought the rate to its lowest level since 175 (Casey Foundation, 16). Rather than deal with a pregnancy after the fact, more teenagers seem to be trying to prevent pregnancies. Teenagers are learning to better use contraceptives and are using them more frequently than before. Some teenagers are aware of the contraceptives available, but they just choose not to use them. Others may find it difficult and embarrassing to talk to their partners about birth control or contraceptives. Contraceptives such as the condom, Depo-Provera, diaphragm, IUD (intrauterine device), and the pill are effective more than 80% of the time. Some of those, more than 0%. Nine in 10 sexually active women and their partners use a contraceptive method, although not always consistently or correctly. About one in six teenage women practicing contraception combine two methods, primarily the condom with another method (Guttmacher, 18). The only method effective 100% of the time is abstinence, which means not having sex at all. Although there are contraceptives, they only work so much percent of the time. The other percent of the time, they will fail and lead to a traumatic downfall for anyone involved. Many consequences are contributed to having sex as a teenager, and even as an adult. Sexually transmitted diseases (STD) are gaining more and more publicity. Every year million teens-about 1 in 4 sexually experienced teens-acquire an STD (Guttmacher, 18). The more common sexually transmitted diseases include HIV (caused by the AIDS virus), herpes, gonorrhea, chlamydia, syphilis and genital warts. Teens have higher rates of contracting gonorrhea than do sexually active men and women aged 0 to 44. Chlamydia is more common among teens than among older men and women; in some settings, 10-% of sexually active teenage women and 10% of teenage men tested for STDs have been found to have chlamydia (Guttmacher, 18). Along with the physical status of a sexually active teen, the emotional status can also be depleted. The emotional problems a teenager will feel after becoming sexually active can be overwhelming. Sometimes the stress from friends and family members becomes too much for a teenager to bear. This can often lead to suicide or beating of themselves to kill the baby and make it look like an accident. When a teenager first learns she is pregnant, she often will not tell anyone-not even the babys father-about her predicament (Meier, 14, p. 1). Holding a secret that immense inside you causes great stress and emotional upset. The teenager may have intense feelings of fear, confusion and depression. In that case, it is a good idea for the girl to get help by talking to a counselor at school or a health clinic. Sooner or later, the pregnant teenager will have to face reality and make some tough choices. She will first have to decide whether or not to have the baby. If she chooses to have the baby, she will have to decide whether to keep it herself or give it up for adoption. Pregnancy itself is usually a very uncomfortable situation. During the first few months, the pregnant woman will undergo many changes. Morning sickness, tiredness and sudden mood swings are just a few of these changes. Teenagers will most likely not want to go to school feeling like that. After a few months of skipping school and receiving poor grades, the student is most likely to drop out altogether. Every year, about 40,000 teenage girls drop out of high school because they are pregnant (Meier, 14, p. 4). Many never go back. Young males who become fathers before the age of 0 often do not finish high school, making it more difficult to find a good job. The average woman who becomes a mother before the age of 18 earns about half as much money as the woman who has children at an older age, or has no child at all. One out of every three teenage mothers turns to welfare to make ends meet (Meier, 14, p. 4). Because of those mothers, anyone with a job must pay the taxes to keep them on welfare instead of out on the streets. Jobs are too scarce for people with no experience in certain fields of work. Thirty or 40 years ago, it was fairly easy for young people to make lives for themselves after the pregnancy. But the American economy and kinds of jobs have changed. Now a high school graduate will qualify for only lowest paying jobs (Meier, 14, p. 71). As a result of all these teenagers looking for jobs, the unemployment rates have gone down, and the employment rates have risen. However, teenagers who get the jobs are more likely going to be working at minimum wage, which can cause unemployment. According to the supply and demand curve of economics, higher wages increase the number of workers willing to work but decrease the number of workers employers will hire (Dallas Headquarters, 17). Teenage parents or just plain teenagers find it difficult to work for minimum wage, and even more difficult to find an employer who will hire them. Some teenagers feel the need to turn to abortion as a way of solving their problems. I personally feel that abortion should not be accepted in any case other than rape, but thats not what this paper is about. About states have passed anti-PBA (partial birth abortions) laws as of August of 18 (Robinson, 1). Illinois is among those . In some states, the legal age to have an abortion with no authorization is 17. That is too young to be deciding the life (or death) of an innocent human being. Another major concern for teenagers having sex is that some people feel that the teenager should have the right to choose what to do with their own bodies. They, as people of the United States, are loyal abiders of the Constitution as well as adults. The Constitution states that we have the freedoms of speech, religion, the press and assembly. Freedom of choice is in there, too. Teenagers might listen to the advice of adults and peers, but they have to be able to make their own decisions. If teens want to go out and have sex, then so be it. Nobody can really stop them. Sure, parents can lock them in their rooms or something worse, but a crafty teen will almost always find a way out. After a punishment like that, a teenager will often just run away from