The effectiveness of training and development programmes in Essay

The effectiveness of training and development programmes in organisation - Essay Example Also included is a technique for calculating the Return on Investments for any training activity, ollowing the Phillips model. __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Survey and/or Interview Questions are designed for trainees, their immediate supervisors, their subordinates and others who frequently observe their behaviour. A control group should be set up. A survey should be conducted before and after the course. The after course survey can be conducted in intervals of three, six and nine months after the

Critically evaluate the underlying dynamics which were operating in Essay

Critically evaluate the underlying dynamics which were operating in the videoed mediation and negotiation sessions, which formed - Essay Example Movies are considered as that mode, which can be easily understood by almost everyone, no matter how old or young. In this way, this tool of entertainment can help participants to learn from movies and remember the moral of that movie. There are number of movies, within which, the particular lesson can be found. However, a large number of negotiators and mentors create their own movies. The only purpose of creating movies is better customization as compared to commercial movies and other video clips. Arguments, frictions, differences, skirmishes and fights, etc. are some the reasons causing disputes among people. There are various ways of resolving such disputes among which mediation and negotiations pose greater importance. These two techniques are considered as the premier techniques of dispute resolution, however, nowadays these techniques are taught in different style i.e. through videos. This article specifically aims at highlighting the dynamics, which are operating in the medi ation and negotiation session using videos. The structure of this article is formed in such a manner that the brief definitions and explanations of the mediation and negotiation is provided at the initial stage. ... The third party is an impartial and independent party having no interests on either side except the dispute resolution. Independent party listens and understands the viewpoint of both the parties, clarifies the issue, discusses further points, and reaches at an agreement, which is in the best interest of both the parties. This dispute resolution technique is a voluntary technique. However, some organizations may legalize this technique as a compulsory technique for the resolution of internal disputes among the organizational participants. Negotiation Negotiation is also a problem solving techniques for the disputes arising among the parties over a particular matter. Under this technique, both the parties initiate the discussions to resolve the issue in a good faith. Both parties put their points of concerns to each other, understands each other’s viewpoint, discusses and seek their flexibility to bargain over the issue and reaches at an agreement accordingly. The technique is a voluntary technique, however, unlike mediation; no external party to the dispute is involved in this technique. Organizations may use these techniques as a compulsory way of dispute resolutions. Critique and practice are essential for acquiring any new skills, which also includes the ability of mediating and bargaining. However, before trying something, many people prefer watching a skilled person doing that task. This paper aims to reveal how commercial films and videos can be used to enhance the skills of mediation and negotiation. Role Playing vs. Video Role-playing is considered less formal because usually students or viewers burst into humor. Instead of learning the purpose of role-playing, viewers begin to take that as a comedy. Another problem

Dutton, Donald G. Rethinking Domestic Violence. Essay Example for Free

Dutton, Donald G. Rethinking Domestic Violence. Essay This book gives us the history about assault on spouses. Dutton talks of two major social phenomena that emerged in North American and the Western countries in Europe. Long and tedious struggle of women led their rights get recognized. It goes further to state the measures and incidences of violence including theories concerning women assault. The cycle of violence and people who possess abusive personalities are stated even assault on men.Ideas in this book are crucial for they teach about recognizing one another especially those who possess violent personalities. It is good for the society for it educates one to accept one’s rights and difference between marriage duties and rights. It also shows us that we can eliminate all odds in our society and try to make each and every person feel that he or she belongs to it fully without any intimidation or discrimination. Dutton’s ideas can be used to help those who possess abusive personality by attending psychiatrists and avoiding any abusive behavior. It can be used to educate spouses in a marriage so that they will evade future marriage problems. Also, in the current globalized world, the ideas in this book can help us socialize and live together in peace and harmony especially in the domestic setup. This book can help people who are married to other cultures to harmonize or leave those cultures and then live with the acceptance and respect of each other’s rights. Weiss, Elaine. Surviving Domestic Violence: Voices of Women Who Broke Free. Volcano: Volcano Press, 2004. Print. In this book, Surviving Domestic Violence: Voices of Women Who Broke Free, Weiss wrote about several stories of women who had been subjected to domestic violence. She got these stories by interviewing and later writing them down. The book talks of what they went through and how they later managed to escape it. It gives reasons as to why such incidences were happening. After escape, the women took a very long time finally to recover the psychological and wounds they got due to this violence. But also, some were yet to recover fully for the ordeal they went