Human And Social Development Level Of Development - 993 Words

Originally, the proverb â€Å"what gets measured gets managed† is applied to the business field. However, in this essay, the writer tries to explain this principle in the social development level. At first, this essay argue the reason why we need to measure the level of development, it is because producing measurements about an activity gives you a handle on it, a way to improve it. This paper goes on to critically examine the varied ways to measure development. A ‘developed country’ is one with a high Gross National Income (GNI) per capita, as defined by the World Bank. But this does not tell the whole story, country s level of development is not a fixed state. In addition to the factors of economic growth, human and social development also playing an important role. In the end, the advantage and disadvantage of these methods are summarized, some points need to be studied more are also given. What is development? Measuring development is about how advanced one country is compared to other countries, or to the same country in the past. But to answer this question, one must first have a conceptual framework about what development means. Though the term development usually refers to economic growth, it can apply to political, social structure as well. It is true that economic growth may produce greater income in a country. But history offers a number of example, by increasing nation’s wealth, without improving the average living standard. This happened in oil-producingShow MoreRelatedAnalysis Of Bolsa Familia Springs From A Long Tradition Of Welfare And Development1471 Words   |  6 PagesBolsa Familia springs from a long tradition of welfare and development strategies in Latin America. Economic and social development are of central concern to governments and development agencies worldwide due to their direct link to equality. 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INTRODUCTION The human component, in increasing and provisioning productivity of constituting groups and structures, was understood at least as important as physical factors after 1929 the world economic crisis. After the economic crisis, understood that the human factor, in other words, the ideas of internal and external customers are also important that their preferences should be taken into consideration. Just giving importance to people is not enough for sustainable growth and productivity

Change and People Free Essays

string(71) " or who would be able to attest to your potential and accomplishments\." Outline for â€Å"The Psychological Impact of Dejobbing† †¢ â€Å"You are what you do† – most Americans are defined in terms of their jobs, connected to a wider community through their jobs, and provided with structure and purpose by their jobs. †¢ What you must learn, for today’s job environment – learn to live with work situations that are not framed by job descriptions and clear reporting relationships. We will have to learn to live with multiple roles, where the role mix changes frequently. We will write a custom essay sample on Change and People or any similar topic only for you Order Now And we will have to find the income we need in such unstable and unpredictable conditions †¢ The most difficult aspect of being laid off or otherwise â€Å"dejobbed† – The hardest part of being laid off is the mental aspect. † In the long run it will probably be the psychological aspect of dejobbing that people find most difficult. Incomes are modular and portable; they can be replaced. Replacing the psychological rewards that jobs have provided is far more difficult. What work gives each of us, cognitively and emotionally – A job gives people parts to play and tells them what they need to do to feel good about their contribution. It gives them a way of knowing when they have done enough, and it tells them when their results are satisfactory. Jobs provide people with a place where they need to show up regularly, a list of things they’ve got to do; a role to play in some larger undertaking; a set of expectations to be measured against. It gives them an everyday sense of purpose, and fulfilling such purpose is a source of self-esteem. For people whose personal lives are not going very well, the job may be the only source of self-esteem. †¢ Relationship between order and change in the world of work today – The art of progress is to preserve order amid change and to preserve change amid order. † It is important to recognize this reciprocal relationship and to understand that change and stability are not in an either-or relationship to one another†¦Without order, change has nothing to work on†¦but without hange, order cannot be maintained through time†¦You can feel this relation between change and order when you ride a bicycle: you need to keep making little turns, or else you won’t travel straight and stay upright for very long†¦what the dejobbed worker needs to look for is neither a way to recover absolute stability, nor a way to live with utter chaos, but a dynamic kind o f order that does not block the flow of change How to give a sense of structure and meaning to your life if you are ever â€Å"dejobbed†: I. Grouping changes: 1. Goals – listing the three most important goals you have now†¦we’re looking for big, comprehensive goals here, not the many little ones. Then, decide what intermediate objectives (no more than three) each of your goals requires you to meet in the near future. Your to-do list comes from these nine objectives, but nine is too many. Prioritize them. Which three need to be done pronto? Which three could wait until next week? Which three simply have to be done sometime pretty soon? Now, take the ‘prontos. What immediate, first step does each of them demand? Write them down. Those are the actions you are going to take this week. 2. Steps – After any big change in your life, you are going to have to reprioritize again, because any big change changes the value you put on everything in your life†¦It’s also important to keep others up to date on what your priorities are, since any change is going to affect other people, too. The minute you start considering others, you will find that priority-setting isn’t a game of solitaire. . Actions – Keeping your priorities in order is easier if you are not being swamped by sudden and unexpected changes understand better than others the implications of changes that have already taken place. 