home. That is another issue. Teenagers sometimes are not the best at making their own decisions, especially when it comes to sex. Teenagers often worry that if they get married, then they can have sex all they want without any complaints. In Japan, the legal age to be married without a parents authorization is over 18 in males and over 16 in females (Kasumigaseki, 17). It is probably not much different in the United States. Teenagers think that by getting married, it will reduce the stress and pressures from having sex as opposed to not being married. Some teenagers already have it squared away in their heads that they are going to wait until they are married to have sex. Some of those just cannot seem to wait. A lot of pressures go along with having sex; pressure from peers, classmates, people outside of the school setting. Around school, sex is usually a major topic of conversation. Students around are talking about how great sex is and how often they do it. Those same students are usually the ones who do not worry about protection. Teenagers find it to be some sort of competition nowadays to see who can have the most sex before they graduate. Boys often find that they are being pushed to prove themselves by scoring (Meier, 14, p. ). None of them think of the consequences. Some of them even end up getting pregnant. Some teenagers believe that if they have sex a lot, they will not get pregnant. Others believe that you cannot get pregnant in a hot tub, girls cannot get pregnant during their period, and that you cannot get pregnant the first time they have sex. Some even believe that if birth control is taken right before intercourse, it will prevent a pregnancy. Those are all myths. Getting pregnant is easier than anybody would think. In fact, one out of every 0 girls becomes pregnant the first time having sex. Another statistic is that one out of every 5 becomes pregnant during the first month of sexual activity (Meier, 14, p. 1). There are positive influences out there offering advice and assistance to those teens in need. Parents, teachers and religious leaders tell teenagers that sex should be saved for marriage. Young people are caught between two sets of messages one says, Go! and the other says, Stop! Most teens are too embarrassed to talk to their parents about sex, and many schools provide little or no sex education. Teenagers often rely on their friends for information, which is not always accurate. There are many teens that make a definite choice not to have sex until they are older because of religious beliefs or other reasons. Some realize that problems could get in the way of their plans for the future. Still, others worry about diseases (Meier, 14, p. 10). Some pressures come from other sources and not just their peers. When a young person becomes involved with a boyfriend or girlfriend, the couple may have to deal with the pressures directly. One might pressure the other to have sex. This can often lead to break-ups causing more emotional problems. A girl is more likely to think of sex as something romantic but, however, have sex with boys with whom they have no real relationship (Meier, 14, p. 10). Couples who have sex 1 times run a 50 percent chance of starting a pregnancy (Meier, 14, p. 1). Teenagers should think of the consequences and read over the statistics before jumping into anything. Alcohol or drugs also play a major role in the sexual activity of teenagers. Sometimes, alcohol and drugs play a part in the teenagers decision to have sex. A person who is drinking alcohol or using drugs is less likely to be cautious and responsible about their behavior (Meier, 14, p. 10). Teens will often go to parties and get so smashed that they have no control over what they are doing. Some of them go back to school and brag about what happened at that party or gossip about what happened to someone else. That is where some people earn their reputation as sluts or whores. I do not know about you, but that is what I want people to remember me by when I graduate. Often, those same people are the ones not doing well in school, especially if they come from poor families. They may have few goals or little hope that things will get any better. Some teenagers think that if they are drunk, they cannot get pregnant. That is yet another myth. Unless something is physically wrong, a boy and girl run the risk of beginning a pregnancy every time they have sex (Meier, 14, p. 1). Many services deal with issues about teenage pregnancy directly. Unlike many European countries, however, the United States does not have a nationwide program to deal with teen pregnancy. In 178, President Jimmy Carters administration sponsored the Adolescent Health Services and Pregnancy Prevention and Care Act, which helped provide a variety of services for pregnant and parenting teens. Three years later, President Ronald Reagan eliminated this program and replaced it with the Adolescent Family Life Act, which focused on abstinence programs that encourage teens not to have sex (Meier, 14, p. 77). With a little variety of social services and very little correct information from peers, some people say that children should get information about sex from their parents and only their parents. Studies show that teenagers who can talk to their parents about a lot of topics, including sex, are less likely to become sexually active at an early age (Meier, 14, p. 7). Adults believe that children learn all they need to know about life in school and that if their children are not asking questions, then they are not thinking about it. Some parents think that if their son or daughter has a question or problem pertaining to sex, they will go directly to their parents. Some teens think that their peers know more about it than their parents, so they turn to them. Other parents think that if their son or daughter is getting into trouble, they would know about it. Teenagers will, however, keep lots of information from their parents that could possibly get them in trouble. Parents often assume that their kids do not want to listen to their parents advice, when really they do. Some will not admit it, but most would like them to help out.

