The Badge of Shame

â€Å"Woman, it is thy badge of shame! †. Governor Bellingham was describing the scarlet letter to Hester while they were discussing if the punishments that Hester had to go through were adequate enough for the crime. Hester was living in the outskirts of the city in a small abandoned cottage for several years with the only thing that had any monetary value in her life, her child and the product of committing adultery, Pearl. She and her little Pearl were shunned from the community for her acts. In The Scarlet Letter by Nathaniel Hawthorne, Hester is punished in more than one way, and she is able to deal with it openly so the community will, over time, forgive her. The most obvious subject of punishment that Hester had to cope with is wearing the scarlet letter. â€Å"By the point which drew all eyes and, as it were, transfigured the wearer†¦ was the scarlet letter, so fantastically embroidered and illuminated upon her bosom†. Hester wrought the scarlet letter before she stood on the scaffold. When Pearl asks her why she wears the letter she replies that she wears it for its gold thread. Hester wears the letter for many years, even after the people in the community care anymore, so that she will be fully forgiven for her sin. In the beginning of the story, Hester is faced with serving the temporary part of her sentence, standing on the scaffold in front of the whole town. â€Å"It was a circumstance to be noted, on the summer morning when our story begins its course, that the women of whom there were several in the crowd, appeared to take a peculiar interest in whatever penal infliction might be expected to ensue†. The citizens of the town had gathered to criticize Hester as she stood on the scaffold, and many of the town s women were discussing the simplicity of Hester s sentence, since the usual punishment for committing adultery is the death penalty. Although she had to put up with the remarks about her for three hours while she was standing on the scaffold, the ridicule followed for many years to come. Hester and her daughter were thought upon as sinners long after Hester had served her sentence. Hester was not accepted by the community because of her sins. She was forced to live in an abandoned cottage on the edge of the city. â€Å"Hester Prynne, therefore, did not flee. On the outskirts of town, within the verge of the peninsula, but not in close vicinity to any other habitation, there was a small thatched cottage. It had been built by an earlier settler, and abandoned because the soil about it was too sterile for cultivation.. .†. Hester and her little Pearl not only lived in the little cottage, they spent most of their time there, only going into town for important things like food and supplies. The community basically shunned Hester and Pearl from the town and made it clear to them that they were not wanted inside the city. Hester went through a lot of punishment for her sins. She was able to deal with it openly, like wearing the scarlet letter and standing on the scaffold, and some she dealt with without showing any remorse. She was brave to live on the edge of the city and not to flee to another city or even another country. She also kept things inside, like the father of her child and her husband that seemingly deserted her. Overall, she is a brave soul and in some ways, is a role model to the rest of the people in the community.

Education Essay

The most prominent example of a formal setting in the book is school. However, Scout does not learn much from school. This can be examplified by the fact that when Scout is able to read better than the teacher, Miss Caroline Fisher had expected, Miss Caroline Fisher told her to tell her father to stop teaching her how to read. Instead of helping Scout to improve her reading, Mrs Fisher is impeding Scout’s learning process. This shows that schools do not cater to children of different abilities and Scout’s learning is restricted in school. Hence, school is not the only place where a child learns. Jem and Scout learn moral values from Atticus. This is examplified by the many values Atticus teaches them such as moral courage and to stand up for what one believes is right. Atticus brought his children up to treat the blacks and the whites as equals. When Scout tells Atticus to send Calpurnia away, Atticus told Scout that they could not survive a day without Calpurnia and he told Scout to â€Å"mind† her. Scout learnt that she had to treat Calpurnia (a Negro) like how she would treat a White and to be respectful towards Calpurnia. Jem looks up to Atticus and tries to emulate him. This is because Atticus is a good role model and a good father. Jem learns from Atticus to have the moral courage to fight for what is right. This is evident as Atticus went all out to fight for Tom Robinson as he believed that Tom was innocent. Atticus did this although he knew that he would face severe criticism from the people in Mycomb and that he would put his life and his children’s at risk. From the example he sets, Jem is able to learn to have the moral courage to fight for what is right. Hence, Jem and Scout do learn in informal settings. Jem also learnt to have the courage to do what one decides to do. This is evident from Jem’s encounter with Mrs. Dubose. Mrs Dubose is a morphine addict and she tried very hard to get rid of her addiction. Mrs. Dubose sets an alarm clock and made Jem read to her as he was angry at what she said and cut off the top of her bushes. When the alarm clock rings, it would mark the end of Jem’s reading time. During this period of time when Jem is reading, Mrs Dubose will refrain from taking morphine. She used this method to try and get rid of her morphine addiction. To further elaborate, Mrs. Dubose was very courageous to try and get rid of her morphine addiction as it was a very painful process. Mrs. Dubose was almost dying but she wanted to leave the world beholden to nothing so she tried her very best to get rid of her addiction and displayed a strong sense of courage. Jem learnt from Mrs. Dubose that no matter how painful the process is, one should have the courage and determination to accomplish it. Hence, Jem do learn in an informal setting. Jem and Scout also gained knowledge from a new experience that Calpurnia showed them. This is evident as Calpurnia showed them how it was like in a Negro church. By visiting their church, they learnt about the difference in the conditions of the Negroes’ church and their church. They also learnt more about Tom Robinson’s case when Scout asked Calpurnia why the pastor demands a donation from everyone to help Tom Robinson’s wife provide for her kids. From these, the children were somewhat more aware of the discrimination happening in Maycomb.