4. Environmental shifts – , it is important to improve your capacity to see disruptive changes coming†¦subtle shifts in the environment that have already taken place but have not yet been fully recognized by the people who will be affected by them†¦The demise of jobs is such a shift:†¦closure of ilitary bases, the massive restructuring of the health care industry,†¦ the end of American dominance in world markets†¦What economic, technological, demographic or cultural changes in your own work environment fall into this 5. Internal audit – conduct an audit of your†¦expectations, habits, contacts and personal â€Å"rules,† in regard to how they affect your ability to handle constant change. For each of these ask yourself, what is hindering you? What is helping you? Expectations: do you have expectations that are continually being violated by the next change, such as: †¢ After this change, things will settle down. †¢ If you are employed by a large organization, you will be insulated from the ravages of constant change. †¢ If you â€Å"do a good job† for your employer, you’ll remain on the payroll. †¢ A human being will always be able to do your job better than a machine will. †¢ The government will step in if the competition from overseas gets too intense. †¢ Long service to an organization will be viewed as a plus. Habits: It is critical for you to stay up to date on the social, technical and economic changes that are likely to have an impact on the kind of work you do†¦decide what periodicals you would read, and what professional or trade meetings you would attend, if you were an independent professional in the field. †¢ Contacts: Are you ready to launch a personal business-development effort tomorrow by contacting the first two or three of the several dozen people who could help you move in whatever direction you decided was appropriate? These would be people who, themselves, have contacts; or who know a lot about something you need to understand; or who might be partners in a joint venture, or who have resources you might be able to use, or who would be able to attest to your potential and accomplishments. You read "Change and People" in category "Essay examples" †¢ Personal â€Å"Rules†: Most of us are still playing under the old rules. You need to keep an eye out for them via your self-audit and replace them when find them; rules such as: †¢ Don’t leave a job when good jobs are hard to get. Remember, your present job is only temporarily expedient†¦it is going to disappear. The best jobs go to the people with the best qualifications. This is a half-truth, because the whole idea of â€Å"qualification† is changing. The old ‘qualifications’ included degrees or other formal certification, experience in a similar job, and recommendations. Today, most recommendations are known to be hot air or tail-covering platitudes. Experience is more likely to produce a repetition of the past than the kind of new approach that today’s conditions demand. And there often isn’t any degree or certification in the activity that today’s organization needs. The new meaning of â€Å"qualification† is – your D. A. T. A. †¢ Don’t try to change careers after forty. †¢ Getting into the â€Å"right business† assures a secure future†¦designating any field (as the â€Å"right† one) would be bad advice because although there are parts of the economy that are destined to expand, no part of the economy immune to dejobbing. †¢ It doesn’t matter what you want; it’s what â€Å"they† want that counts. Most of us were raised on this one. Maturity was a matter of tempering our wants and of conforming to what someone with more influence and resources wanted of us. But today, it doesn’t matter nearly as much what an organization wants as it used to. The power has moved elsewhere; the only â€Å"they† that matters much any more is, customers. †¢ You have to be a salesman to get ahead today. Not necessarily, but what you do need is†¦a clear understanding of why someone needs what you have and do, and the ability to make your case effectively. Many people who do those well have no experience or interest in sales as a field. II. Changes in how work-related words are being defined: 1. â€Å"Qualification† – 2. â€Å"Risky† vs. â€Å"responsible† employment – III. Frames of meaning: 1. Identity/integrity – is about psychological rather than ethical. It means wholeness With so much change and fragmentation in the new career world, you need a solid core of self. You have to be true to who you are; to your identity. Here, â€Å"identity† means sameness. It refers to the thread of being-the-same-person that runs through all the actions and relationships and statements of an integrated person. Thus the integrity/identity frame is capable of both maintaining continuity and containing change†¦It is the thread of sameness on which differing activities can be strung The life journey – The first is a journey toward some external goal: influence and power, a happy family, salvation, or self-actualization. The characteristic of this journey is that it has a recognizable destination that is so desirable that we are willing to put up with the hardships along the way. Those hardships are just hurdles or barriers to be overcome. We may even see barriers as â€Å"filters† that keep the impure, the undeveloped or the basely motivated from reaching the valuable goal. We may also view them as filters that screen out those elements in ourselves, in which case we say that the journey made us better people. On this second type of journey we are trying to become the people we are meant to be. We’re â€Å"ugly ducklings† who don’t know that we are really swans†¦we fail to see that most of what the â€Å"great people† of the world have accomplished was not done because they were