The price that teenagers pay for being sexually active greatly outweighs any advantages. Teenage pregnancy, STDs, and emotional and physical problems are just a few examples of the disadvantages of having sex as a teenager. Teenagers pay a great price for being sexually active. The risks are just too great for getting pregnant and contracting an STD. There are more important things in life to worry about than things a person has control over. Another disadvantage, and this is mainly a disadvantage to anyone working and paying taxes, is that society must pay for the children of teenage parents. The taxes are used to pay for welfare and housing for these children. Teenagers often fail to comply with any rules stating that they cannot do something. These rules regarding teenage sex need to be more strict and re-enforced. A lot of parents need to get their own acts together before they start telling their children how and what to do. The parents are the ones we are arguing with here. They are not doing the job that society has handed them. We, as citizens of the same country, need to better the lives of our own kind.

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Methods of rewards and benefits management

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Human Resource Management (HRM) concerns the human side of the management of enterprises and employees¡¯ relations with their firms. HRM is resource-centered and directed mainly at management needs for human resources (not necessarily employees) to be provided and deployed. Demand rather than supply is the focus of the activity. There is greater emphasis on planning, monitoring, and control and rather than mediation (Letherbarrow, 00).

The design and operation of payment systems in many organizations have often been institutionalized by custom and practice, tradition and collective bargaining mechanisms. Nevertheless, trends show that the movement towards HRM has corresponded with the introduction of supposedly new forms and strategies of reward management. Contemporary developments in pay and reward concentrate on individual performance-reward contingencies in a unitarist framework. Employees will be highly committed, and thus motivated and productive, if the reward strategies of an organization match the corporate and the human resource strategy and are carefully implemented. The reward strategy is hoped to support other management techniques to blur the distinction between workers and management.

This assignment is to discuss and critically evaluate alternative methods of rewards and benefits management to get a realistic picture of the advantages and disadvantages of the methods currently in use and the impact on individual and the organizational performance. The assignment will follow the next aspects to make analysis Job evaluation, Motivational theory, Payment systems, and Performance management.1. Job evaluation

In the internal organization, there are strong competitions among all the employees at the similar position because most of them have the desire to get the chance of promotion. Even though they are not at the same position, the competitions still exist. Sometimes for a better position, there are maybe several people to apply for at the same time. Every employee hopes to make good performance in the working process, which can let him/her more distinct in the employees. In the competition, those with distinct advantages can get promotion or increases in the salary or bonus at the end of year.For the organization, it has to invest more money in bringing up new employees than in the retention of its old employees. And old employees are rich in business experience, so their competence is another kind of assets for the organization. But for new comers, the organization must spend more time and energy in the period besides money. Furthermore old employees have strong relationship with the external business so that losing these old employees means losing profits and the advantages. In order to keep these employees stay in the company, organization will think about increasing their salary or giving more business¡¯s welfare or allowance.

Employees can be encouraged by motivation rules to make better performance in the organization. If employees work all the time without some incentive elements, they will be bored with the work and cannot make a good performance in the work. It is not a good condition for the organization¡¯s operation. Organization use the method of motivation can let the employees more positive in performing the work and get a satisfactory result. The organization can give them intangible or tangible thing to motivate them in the process of working.

Every employee working well has the chance of getting promotion or rewards, and everyone making mistakes must accept the punishment. In the organization, the fairness and equity are suitable to every employee. If all the employees perform well, everyone can get rewards and nobody can be cancelled to lose the chance.

. Motivational theory

There are three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. They provide an indication of the different needs that individuals bring to the working environment.