Macro

International trade is an economic phenomenon is a strategy that has taken the experiences of many countries in the world.   Between joining and not joining globalization that promotes international trade few will disagree that joining is the better option. This paper seeks to analyze and discuss the manner that greater international trade benefit or hurt the US economy, by identifying likely sectors which will benefit or suffer from expanded international trade, the good or bad reasons for expanding the NAFTA to into the Central American Free Trade Agreement (CAFTA) and finally to make a conclusion in sum, whether   expanded international trade is really to be a good or a bad thing for the United States. In so discussing the to topics, the paper incorporates in detail, five of the concepts from Economic Concepts section. Analysis and Discussion: Expanded international trade aims to promote free trade among nations. For the USA, having the NAFTA and CAFTA as just examples of more definite agreement between or among nations to promoted the trade between or among them.   The WTO is actually a bigger organization that promotes the same purpose. The seeming aim therefore of free trade agreements and America under the NAFTA and CAFTA may have other reasons that US has in mind but for the purpose of this paper, the economic benefits for the US as simply undeniable. The greater international trade and the US economy: Greater international benefit rather than hurt will go to the United States because the United States could produce more than it consumes.   It is being net producer should have been reflected in its trade balance which should have reflected a Surplus Trade Balance but over the years the United the states have always bee in trade deficit†¦ What makes in interesting for America is that despite the trade deficits over the years since it has imported more than it has exported, its gross domestic products over the years have still been increasing over the years. Viewed from the whether its people have benefited from the high GDP over the years, it could be argued that whether the trade balance is surplus or deficit, it is favorable to the United States. As how does this happen, could still be explained   the fact that many countries make investment in US dollars in term of US stocks and bonds and even in currency.   This reaction of countries seems to put the US almost always in a better position. The net effect for the US despite the trade deficit is the gains from as translated in terms of better foreign exchange as against other countries. Again on this angle, although strong dollar as against other foreign currencies would have made US in a better position, devaluating the same could still result to the US still winning the net effect of things. On this note, Samuelson (2004) said that a sliding dollar would have three possibilities:   The first one is that the United States wins and no one else loses if a falling dollar incites the â€Å"U.S. economy by increasing exports and restraining imports.† This will have the effect of Surplus industrial capacity which will keep the inflation low. Samuelson however believes that under this scenario, Europe and Japan don't suffer much, because the ongoing global economic recovery gathers strength and cushions export losses The second possibility is for the second, the United States and China to win while Europe and Japan lose. This happens because China keeps its currency, the renminbi, fixed to the dollar, and that it also gains competitive advantage when the dollar drops. This is further supported by the fact that China stabilizes the renminbi by investing surplus dollars in U.S. Treasury securities rather than selling them for local currency.). This however will depress exports of Europe and Japan and destroys their economic recovery and then protectionism rises.   The third although possible to happen be remote to happen that is the dollar â€Å"crashes† and that everyone loses. This happens when foreign investors dispose of their U.S. stocks and bonds, as values weaken in terms of their currencies which will trigger massive selling (Samuelson. 2004) As to how the US does it depends on it monetary policy. The US government through the Federal Reserve Bank can influence the foreign exchange market in the world because of the bigness. Using the power of the Reserve Bank, it can increase interest rates hence attracting many holders of other currencies to buy the US dollar and this will again put the value of the US the dollar stronger despite fact that the US has have may trade deficits in terms of more imports as against its exports. The sectors that will get affected by expanded international trade: There are sectors that benefit and some which will suffer from the expanded international trade. To prove such effects, it is was reported that thousands of US jobs were lost due to NAFTA. Scott and Ratner (2005) blamed the rise in the U.S. trade deficit with Canada and Mexico through 2004 for the lost of more than a million since NAFTA was signed in 1993. Jobs displacement occurred in every state and major industry in the United States and that more than half those lost jobs were in manufacturing industries.