through changed their lives negatively. Those who managed to deal with stress after coming out say that they are stronger than ever. The different stories taught in this book are the true causes and effects of domestic related violence. They bring about what one goes through and how one feels while undergoing the violence. Also, it helps to understand what to do when such incidences happen. It also shows its effects and how they change one’s life, therefore, targeting those who abuse their partners. This book is a very good example as it shows us that those who have already freed themselves from the marital abuses can educate others like the youth and couples about domestic violence so that they refrain from them. The stories are very encouraging for they give people motivation to solve their problems and also how one can escape this. They can be used by those specialists in parental guidance and counseling to help them shape their marriage when such incidences are reported to them and even before couples get married. The ideas in this book can enable those undergoing abuses to get out and look for a better marriage partner. One only needs to accept that he or she is undergoing domestic violence and therefore if it cannot solve; one can boldly walk away and start life afresh. Marriage is not slavery, but it’s a path towards achieving your goals in life as one needs a partner who is willing to assist where possible so that they make all their dreams in life to happen. Abused Men: The Hidden Side of Domestic Violence Cook, Philip W. Abused Men: The Hidden Side of Domestic Violence. Westport: Praeger, 2009. Print. Phillip exposes how men goes through domestic violence silently. He talks of how real it is that men are going through domestic violence without the society suspecting. He brings several stories of men who have been undergoing through such violence from their wives for a long time. Then he goes further to give tips that can help one to find freedom from any form of abuse. He talks of resistance and acceptance for those who are abusing their spouses and how they come to realize that each and every person deserves respect. He also talks of new great approaches that can be used to reduce domestic violence. He then gives survey statistics of domestic violence in Canada and also how the relationship changes between the offenders to their victims. The story is helpful in realizing what some men undergo. It gives statistics of domestic violence that people are not ready to discuss. The society is helped to recognize men who are undergoing domestic abuses from their spouses. The statistics helps people to know how long they have been living with their friends undergoing abuses without even realizing it. It talks of acceptance that can help those who are yet to accept their spouse the way they are. It is helpful for it shows how much men can be subjected to torture with use of dangerous tools. Such tools include; knives, machetes and any other type of a life-threatening tool or machine so that one can force their partner to follow their commands. Philip’s ideas can be used to know the men who are undergoing abuses from their wives and enable us to help them come out of the problem. Also, it encourages courage especially those who are not courageous enough to come out and tell their ordeal to the society. This book can help men to free themselves away from any form of abuse and intimidation from their partners. This book is crucial as it can be used to tell the extent in which men undergo violence in real life situations. Men can also use this book to help them evade any other form of domestic violence against them and therefore reducing the number of men who die as a result of domestic violence. Howard, Louise, Louise Howard, Gene Feder, and Roxane Agnew-Davies. Domestic Violence and Mental Health. London: RCPsych Publications, 2013. Print. This book has been written collectively by different authors who specialize in domestic violence ideas. It is about prevalence and physical health impacts of domestic violence. It talks about types of abuses in marriage such as physical abuse, sexual abuse, psychological abuse and coercive control and also it questions them and gives clues on their solution. It also tackles the effects of a person’s psychology which is deeply affected even in the future that may not get them out of his mind. It stresses on the survival strategies to evade such abuses and also how one can control his or her mind to avoid damaging his or her psychology. In addition, it states the methods of interventions and responses people can take after or when you suspect any form of violence. Advice from professionals on domestic violence is also written down.This text has directives on what causes mental problems after abuse. It also gives us ways on how to control ourselves and maintain a state of calmnes s so as not disturb our stressed mind. It educates us on different forms of domestic violence. Different qualified professionals wrote it, and each field is well represented. It is an important text for it has the advices on domestic violence from professionals. The story in this book can help us to evade mental problems due to domestic abuses. It can also be used by psychiatrists to know what causes a certain mental disorder, and they can use the ideas here to enable their clients who are undergoing this problem to get out of it. It can also be used to educate couples so that when they are not in good terms to try to their best solve the problem before it gets out of hand. The advices written in this book can also apply in the same way to advice people especially those undergoing domestic violence depending on the cause and the kind of violence. Kubany, Edward S, Mari A. McCaig, and Janet R. Laconsay. Healing the Trauma of Domestic Violence: A Workbook for Women. Oakland: New Harbinger The book, Healing the Trauma of Domestic Violence: A Workbook for Women, is directed to those who have been freed from domestic violence and especially women. Due to violent domestic situations, one may develop