Maslow¡¯s hierarchy proposed that everyone is motivated to satisfy a series of instinctual needs that are Physiological needs, Safety and security needs, Social and belonging needs, Ego and esteem needs and Self-actualization needs. Maslow¡¯s assumption is that once one level of needs has been satisfied they no longer motivate the individual and other needs will become prominent (Beardwell and Holden, 001507). The individuals have the ability to climb the hierarchy if the organization provides factors to improve their level of motivation. However if the individuals are fortunate to achieve the highest level of motivation, they don¡¯t stay there for long, as de-motivational aspects come along and have the effect of reducing their standing on the hierarchy.

Herzberg¡¯s two-factor theory makes the distinction between hygiene factors and motivators in the work environment. Hygiene factors are thought to be environmental, which are related to the conditions of work rather than to work itself. But hygiene factors don¡¯t actually increase a worker¡¯s job satisfaction. Motivation factors include such elements as sense of achievement on completing work, recognition from others within the organization, responsibility assumed, varied work and prospect for promotion. An organization must be concerned with ensuring that both the hygiene factors and the motivators are to an adequate standard (Beardwell and Holden, 001508).

Porter and Lawler¡¯s model of motivation can be stated that employees must value the rewards, put in more effort if they believe that good performance will lead to the achievement of the desired rewards, and engage in good performance. Managers must communicate their expectation and objectives clearly to ensure employees understand the requirement, make sure that rewards are clearly and visibly linked to performance, and recognize the important role played by comparisons in determining employee satisfaction, and therefore the consequent levels of effort they will put into a task.

. Payment systems

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay.

In Payment by results (PBR), the motivational impact of the linking of a financial reward to quantity and quality of employee outputs is recognized by many motivational theories. Paying employees for results sets up a relationship between the outcomes of performance and financial reward. And the relationship will lead the individual to try to continue or increase the level of performance in order to receive more financial rewards. But there are some problems of this system. The main problem is that workers¡¯ tendency to manipulate working procedures and falsify records of output. Performance standards become slack as employees receive pay for performance that is lower than originally envisaged, hence inflating unit labour costs. Workers are often directly or indirectly able to assert control over the process of work allocation to install their own notion of equity rather than directed by management¡¯s ideas of efficiency. Management may deliberately relax standards and make it easier for workers to obtain bonuses. Workers may be reluctant to accept management¡¯s request for changes in working practices if their present job or task provides a high income and the change threatens their perceived ability to achieve high bonuses and receipt of other benefits (Beardwell and Holden, 001, pp.516-50).

Performance Related Pay (PRP) can be defined as a system in which an individual¡¯s increase in salary is solely or mainly dependent on the appraisal or merit rating (Swabe, 1817). This system could increase the motivation of employees, encourage certain behaviors; help in recruitment and retention; facilitate change in organizational culture; encourage the internalization of performance norms and weaken trade union power. But there exits some following problems expectancy theory of motivation, displacement of objectives, undermining esprit de corps, reinforcement of status, control and power differences, difficulties with the assessment of individual performance, financial constraints, and crowding our intrinsic motivation (Beardwell and Holden, 001, pp.5-58).

Competence-based pay this system reflects an intention by the organization to reward the use or development of job-related competences. Competences are already in place for development purposes. Its importance includes the following aspects. There is a move away from job-based pay to person-based pay. There are needs to stimulate and reward horizontal career moves; to develop and encourage flexibility and empowerment; to acknowledge and reward more intangible aspects of working; to acknowledge and reward the way in which objectives have been reached, not just the achievement of the objective; to ensure that organizations have the right competences and people with those competences for the future. Such schemes are less judgmental and more flexible than traditional PRP. They communicate the message that ¡®change is happening, and you are expected to change with it, but we will help and reward you¡¯. But care must be taken to ensure that the competence identified and rewarded are relevant to the content and scope of employees¡¯ roles, as there is a clear danger that organizations will significantly increase their overall salary bill without any improvements in organizational performance (Beardwell and Holden, 0015).

After making comparison among the three systems, Performance related pay is more advanced than the others. And more and more international companies make use of this payment system. Though there are some problems in the payment systems, its strengths are more profitable to the organizations in the process of operation.