† The US may have lost in terms of jobs but it may have won in terms of more investments made in the US and in terms of cheaper goods that have entered and the US where its citizens benefited. Expanding the NAFTA to into the Central American Free Trade Agreement (CAFTA): The issue of whether I would be in favor of expanding the NAFTA into the CAFTA appears to depend on what is the purpose of this organization.   The main issue is whether free trade is better for America.   Again on the basis that America produced more than it consumers it is always better to for America to expand NAFTA to CAFTA. Zoellick (2005) said that if CAFTA is voted down, the region's poor in Central will not improve their lot but instead, a door to upward mobility will be slammed shut. The US is doing not only free on economic reasons but also for political reasons since it believes that by generating employment it lessens problems to society. In sum, expanded international trade is a good for the United States: Boyes, et. al (2003)   said that the US need to be the leader in strengthening the world trading system to promote freer, fairer trade and consequent efficiency gains. Most urgent is for the U.S. to improve its diplomacy within the Doha Round of the ongoing World Trade Organization talks. They even recommended that the U.S. should make concessions to developing countries in agriculture and in intellectual property relief for critical medicines so as to successfully extend and improve the more important multilateral system under a free trade. By so adopting and other public policy actions, Boyes, et. al (2003) believes that US will maintain its long-term strength in its economy.   By so adopting freer trade as a rule for the US, it necessary has to turn its back against protectionism and this is the antidote to freer trade.   Boyes, et. al (2003)   explained that â€Å"protectionism and isolationism aim to maintain advantage in particular industries and professions, but other nations can and have emulated and bested the U.S. in selected and targeted areas, and they will continue to do so.† They also believe that â€Å"the strength of the U.S. is not to found in isolation from globalization. The nation's strengths are instead its ability to adapt to change, its ability to attract foreign capital, and its ability to attract the best and brightest from across the globe.† Conclusion: We have found that the US will benefit more from greater international trade than not joining than not joining. The simple of joining international trade is the fact that it produces more than it consumes.   There is however some sectors that will likely benefit and some which will suffer from expanded international trade because it could not be that America monopolizes all the knowledge in the world.   As it opens its economy, there are industry sectors where America is not good at but it employs so many people. When we say, America is not good at certain industries, we are saying that America is simply not efficient economically that other nations are simply better than it that America could acquire it at a lower cost, hence it should leave America to source the industry outside and instead concentrate on industry where it is good or in industries where is has potential for growth. The industries that it is good are on agriculture while an industry where it is not good at is on services of some professional like those of nurses. Since free trade is better to America as a rule, expanding the NAFTA to into the Central American Free Trade Agreement (CAFTA) must be deemed to be a better option. In sum, I believed that expanded international trade is to be a good thing for America. Protectionism is no place in America. Its democratic government would be inconsistent to adopt the same since democracy means freedom and freedom means freedom not only to vote in elections but also freedom to excel where its people have the capacity. The US is very reach to lose many things in free trade if one would look at it. Hence it is difficult to see why other developing nations like those in Central America would fail to see the benefits of free trade. References: Boyes, et. al. (2003) Lessons From the Past: History Says the Future of U.S. Industrial Competitiveness Is Brighter Than We Think, {www} document URL, http://www.ernestmorgan.com/macro/essay3/boyes120103.html, Accessed June, 2007 Samuelson, R. (2004) A Global Glut of Greenbacks, Newsweek January 5, 2004,   {www} document URL, http://www.ernestmorgan.com/macro/essay3/samuelson010504.html, Accessed June, 2007 Scott and Ratner (2005) Issue Brief #214, NAFTA's cautionary tale Recent history suggests CAFTA could lead to further U.S. job displacement, , {www} document URL http://www.epinet.org/content.cfm/ib214, Accessed June, 2007 Zoellick, R.   (2005), CAFTA Is a Win-Win, The Washington Post,   , {www} document URL http://www.ernestmorgan.com/macro/essay3/zoellick052405.html, Accessed June, 2007      