post-traumatic stress disorders which are not easy to get out of one’s mind and can negatively affect that person. It aims at giving programs known as cognitive trauma therapy which one undergoes to help him or her come back to normal. It gives the techniques one can use them to help himself or herself by identifying any form of trauma and distress. And by so doing it can enable one to deal with it to help control and change his or her life. This book is targeting those who have been affected by domestic violence so that they come back to normal for those who were traumatized. It is an educational tool for the society to understand the devastating effects of wife battering. Therefore, it makes us even to identify those who are going through post-traumatic stress. It contains technics, and procedures one can follow so that they make him deal any results brought by domestic violence. It is also helpful as it helps chase out any fears one has due to what they went through during that horrifying period of domestic violence. Psychiatrists can use this book to help traumatized people by helping them to come back to normal. The ideas here can help us even to identify those going through stress in their marriage so that they help before its too late. Parents who are not in good terms can use this book to read and understand what one may go through if such incidences happen. The techniques in this book about dealing with trauma after violence can be used by psychiatrists to help clients who underwent this ordeal. Therefore, they identify what the form of trauma is, and this can help them to accordingly better their lives. It can also be used individually as one can remember well what went wrong in that marriage and helped them better their lives. References Cook, Philip W. Abused Men: The Hidden Side of Domestic Violence. Westport: Praeger,  2009. Print. Dutton, Donald G. Rethinking Domestic Violence. Vancouver: UBC Press,  2006. Print. Howard, Louise, Louise Howard, Gene Feder, and Roxane Agnew-Davies. Domestic Violence and Mental Health. London: RCPsych Publications,  2013. Print. Kubany, Edward S, Mari A. McCaig, and Janet R. Laconsay. Healing the Trauma of Domestic Violence: A Workbook for Women. Oakland: New Harbinger Weiss, Elaine. Surviving Domestic Violence: Voices of Women Who Broke Free. Volcano: Volcano Press,  2004. Print. Source document

Expatriate Turnover And Retention Management Essay

Expatriate Turnover And Retention Management Essay This chapter discusses the relationship between the research questions and previous peer reviewed literature by demonstrating knowledge of contemporary research findings. It sets out the tangibles to be achieved through the dissertation in the broader context by discussing the need for collaborative approach in addressing expatriate turnover in KSA. Expatriate turnover and retention: Global Perspective As business establishments expand they are faced with the problem of an ever shrinking of the available skilled workforce. The demand for workers with the right combinations of qualifications, skills, experience and personal qualities is expected to increase. The ability to select the right candidate and retain them in the business establishment is crucial to a businesss sustainability and success in the coming decades. The global worker selection is a concept that is facilitated by globalization. A globalized economy and exponential technological progress have facilitated global mobility and flexibility in the workplace and workforce. The result is that experienced and skilled individuals seek international career opportunities. Due to skilled and experienced workforce shortage in many countries and the increasing demand for inter-culturally flexible workers with more differentiated skill sets, expatriates are strategically valuable resources for business establishments (Cao, et al., In press). While the number of expatriates has and is expected to steadily increase, business establishments have had to face fierce international business competition as well as challenges linked to the economic crisis. They consequently have had to adapt their strategies in order to reduce and control their costs. This has led them to downsize, restructure, merge or, relocate to remain competitive and to modify their approach to the way of compensating expatriates. Expatriate workers compensation is often considered extremely costly and time consuming for the business establishments involved. This perception pressures companies to either decrease their investment in international experience and knowledge, look for alternate international worker populations, such as self-initiated expatriates or decrease the coverage and amount of their expatriate compensation packages (Milkovich Newman, 2002) However, compensation practices and strategy are one of the most powerful and salient means by which the business establishment can send clear messages concerning about expected attitudes and behaviours. There is a danger that the pressures that business establishments feel to reduce compensation costs may lead to changes in expatriates perceptions as concerns their compensation package and the whole employment relationship thereby prompting them to change their attitude toward their employer (Conway Briner, 2005). Research has already noted that employees have lost their job security and therefore severed their socio-emotional attachment to their employers due to compensation friction. There has been a shift in the psychological contract between employees and employers such that the exchange relationship has become much more transactional and calculative nowadays. This means that those involved in the employer-employee relationship are directed by multiple motives that include a mix of selfish and social interests. The parties pursue their interests and strive to keep their commitment. The standard today for what expatriate workers consider acceptable in their exchange relationship, between employers and employees, may have shifted such that getting more than they deserve is more satisfying