different but because they were not busy trying to be somebody else. Most of what has been worth doing†¦was accomplished by people who were (like you and me, most of the time) self-doubting, ambivalent and more than a bit discouraged. This second type of journey frames the difficulties along the way no so much as hurdles to be cleared as signals to be attended to, or even lessons to be learned†¦When someone on this journey says that â€Å"there are no accidents,† that does not mean hat we are living according to some great computer program in the sky, but simply that those times when â€Å"the wrong thing happens† are simply the times when we are looking at the world through the filters formed by our outgrown expectations. It means that if we could see the accidental as if it were part of a lesson plan, Our original goals and expectations are little more than the â€Å"bait† that lure us into whatever is the next leg of the journey. Anyone who has come to appreciate these things and can see how often the life journey includes or even depends upon events and situations that we didn’t really want to happen can appreciate the definition of the journey offered by an anonymous sage: â€Å"A journey is a trip after you’ve lost your luggage. 1. Where you place your loyalties – As people get tossed around in the changes that are constantly happening in today’s organizations, they lose their loyalty to organizations and increase their loyalty to the kind of work they do. This constitutes a shift in the continuity-producing frame. The organization can no longer perform that task, since the individual’s connection with it is too easily broken. Only something portable can , so the profession, the vocation, or the work becomes the frame. In another version of the same process, â€Å"professional growth† becomes the frame. Here the work and the journey metaphor are blended, as the changes that the person encounters are translated into chances to learn more about one’s vocation†¦The journey of increasing expertise and the journey toward mastery become personally meaningful frames, for they contain and give meaning to not only one’s achievements, but even to very serious work-related failures and disappointments. 2. Reality† – Quantum physics has taught us to think in terms of energy fields rather than solid matter, and has show us that some life changes occur not gradually or piecemeal as ordinary experience would suggest, but in â€Å"quantum leaps† wherein a pattern of energy moves suddenly from one state or level to another. Life sometimes has that quality – we wake up one morning and â€Å"everything has changed. † The career that looked fine yesterday is today trivial and worthless. The relationship that was very important to us yesterday suddenly isn’t. Or perhaps chaos theory provides an more effective metaphor. If the organization is not like a set of children’s building blocks, all horizontals and verticals on the organizational chart, perhaps the organization is more like flowing water†¦Ã¢â‚¬ Points† are unreal; it’s all flux. The patterns are like weather systems, only predictable in the very short term – yet undeniably ordered by some principle beyond randomness. Contemporary chaos theory talks about so-called strange attractors, which are the ordering principles within such apparently random patterns. They are found in water flows, in the seasons, in the rise and fall of animal populations, in the behavior of financial markets†¦Such a ‘frame’ has the feel of life, its messiness-without-meaninglessness, its constant change and continuous transformation†¦ Create â€Å"Islands of Order†: One of the ways to manage a life of constant change is to maintain stability in some areas your life by not letting change into them†¦some people whose careers have taken them all over the world have kept a home base somewhere that they return to whenever they need to put the pieces back together again. Many people whose work associates come and go†¦keep a circle of friends which changes very little. Many people who go through professional identities as though they were seasonal clothing maintain a spiritual discipline†¦or play a sport seriously. These are the solid points of contact are their rock, which enable them to move safely. Other islands of order are temporal and periodic: quiet time every weekend, every other weekend, one weekend every month; a half-hour of meditation or solitary exercise every morning; two or three weeks â€Å"away from it all† every summer. Some time-outs are occasional: a break, a totally free and passive period at the end of every big project. Some are spontaneous: a sudden decision to spend the afternoon at a movie, take a hike or swim, instead of working. Other islands of order are spatial. They are places where the person goes to break the pattern of constant change. It may be a little park near where you work that you stop by every lunch hour. It may be a room (even a corner of a room) in your house or a chair under a tree in the backyard. It may be a motel room you rent at the beach. Whatever and wherever they are, these are places of order, where you take a break from constant input and output. Still other islands of order are created by favored activities. They may be hobbies†¦stamp collecting†¦playing a musical instrument or a sport†¦cooking, listening to music, taking walks, gardening, doing carpentry, brushing a horse, or training a dog. The common element is that time slows down, even stands still, when you do them. How to cite Change and People, Essay examples

Human resource Management Issues during Relocation Free Sample