HOW DO ONLINE SOCIAL NETWORKS AFFECT COMMUNICATION Assignment

HOW DO ONLINE SOCIAL NETWORKS AFFECT COMMUNICATION - Assignment Example Most of the users are teenagers to young adults who spend several minutes to hours of online networking with relatives, friends, and even complete strangers. Still, no matter how or whom these users interact with in this OSN world, the main reason is to interact and communicate. 1 For those who lived in a world prior to the advent of the internet and social networks, socializing mostly involves face-to-face communication. Release of private and personal information was limited to close friends or relatives, and never given to strangers. Now, people see information such as family trees, sexual preferences, mobile phone numbers, and even addresses, posted online. Despite the so-called control given by these OSN sites to keep the account private or viewable only to a limited group of people, it does not guarantee the safety of such information. Private thoughts and personal activities are posted as status messages, creating an image and feeling of closeness, openness, and reaching out a mong members of these OSN sites. Before, individuals share thoughts among close friends, limiting the responses within their circle.

Hotel design Essay Example | Topics and Well Written Essays - 250 words

Hotel design - Essay Example ading Hilton designer Larry Traxler states â€Å"we wanted guests entering the space to experience the same tranquility and freedom they feel at the beach.† (Schiowitz, 2011) In this case white recomposed stone and white oak are used to recreate the light colors of sand and pebbles. This reflects also a trend towards sustainable and low carbon solutions, in order to meet increasing concern with environmental issues. Niche hotels are also in demand, and they aspire to have the high quality standards that global travelers expect, along with the ability to reflect the particular landscape and culture that surrounds them. Hospitality designer Tony Chi remarks that the industry has become too focused on â€Å"fabricated formality† (Straczynski, 2011) and detects a trend back towards meeting the patron’s aspirations for a personal experience with human contact, rather than just appreciation of the spaces. The global financial crisis has meant that design costs are an important factor in current design trends, but inventive use of recycled and local materials, as for example in the Green Leaf Niseko Village in Hokkaido, Japan with its â€Å"rehabbed ski gondolas† and rooftop beer garden with wraparound wood benches (Alati, 2011) demonstrate that style can be achieved within tight budgetary constraints. Straczynski, S. (14 September 2011) Beyond Delivering Aesthetics: Interview with Hospitality Designer Tony Chi. Contract Magazine. Available at:

Article Review Essay Example | Topics and Well Written Essays - 250 words - 4

Article Review - Essay Example egal business issues raised in SOX Act include corporate and accounting scandals,corporate board responsibilities,criminal penalties,auditor independence,internal control assessment,corporate fraud accountability,financial disclosure and corporate governance. This legal issues in the SOX Act require Securities and Exchange Commission to implement rulings on requirements to comply the law Holt (2008). According to Holt (2008) the SOX Act may affect ethical decision making in today’s business environment positively by improving the confidence and behaviours of investors with regard to the uprightness of corporate financial statements. The SOX Act introduced a regulatory business environment into the United states financial markets hence the investors are safe to conduct their businesses without corrupt business practices. Weak corporate governance procedures made had made it impossible for businesses to grow but with the enactment of the SOX Act this problem was reduced. Other legal issues that affected businesses prior to the SOX Act are auditor conflicts of interest,boardroom failures and inadequate funding from the Securities Exchange Commission. These problems were however solved with the anactment of the SOX Act. The act had a code of conduct containing requirements regarding corpoarte governace,financial practices, criminal penalties for those who violate the rules and accounting controls. The SOX Act provides criminal penalties for influencing United States agency investigation. Section 802 of Sarbanes-Oxley Act states that anyboby who destroys or makes a false entry in any record or document with the intent to influence proper administration of any matter within the jurisdiction of any department of the United States or any case filed under title 11,shall be fined or imprisoned not more than 20 years,or both. Other criminal penalties are taken against corporate officers who fail to certify financial statements and reports and those that harm others