than what they actually deserve (Briscoe, et al., 2009). A consequence of this spiral of changes is that business establishments increasingly face tremendous challenges in attracting, motivating and retaining these valuable expatriate workers for sustaining their strategic development. They have to overcome the challenge of designing compensation programs that not only span the globe and support the business establishments strategic goals and objectives, but also guarantee consistency, equity and transferability throughout the entire working life of the workforce. Key challenges for business establishments are whether they have means of modifying the content of expatriate compensation packages to increase their costly and valuable employees affective commitment that are antecedent to job satisfaction and turnover attitudes so as to retain them without inferring incremental costs. Prior to this understanding, business establishments need to learn how their expatriates perceive and react to their compensation practices signalled by their pac kage, what types of rewards the workers value most and how these affect their decisions regarding their turnover or retention. In other words business establishments look for information about how to commit their costly expatriate workers to the business establishment. Understanding what kind of compensation elements and rewards motivate expatriates most might provide this information (Armstrong Stephens, 2005). Getting the right person in the right place for the right length of time to execute a job is not a simple matter, more when expatriate workers are involved. It involves an array of considerations, such as the type of assignment and its remuneration; investment in staffing and places to work; and numerous professional, cultural and family pressures that can overwhelm the hardiest executives (Economist Intelligence Unit , 2010,). Multinational companies are increasingly recognizing the need to adhere to sound business practices to remain competitive in an increasingly flat business world. Moreover, they realize the critical and increasingly important role that expatriate employees play in managing and maintaining their global operations. This role is further complicated by the contracting global economy and labour pool (Shelton, 2009, p. 51). Expatriate employees and their role have received a considerable attention from researchers over the past three decades (e.g., Bhuian Al-Jabri, 1996;Carpenter et al, 2001;Yamazaki Kayes, 2004; Takeuchi et al, 2005).Carpenter et al, (2001) argued that expatriate executives are likely to be a valuable and unique resource for multi-national corporations. However, although the management literature frequently stresses the significance of expatriate employees in the development and effective functioning organizations, there is substantial evidence indicates that expatriates often fail in their international assignments and thus returned home or dismissed early (Baruch Altman, 2002; Lee Beaumont, 2001) But what is the meaning of expatriate turnover? And what is the difference between expatriate and local employees turnover? Expatriate turnover is a broad term that has many definitions in the current literature. It has been defined as return prematurely to home or failure in an overseas assignment before the assignment contract expires (Naumann, 1992; Bhuian Al-Jabri, 1996; Forster Johnson, 1996). Many significant reasons for expatriate turnover are flaws in the expatriate workers selection procedures, the mismanagement of the relocation process and inability to adjust in to a foreign country culture (Gregersen Black , 1992) Business establishments regularly bring in overseas skilled workers to overcome skills shortage. While they ideally wish to retain the expatriate workers, this is not always the case. In 75 per cent of the cases the workers spouses are unable to adapt to the new environment. Given that 85 per cent of all expatriate workers are accompanied by their spouses the case of spouses inability to adapt is a strong one. It is recommended that to ensure expatriate workers retention practical and psychological support must be provided to their families (Wells, 2008). Many spouses accompanying leave their careers behind them and often discover that neither their professional qualifications nor experiences correlate to job opportunities in the countries they settle in. They also lose their support networks, which include their family and established childcare arrangements, and quickly feel isolated, unhappy and anxious in the country they settle in. Expatriate turnover in the context of this research refers not just to the spectacular failure of an assignment in the overseas location but to a range of negative outcomes that affect the worker, the organization, co-workers and other stakeholders in the host country, the workers family and fellow expatriates. The ramifications of expatriate retention are wide: the loss of the resources they have put into a particular assignment; the potential damage done to the business establishments reputation and goodwill; the negative impact on a worker of having failed to measure up to expectations in the overseas assignment, and possible ramifications for familial relationships; and the loss of a valued workers expertise and experience. Both the scholarly literature and empirical evidence suggest that numerous factors impact on expatriate turnover including such issues as provision of appropriate cross-cultural training, in-country support, spousal adjustment, cultural distance and relationships with host nationals (Bennett, et al., 2000; Gudykunst, 2005; Kim, 2003; Samovar Porter, 2003; Zakaria, 2000). In an increasingly globalized world, business establishments find themselves in competition for a highly specialised workforce of skilled workers who can perform effectively across cultures and in a variety of environments. In recent years there has been a decrease in the number of suitable candidates willing to accept an expatriate posting. Shimoni et al, (2005) discuss this phenomenon