Question: Identify and discuss the Human Resource Management Issues that a HR Manager in Melbourne would have to consider when relocating a Manager from Australia to Manage a subsidiary branch of an Australian Multinational Organisation that is Located in London in the United Kingdom. Answer: Introduction The issue of employee relocation is a major concern for international human resources management. There is in fact a major challenge when this relocating has to do with moving the employee from one environment to a different one. Some of the issues that employers are faced with when relocating employees include the moving expenses, relocation agreements, support for their families, communication, legal and economic issues. It thus becomes important that the human resources department ensure relocation is one that will attract the affected employee and ensure they are retained at all costs(Baker Anderson, 2010). The human resources department needs to make sure that they provide the most competitive relocation package for these employees through fair policies and practices. It is also important to appreciate that employee relocation can help in retaining current employees in need of promotion while luring in new hires, this provides employee with new career opportunities while advancing development in the overall goal of the organisation. The following essay analyses some of the human resource management issues that a manager in Melbourne needs to consider as he or she relocates a manager from Australia to manage a branch located in London, United Kingdom(Baskerville, 2003). In doing so the paper will also analyze some of the employment relations and human resource issues on the employee working in the foreign country. Human resource Management issues during relocation In most case businesses that operate within Australian border have the advantage of dealing with a relatively limited cultural, economic and legal requirements for relocation since Australia is a capitalist competitive country. For a company that operates in multinational perspective then they are bound to face some human resources issues due to lack of homogeneity. One of the main examples is the minimum mandated holidays that the employee will not enjoy will living in the united kingdom. There are also other general issues like the need for security and terrorism awareness training for employees in international assignments where crime and other issues like kidnapping might be common for foreign employees(Prewitt, Weil, McClure, 2011). The HR manager in Melbourne Australia function in the multinational company will be complicated highly by the need to adapt the HR policy and procedure to the united kingdoms subsidiary company. some of the other issues that will have to be consider ed by the HR manager during relocation will be as follows: Exception request For any company, it is usually a huge challenge for the HR department to have a relocation program that will cover each and every single need for the person being relocated. This is because each employee is different. The manager should be efficient enough to track relocation needs from designated transferees. Each relocation needs to be treated differently. This can be done by reviewing all the relocation issues collectively in the event that the season dies down to determine whether or not the policies should be altered. One of the example is when one has an large amount of transfer requests for extended living in the native country(Prewitt, Weil, McClure, 2011). The changes in relocation policies may also not mean that they will lead to an increase in the budget. Economic Issue It is a common trend for people to keep on talking and sharing vital information in the office, this will also come in to play whenever the Human Resources (HR) manager is planning to relocate an employee. Employees are always talking with one another meaning that the manager may be faced with a multitude of request for relocations at the same time with regard to the benefits of moving from Australia to the united kingdom. However, if employees discover that the relocations policies are similar in one way or the other, it may discourage acceptance(Kenton Yarnall, 2009). Also during relocation, the company will also have to consider economic burden that comes with relocation. The difference in the United Kingdom and Australian economies will also mean that there are differences in HR practices. For example, in a free enterprise system, the efficiency requirements usually favors HR policies which looks in to efficiency of workers, productivity and staff regulation in relation to marke t forces(Prewitt, Weil, McClure, 2011). As the organisation moves along the scale, the HR practices will continue to shift towards the prevention of unemployment even at the expense of ensuring efficiency during relocation. The cost of relocation In most cases, it is important for the HR manager to offer the employee reimbursement for expenses incurred during relocation. Such expenses may include house hunting, transportation costs and temporary living expenses. For some organisations, they may decide to forego reimbursement and consider paying the employee upfront to enable them cover their expenses. As a way of motivating the employee, allow them to keep whatever remains from the lump sum compensation for their acceptance to relocated(Stone, Russell, Patterson, 2003). This means that the HR department will not follow up on the expenses or keep a detailed record on how the employee spent the lump sum compensation. The differences in the cost of labor for the two countries will also be a major issue during relocation. This is because a high cost of labor as experienced in the United Kingdom will mean a major focus be put on efficiency and other HR practices like pay-for-performance; this will ensure an improvement of employee performance. The differences in the cost of labor for many countries is very important issue during relocation. For example, the hourly compensation for production workers in the manufacturing industry is $25.56 in Europe and $2.65 in Mexico. This may encourage or discourage the employee from accepting relocation. Other factors to consider in the cost of labor include the number of working hours in the united kingdom and that of Australia, holidays, performance appraisals and individual development(Kenton Yarnall, 2009). The payback clause Just like any other operations in the organisation, the company will spent a lot of money during relocation of the employee. In some cases this relocation may never meet the