Strategic management financial data Essay Example | Topics and Well Written Essays - 750 words

Strategic management financial data - Essay Example Importantly it has an excellent reputation for its commitment to being an equal opportunities employer and to corporate philanthropy. Whilst it does not have anywhere near McDonald's market share, over the last five years its stock has consistently outperformed McDonald's: Figure 2: Yum v McDonald's 2002-2007 Source: Marketwatch.com According to the CEO, David Novak, Yum! claims an annual return for investors of 24% between 2000-2005. Little wonder he refers to the company as "a demonstrated cash machine with a strong investment grade balance sheet". 2 Revenue Growth Last 5 Years3 I have presented both the raw figures, taken from the 2001-2005 Annual reports respectively and calculated the revenue growth rate using the formula: Growth multiple: (current year/last year) = 1.344599 Growth % rate: Growth multiple - 1 x 100 =Annualised Growth last 5 years To work out the annualised growth rate between 2005 and 2000 I used the following formula: Time = 5 Growth multiple = 1.344599 = 1.061008 Then subtract 1 and multiple by 100 = 6% Operating Expenses as a % Revenue I calculated this figure using the formula: Operating expenses/revenue*100 Gross Profit Margin (GPM) I found this information on the Income statement and used the following calculation: To Calculate Gross Profit Net Sales (NS) minus Cost of Sales =Gross Profit (GP) GPM = GP/NS Market Capitalization I found 2 definitions for capitalization Definition 1 The sum of a corporation's long-term debt, stock and retained earnings. Also called invested capital. Definition 2 The market price of an entire company, calculated by multiplying the number of shares outstanding by the price per share. here also called market cap or market...Importantly it has an excellent reputation for its commitment to being an equal opportunities employer and to corporate philanthropy. According to the CEO, David Novak, Yum! claims an annual return for investors of 24% between 2000-2005. Little wonder he refers to the company as "a demonstrated cash machine with a strong investment grade balance sheet". 2 Figures 5-6: In the last 2 years Yum! has struggled to outperform the market. This is consistent with the difficulty in sustaining a competitive advantage. Markets trend toward competitive convergence as competitors copy operational efficiencies. However since October 2005 (Figure 5) Yum! has easily outperformed the Dow Jones US Restaurant & Bars index. Figure 9 provides the contrast between Yum! and the Dow Jones US Restaurant & Bars index over the last 5 years. With the exception of a 'blip' in 2002-3 when Yum! was no better or worse than the Dow Jones US Restaurant & Bars index, Yum! has outperformed its sector overall in each of the last 5 years.

Corporations and Environmental Pollution Essay Example | Topics and Well Written Essays - 2250 words

Corporations and Environmental Pollution - Essay Example This paper approves that corporations have been fighting policies designed at the state level to protect the environment from their extensive pollution by claiming there is a need to protect competitiveness of the state in the global market. Apart from the usual joint interests between corporations and states in protecting the balance of trade especially at the international level, corporations have gone further to rally state officials into supporting what is claimed to be policies to promote industry competitiveness. This report makes a conclusion that corporations cannot be seen as environmental protectors due to their enjoyment in environmental politics that are only aimed at protecting dividends for shareholders. Their social responsibility has been found to be public relation undertakings that are aimed at presenting their businesses as taking care of ethical outcomes of operations. Due to consumer and regulatory scrutiny, corporations have put in place strategies that are aimed at pleasing these groups of stakeholders into their activities with environmental policies that barely meet legislative requirements. In cases where profit margin is thought to be under threat, corporations would choose to protect their interest at the expense of environmental protection by forming partnerships with lobby groups and civil society. These corporations would also fund studies that spell negative consequences of regulations on the balance of trade of states in order to arm-twist their respective governmen ts into siding with them on the pretext of protecting state competitiveness. Consequently, corporations are polluters and not protectors of the environment.