and postulate a number of reasons for it occurring. They emphasize that one of the most significant reasons is that people have become aware of the difficulties associated with relocation and are reluctant to put themselves or their families through a disruptive process (Shimoni et al, 2005). A significant percentage of expatriate workers leave their company within one to two years of starting work where such was not the original intention of either the employer or the employee. This has significant negative consequences for both the business establishment and the expatriate. It is most commonly related to a lack of retention strategies in the relocation of expatriate workers and their dependants (MacDonald Arthur, 2003) Companies often place unrealistic expectations about handovers and mentoring of incoming expatriate employees once they have signed on. This can have negative implications for the incoming workers. In many business establishments, selection of an expatriate for a job offer is an indication that a particular employee is thought of highly. An expatriate worker, couple or family usually require assistance in a variety of forms and to differing degrees of intensity. There will be the practical issues around finances and time such as allowances for removals, resettling their children in school, the readjustment issues to the workplace, family and friends and acquainting themselves with the host culture. Depending on the difficulties of adjustment or if the move is particularly difficult or traumatic, there may be psychological issues, as well as social, financial and professional ones, that require specialist professional support. Business establishments have long recognized that benefits and compensation are key determinants of expatriates satisfaction and, as a result, retention. The Mercer survey bears this point out, as 86 per cent of the business establishments surveyed consider benefits provisions for expatriate workers a high business priority. Surprisingly, however, only 26 per cent of the surveyed businesses admitted to not having a policy for providing expatriate workers benefits. Moreover, 64 per cent of the surveyed business establishments have no specific procedures in place to measure the success of their expatriate benefits programs. Findings from the Mercer survey indicate that business establishments face two-pronged challenge in as far as expatriate workers retention is concerned. First, they must track the elements of their expatriate workers programs to ensure consistent administration and quantify a solid return on investment. Second, they need to address the global economic situation by communicating clearly with expatriate workers and providing transparency with regard to their benefits and compensation that in turn promotes their retention (Shelton, 2009, p. 52). In managing expatriate workers the business establishment must ask questions that include: Questions on culture Do the expatriate workers identify with the business establishment and the success of the business establishment as being of direct benefit to themselves? Do the expatriate workers see themselves as having common interests with their work colleagues and group? Is there a strong team spirit? Is work allocated on the basis of individual expertise rather than position in the business establishment? Are there sufficient skills/power bases in the business establishment? Are there appropriate leadership skills within the business establishment? Are expatriate workers encouraged to say what they think about the business establishment? Does your business establishment encourage innovation and creativity amongst expatriate workers? Do expatriate workers feel a sense of personal responsibility for their work? Is quality emphasized in all aspects of the business establishment? Questions on the business establishment Does the structure of your business establishment encourage effective performance? Is the organization structure flexible in the face of changing demands? Is the structure too complex? If so in what areas? Do the expatriate workers have clear roles and responsibilities? Does the organizational structure tend to push problems up rather than resolve them at the point where they occur? Do procedures and management in the business establishment practices facilitate the accomplishment of tasks? Questions on the expatriate workers Do expatriate workers in the business establishment have the necessary skills and knowledge to perform their jobs in the most effective manner? Do expatriate workers understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives? Do expatriate workers have a customer service orientation? Are personnel with potential spotted and developed for the future? Are expatriate workers encouraged to perform well through the giving of recognition and feedback? Do expatriate workers know what their expected performance standards are? Questions on the business management system Do organizations systems, which include employee selection and recruitment, promotion, planning, management, information and control, encourage effective performance among expatriate workers? Are these systems consistent across the business establishment? Are there clear rewards for effective performance within the work group? Does the organization review its systems frequently and ensure they mutually support each other? In a study to analyse global expatriate workers trends, the Economist Intelligence Unit (2010, p. 3) identified a number of key issues that include: Cultural and family pressures present the greatest difficulties in facilitating expatriate workers retention. An inability to understand local culture and cultural conflicts is one of the greatest difficulties for expatriate workers. Cultural sensitivity is thus regarded by some margin as the most important attribute for an individual seeking to work in a foreign country, and business establishments admit that it is not easy to find the right type of person in their ranks. More than half of expatriate workers do not relish the prospect of learning