company objective in the case that the employee leaves the company shortly after they have been relocated. It thus becomes important for the company to have the payback clause when writing relocation agreements, this should also include the costs of relocation and other forms of compensation that the employee is given(Deng, Menguc, Benson, 2015). In the payback clauses the relocated employees should agree to pay back all or part of the expenses for the relocation in the even that he leaves the company within a suggested period which is usually a year and half. Such clauses are common for industries with the highest turnover. Employee relations issues while working in the united Kingdom There are some cultural differences that will play between working in Australia and working in the united kingdom for the relocated manager. This is because the employee will encounter differences in HR practices among employees in the foreign subsidiary. The cultural norms of the people in the united kingdom and the relevance of these norms will affect the Australian employees typical view of his relationship with employees in the united kingdom, this will also affect the way he will execute his assignment(Prewitt, Weil, McClure, 2011). For example, employees in the united kingdom usually expect lifetime employment with regard to performance for example. In addition, appraisals is mostly focused in the individual and not the working group, meaning that the manager will have to consider such developments. According to Geert Hofstede, there are a lot of international cultural differences during relocation. In this line, employees firstly differ in power distance which is the extent to which the less powerful member in the organisation will expect and accept that power will be unequally distributed. Individualism vs. collectivism where the relationship between individuals in an organisation is usually less close and more loose. In the United Kingdom for example, each employee is expected to look after themselves and their immediate relations(Baskerville, 2003). This is something that will affect the way the employee will blend in with his new colleagues. Masculinity vs. feminity will also look at the extent to which the society values assertiveness and caring. These intercultural differences in Australia and the united Kingdom will also have implications for the manager during relocation. It is important that as the manager is being relocated, he should be given an orientation of HR pra ctices in the united kingdom including selection testing and the payment plans to fit the local norms. The best case scenario would be to draw a manager from the UK citizens(Baskerville, 2003). Also when selecting and employee for relocation, it is important to maintain a high degree of empathy with reference to attitude and cultural demands of the host country. This is because a HR staff that is able to share the cultural background of an employee is more likely to become sensitive to the expectations and needs of the new workplace and manage the company successful. Lastly, while looking at the industrial relation as an issue, the main focus is put in the union, the employee and the employer from Australia and in the united kingdom(Kenton Yarnall, 2009). There are other factors also like the employee act and how it has been applied in the united kingdom and in Australia. Managers should use mathematics like the cost and benefit analysis to look at the overall costs of relocation and the cost of locally sourcing for an employee. An overall relocation program will also not function if it does not include such costs like the transfer costs, replacement, training, family movement costs and hardship costs for the employee. Other legal issues like immigration, work permit and labor costs should also be looked in to(Adler Elmhorst, 2010). The differences in the working periods, compensation in terms of money and time allocation for employees should also be looked in to. It is also important that an employee is given site visits and orientation to the new host country before relocation, this will allow him or her time to understand the professional and cultural differences that they will encounter after relocation. Conclusions In conclusion, any manager willing to relocated from one country to another will want to be offered a very attractive package during relocation. This is especially very important if the person is going to undertake an high level or executive position as there is usually a high cost associated with such a package. It is however important for the human resources manager to find out whether there will be any financial gain in relocating or locally hiring an employee in the host country. There is usually a lot of pressure for the human resources manager to cut down on costs and put in place policies whereby employees will still be relocated to places they are required to move. References Adler, R., Elmhorst, J. (2010). Communication at work: principles and practices for business and the professions (10th ed.). New York, NY.: McGraw Hill. Baker, H. K., Anderson, R. (2010). Corporate Governance: A Synthesis of Theory, Research, and Practice (Robert W. Kolb Series) (1st ed.). NY: Wiley. Baskerville, R. (2003). Hofstede never studied culture. Accounting, Organizations and Society, 28(1), 3-7. Beardwell, J., Claydon, T. (2010). Human Resource Management: A contemporary approach (6 ed., Vol. 42). Harlow: Financial Times Prentice Hall. Deng, J., Menguc, B., Benson, J. (2015). The impact of human resource management on export performance of Hospitality enterprises. Thunderbird International Business Review, 14(6), 409429. Kenton, B., Yarnall, J. (2009). HR: The Business Partner . Routledge; 2 edition. Prewitt, J., Weil, R., McClure, A. (2011). Developing Leadership in Global and Multi-cultural Organizations. International Journal of Business and Social Science, 2(13), 1-20. Stone, G., Russell, R., Patterson, K. (2003). Transformational versus servant leadership: a difference in leader focus. Leadership Organizational?Development Journal, 25(4), 349-361 .