Policy Memo to an elected state or federal offical Assignment

Policy Memo to an elected state or federal offical - Assignment Example Nurses form the largest group or component of the health care work force and are the front-liners and first responders in most medical cases. As such, they are often in the best position to advise on how to further improve the delivery of health care services and enhance patient safety. All of these desired changes can be achieved if an appropriate law is passed allowing nurses to practice to the full extent of their education and training, similar to the way physicians services today are covered under Medicare. This was one of the four recommendations made by the Institute of Medicine (IOM) in its 2011 report that is entitled â€Å"The Future of Nursing: Leading Change, Advancing Health† and in particular that of Recommendation No. 2 (Expand opportunities for nurses to lead and diffuse collaborative improvement efforts) requires legislative support to amend certain state laws and provisions in this regard. Reforms in the health care system under Obamacare likewise mandate thi s change. Background – the recent passage of the Affordable Care Act (ACA) or Obamacare in 2010 was to initiate comprehensive reforms in the American health care system to provide safer, higher-quality, more affordable, and easier accessibility health care services to increasing diverse populations of America with its changing demographics towards more elderly citizens. Intention of these reforms is to provide wellness and disease prevention programs that will enhance overall health outcomes and at the same time provide for compassionate health care across the entire life span of an individual patient by improving the quality of life (Institute of Medicine, 2011). The ACA is expected to bring into the formal health care system an additional 32 million Americans (ibid.) which will further put pressure on the resources of the present health care system to

Individual's Personal Privacy Literature review

Individual's Personal Privacy - Literature review Example Social issues can be described as matters of concern to both the community and the government (Anon., 2012 a). Social issues may include the cost incurred by the society for switching ways to computer-based systems, increased internet associate crimes and the division that may arise in the society on the basis of the â€Å"information poor† and the â€Å"information rich†. St James Ethics Centre describes ethics as the search for answers for the question related to what an individual ought to do (Anon., 2012 b). The centre comes up with some ethics that are associated with the professional behavior. On the other hand Rainer defines ethical issues as moral principles that the society understands and guides the conduct of its members (2009 p.23). He also postulates that it is doing what knows is the right thing to do. The ethics include, one accepting his or her actions, one standing firm to an idea he or she believes in, one having the courage to attempt even the most di fficult questions and one developing a balanced and well-informed professional mind and conscience. Ethical considerations include privacy, copyright, equity and access and freedom of information do (Anon., 2012 b).   Social and ethical issues related to information and information systems include, accuracy of information and data, the changing nature of the work, privacy of an individual, data and information security, appropriate usage of information, health and safety and copyright laws. Occupational Health and Safety Act 2000 stipulates that each and every employer should ensure that the health and safety risks and hazards of their workers are minimized (Anon., 2012 a).   Ã‚  The above social and ethical issues affect people participating within the information and information system, individuals with a purpose with the information system and people within the information system environment.  Pollack (2009, pp. 174) asserts that the users of information systems are most of the time as it affects their lives and as well affect information system. Users may not be part of the system directly but they affect it and are likewise affected by it. The major ethical concern that worries the users of the systems is that the systems do not use the users’ personal information they input into the system for unethical concerns they may not wish their information to be used for.   Too Buckland (1999, pp. 19) outlines that it would be very unethical if the users of the systems use it in such a way that it was not intended for like to access other people’s personal information.   Adamski (2007, pp. 15) defines privacy as a human value that consists of four key elements which he refers to rights. He divides these rights in two major categories; the first one comprises three rights which help an individual to guard him or herself against personal information seekers.   They include solitude, intimacy and anonymity. The other category stipulates the rights an individual holds to regulate the amount of personal information he or she gives out. The right involves reserve.