4. Performance management

Performance is defined as the outcomes of work because they provide the strongest linkage to the strategic goals of the organization, customer satisfaction, and economic contribution. And performance management is a strategic tool in the sense that it is concerned with the broader issues facing the business if it is to function effectively in its environment, and in the general direction in which it intends to achieve longer term goals. It is not simply the appraisal of individual performance. It is an integrated and continuous process that develops, communicates and enables the future direction, core competences and values of the organization, and helps to create a horizon of understanding (Beardwell and Holden, 00158).

As a HR manager, he/she should usually observe the performance of employees from different departments and evaluate their performance from different aspects whether is very good or good or normal or bad or very bad. For those employees¡¯ performances are good, the organization should give them a reward to encourage their future. But for those performances are not good or even bad, the organization should give them criticism and some punishments to push them perform well in the job.

The rewards given to those people perform well can be divided into intrinsic and extrinsic thing. The intrinsic thing is a tangible reward, which can include money, company cars, casual dress and so on. The extrinsic thing is an intangible reward, which could be private health care, promotion and so on. For example the reward from Porter and Lawler¡¯s model is an intangible one. The values of different rewards are different. According to their different levels of performance, employees should receive different rewards that could be intrinsic or extrinsic thing.

Some organization requires all the employees perform the work completely following the procedure formulated by the organization. Some employees maybe cannot get a good performance. These people have an open and creative mind and make some innovation in the job when solving problem met in the work. The innovation can let them work well and get a good solution. For these employees, organization couldn¡¯t neglect the benefits brought from their innovation and should encourage them bring forth new ideas in the job.

In Storey¡¯s key levers, Managing Culture is more important than managing procedures and systems. Integrated action is essential on Selection, Communication, Training, Reward and development. Restructuring and job design allow devolved responsibility and empowerment. Based on those above elements, organizations should make use of integrated action in the reward management. Organizations could use hygiene factors and motivators motivate the employees and let them satisfy with the environmental and self matters. They also should reward employees both intrinsic and extrinsic thing to encourage employees¡¯ performance.

After performing the assignment of the topic about the methods of rewards and benefits management and their impact on individual and organizational performance. The assignment through the following aspect Job evaluation, Motivational theory, Payment systems and Performance management to evaluate this topic. The rewards and benefits management plays an important role in the Human Resource Management.

A detailed description of performance and performance management has been outlined in the assignment. The reward and benefit management is linked to the performance management. Thus the performance management is also very important in this topic.

Through this assignment, the reader could know that the three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. We have learnt the two former theories in the last semester, but more knowledge about them can be obtained from this module. The latter theory is a new theory for the learning. After studying the lecture about this theory, the Porter and Lawler¡¯s model emphasizes the importance of performance from the employees and the reward linked to the good performance of the employees.

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay. Each of them has its own strengths and problems itself. The three payment systems have their own basement, so the payment is implemented from different elements. And compared the three types, the results reflect that Payment by results is more acceptable by the organization.

The rewards and benefits management makes great impacts during the period of operation in the organization. It could encourage individual to make better performance in the job and influence the organization to more focus on the performance of the employees in the organization. Thus organizations should realize its importance and concentrate on the implementation of the rewards and benefits management in the internal operations. The HR manager should take on the responsibility of this management.

1. Armstrong, M. (001), A Handbook of Human Resource Management Practice (8th edn), London, Kogan Page

. Beardwell, I. and Holden, L. (001), Human Resource Management A Contemporary Approach (rd edn), Essex, Financial Times Pearson Education

. Curtis, S. and Wright, D. (001) ¡®Retaining Employees ¨C The Fast Track to Commitment¡¯, Management Research News, Vol. 4 No. 81, 001, pp.56-60

4. Graham, H. T. and Bennett, R. (18), Human Resources Management (th edn), Essex, Financial Times Pearson Education

5. Leatherbarrow, C. (00), Lecture Notes for MPO, Britain, Staffordshire University

6. Swabe, A.I.R. (18) ¡®Performance-related pay a case study¡¯, Employee Relations, Vol.11, No., pp.17-

7. West, M. and Patterson, M. (18), ¡®Profitable Personnel¡¯, People Management, 8th Jan, 18, pp.8-1

8. Zhang, W. (001), ¡®Culture Development on Human Resource¡¯, China Marketing, March 001, pp.4-4

Please note that this sample paper on methods of rewards and benefits management is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on methods of rewards and benefits management, we are here to assist you. Your cheap custom college paper on methods of rewards and benefits management will be written from scratch, so you do not have to worry about its originality.

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