Different Styles of Imitation Essay Example for Free

Different Styles of Imitation Essay In The Transmission of Knowledge by Juan Luis Vives, Vives describes his idea of proper imitation. His basic theory is that people are not innately born with skills of art or rhetoric and therefore, these skills are obtained through the imitation of other skilled artists or rhetoricians. This idea is parallel to those of Petrarch and Alberti. Petrarch and Vives both say that proper imitation should be analogous to the way a son resembles his father. Vives says A son is said to be like his father, not so much in that he recalls his features, his face and form, but because shows to us his fathers manners, his disposition, his talk, his gait, his movements, and as it were his very life, which issues forth in his actions as he goes abroad, from the inner seat of the spirit, and shows his real self to us. (190) Petrarch says, similarly, As soon as we see the son, he recalls the father to us, although if we should measure every feature we should find them all different.(199) The father to son resemblance is the basis of imitation to both these authors. They both believe that a good writer should use imitation in a way where what they imitate resembles the original, but does it not duplicate it. For Petrarch and Vives, this can be achieved by properly integrating reading with writing. They both believe that by reading something and being able to digest it thoroughly, one can transport the overall idea and feeling of what he read onto his own writing. This creates a deep imitation, rather than copying what a writer says in different words. Both authors use the father to son metaphor to show that imitation should be meaningful and evocative. Petrarch supplements this idea by claiming that reading should be an alterative to experience. As one would in a sense experience the father through the son, one should similarly be able to experience the author a writer imitates. To illustrate this he referrers to wandering and transport throughout his works. Specifically, Petrarch interchanges writing with experience when he describes climbing Mont Ventroux. He says But nature is not overcome by a mans devices; a corporeal thing cannot reach the heights by descending and, further, there I leaped in my winged thought from things corporeal to what is incorporeal and addressed myself in words like these (39) The physical and spiritual are linked so closely together that they transport and overlap one another. According to Petrarch, characteristics like this are traits of a good imitator. Vives also relates to the kind of imitation which interchanges the bodily action with spiritual. He describes an oration, which links actions with rhetoric. He says But these modern imitators regard not so much the mind of the orator in his expression, as the outward appearance of his words and the external for of his style. (191) Both writers believe that by interchanging techne which psyche, one can properly imitate and transcend a deeper significance of what the writer is imitating. Although Petrarch and Vives share similar ideas, they also hold a contradictory belief: Petrarch only imitates Cicero, while Vives believes that one should imitate several models to create a single work. Although Vives clearly states that Cicero is the best model for writing in the conversational style: Caesar and Epistles of Cicero will come into the first rank of conversational style, (192) he also states that one should comprise writing by mimicking several writers: The more models we have and the less likeness there is between them, the greater is the progress of eloquence. (190) Foremost, Petrarch is not writing in the conversational style, instead he using the plain style. Therefore, he should mimic another writer from the list Vives has specified. Also, Petrarch is only interested in imitating one writer, Cicero. He defends the Ciceronian tradition by writing only in Ciceros style. For this reason, Petrarch does not read other writers, like Dante, because he is afraid that he will become the product of what he reads, ideas and style. Instead he immerses himself in Ciceros style by reading his work in such depth that he essentially writes in Ciceros style without knowing he is doing so. Vives respects Ciceros work, but he does not believe that Cicero is the best writer. Other than Vives belief that Petrarch should have imitated several conversationalists, Vives also states that imitation of Ciceros work is useful and safe, but not of his style; for if anyone cannot achieve success in the attempt he will degenerate into redundant, nerveless, vulgar and plebeian kind of writer. (191) Therefore, the difference between Vives and Petrarch is that Vives believes that one should imitate several writers and that Cicero is not the best writer. Further, he offers a list of writers which should be imitated when trying to achieve a certain style. Petrarch, on the other hand, writes in Ciceros style and believes that Cicero should be imitated while engaging in every kind of writing. Alberti was an author who was more like Vives in this sense. He also believed that one should embrace all the things which would make something beautiful into one. For example, he says that all arts are linked to painting somehow, and that all arts take from incorporate the skills associated with painting into their works: The architect, if I am not mistaken, takes from the painter architraves, bases, capitals, columns, faà ¯Ã‚ ¿Ã‚ ½ades and other similar things. All the smiths, sculptors, shops and guilds are governed by the rules and art of the painter. It is scarcely possible to find any superior art which is not concerned with painting. so that whatever beauty is found can be said to be born of painting .(Book II) Furthermore, it was important to Alberti to imitate the laws of nature, rather than nature itself. He pointed out that an architect should mimic the structure of reality and the geometry hidden in reality. Like Vives and Petrarch, Alberti joined the bodily with the spi ritual to create the perfect art. But, he resembles Vives, in the sense that he believes that one should imitate several things to create one thing. One difference between Alberti and Vives is that Vives believes that one should start out imitating a person who is not the best at what he does, but someone who is better than the imitator. Eventually, according to Vives, one should be able to move up in rank and imitate the best. He says it is a wise precept of M. Fabius Quintilian that boys should not at first attempt to rise to emulation of their master, lest their strength fail them. An easier and quicker method will be to let them imitate someone more learned than themselves among their fellows, and contending with him let them gradually rise to copying their master himself. (189) Alberti does not mention this method of imitation. Instead he says that when it comes to art, on must have the favors of nature. (Book I) In other words, Alberti strongly believes that one should have a natural talent for what he is doing, and that the gradual chain of improvement is not necessarily an established method, as Vives indicates. Also, Alberti uses a style that is short and to the point. He says I beg that I may be pardoned if, where I above all wish to be understood, I have given more care to making my words clear than ornate. I believe that which follows will be less tedious to the reader. (Book I) This type of frankness is a distinguished style of writing. He uses simple rhetoric so that his audience can grasp the idea quickly. This kind of style corresponds to the type of art he is writing about. He says that he writing about a new type of art: We are, however, building anew an art of painting about which nothing, as I see it, has been written since this age.(Book II) His new style is imitating his concept of having a different type of manual towards art. Also, his main is to gear away from the Ancients and more towards the Florentine. By changing his style of writing he is achieving this, not only through what he saying about graduating art from mechanical to liberal, but also through his style and techne. Both Alberti and Vives spend time discussing subject matter. Vives splits up who should be imitated based on the subject of the piece being writer. Similarly, Alberti pays attention to the subject matter of the painting. He says that an image can only bring pleasure of the subject matter of the painting brings pleasure. Alberti believes that one must imitate the feeling he wants the viewer to have in the subject of his painting for the artwork to be successful. This is what Vives is saying when he illustrates that one must pick the best writer in the subject that he wants to write about and imitate that style to be successful. Both Petrarch and Alberti can be compared with Vives and his ideas on imitation. To all three writers imitation plays a huge role on how to present written and artistic works. All three of them believe that imitation of others will lead to success. Further, they believe that imitation is the only way to learn how to write properly. Alberti adds another assumption: he says that to be the best, one must imitate, but before the imitation process takes place, one must have a natural talent for art. Petrarch and Alberti both believe that one must mimic what they believe is the right tradition through their styles. Petrarch believes in the Ciceronian tradition and follows in Ciceros footsteps by imitating his style. Alberti is more concerned with understanding than the use of eloquent language. Overall, to all three writers imitation plays a huge role in their understanding of how written works influence their audiences.

Illustrious Case Essay Example for Free

Illustrious Case Essay The key inputs to implement a Material Requirement Planning come from three sources: a Bill of Materials (BOM), a Master Production Schedule and Inventory Records. The Bill of Materials contain information on every item or assembly required to produce end items, this includes raw materials, component parts, and subassemblies. The Master Production Schedule anticipates how much of each item is wanted and when is wanted. The Master Production Schedule is developed from forecasts and firm customer orders for end items, safety stock requirements, and internal orders. The Inventory Records provides information of how much inventory is already on hand or on order, and thus should be substracted from the material requirements. These records must be kept up to date. The outputs expected from MRP inlude three primary reports and three secondary reports. The primary reports consist of: planned order schedules, which outline the quantity and timing of future material orders; order releases, which authorize orders to be made; and changes to planned orders, which might include cancellations or revisions of the quantity or time frame. The secondary reports include: performance control reports, which are used to track problems like missed delivery dates and stock outs in order to evaluate system performance; planning reports, which can be used in forecasting future inventory requirements; and exception reports, which identifies major problems like late orders or excessive scrap rates. The bills of materials for two finished products (D and E), inventory status, and other relevant information are given below. Compute the planned order releases and projected on-hand inventory balances for parts D, E, and F.

HR Practices to Enhance Employee Commitment

HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i HR Practices to Enhance Employee Commitment HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i