another language, suggesting a possible lack of commitment to their role. The spouses needs have become more important than ever in expatriates workers acclimatisation. Perhaps the greatest obstacle to the success of an expatriate placement lies with the expatriates spouse and/or children, who may resent the sudden separation from their own career, social life, schooling and routine. The resulting strain on family relationships can often bring about a premature end to the work. Expatriate turnover and retention: KSA Perspective The KSA is an emerging global business hub that represents approximately thirty billion dollars worth of annual export potential. This has acted as an incentive for business establishments that require an array of diverse workforce to base their operations in the country. Consequently, the country has become an international business focal point resulting in the country experiencing exponential increased interest from the global workforce (Bhuian, 1995). The countrys need for more of the global workforce is increased by the inexperience, less knowledge and inadequate of the indigenous workforce. (Baker Abou-Ismail, 1993) reported that as of 1992 approximately 7 million expatriate workers were engaged by business establishments within KSA. These expatriates are mostly employed on a contract bases and usually undergo cultural shock on getting into the country. While contractual employment is preferred by a majority of the expatriates, there major concern lies with extrinsic rewards, pay, fringe benefits, stability and security that come with their job. While the expatriates attempt to adjust to the local culture, there efforts are no free of problems as they are made aware that their adjustment directly affects their effective performance (Baker Abou-Ismail, 1993). Expatriate workers turnover is a concern for business establishments based in the KSA. This problem is further compounded by shortage of available, skilled and qualified indigenous Saudi citizen workers. This has resulted in a scramble for available, skilled and qualified expatriate work force. While the expatriate workers are engaged with the intention of employing them for a definite period of time, this is not always the case as a some leave before their time elapses due to ineffective work performance and dissatisfaction resulting in significant direct and indirect costs incurred by the business establishment (Yavas et al, 1990). Past researches on the subject of expatriate turnover have identified three categories of expatriate workers turnover tendencies (Tyagi Wotruba, 1993). These tendencies include: Work-related attitudes (job satisfaction and organizational commitment) Personal characteristics (age, education, and experience) External environmental factors (organizational climate, management practices and supervisory behaviours) It is generally accepted that while the three identified categories have a bearing on expatriate workers turnover and retention, the management of the business establishment can only control the work-related variables. The personal characteristics can, to some extent, be controlled by the expatriate employees selection process and can be enhanced by effective training programs. The external environment is usually difficult to change in the short run though this can be done in the long run (Tyagi Wotruba, 1993). Literature suggests that employee turnover tendency and job satisfaction may differ with respect to the types of employee (expatriate or domestic), the nature of the job (permanent or contractual), and the types of organizational culture (traditional-bureaucratic or supportive culture) (Banai Reisel, 1993; Gregersen Black , 1992). Saudi Arabia, one of the most important international markets in the developing world, provides an ideal setting for a study on expatriate employee turnover tendencies because of the attendant presence of a large expatriate community in the country. Over the last five years, HICAP has suffered from a dramatically increase in expatriate turnover. The average annual expatriate turnover rate was 3.2, 4.5 8.2, and 13 per cent respectively (Dabbas Elvin, 2012). This is a potentially expensive problem for business establishment as replacing departed employees cause significant direct and indirect costs (Bhuian Al-Jabri, 1996, p. 393). To give an example, HICAP paid around 4 million dollars as a penalty for delaying the delivery of one of the projects because of the unexpected resignation of six key members of the implementation team (Dabbas Elvin, 2012). Due to the relatively increasing rate of expatriate turnover, academics and scholars have expended considerable resources to study its causes. In the study of predictor variables of expatriate turnover, Naumann, (1992) identified three categories of predictor variables that precede expatriate turnover. These categories are: (1) job/task characteristics, which involves the degree of expatriate satisfaction in the job assignment; (2) Organization characteristics which includes Behavioural, structural, and demographic characteristics of organizations (p.509); (3) worker characteristics, which includes the employee demographic characteristics such as age, gender, material status .etc. Similarly, (Bhuian Al-Jabri, 1996; Tyagi Wotruba, 1993) proposed three categories of what they called expatriates turnover antecedents: (1) personnel characteristics which can be controlled through different processes such as employee selection and training processes; (2) work related characteristics that can be controlled by organizations; (3) external environmental factors which they argue that it is unchangeable and does not have a great impact on expatriates turnover. Limited studies investigated expatriate turnover in the KSA. But why is the KSA important and why has it been selected for such research? The KSA can be considered as an ideal environment for conducting such a study. It is one of the most important exporting markets in the world. In 2006 the KSA was considered among the top 23 global exporting countries with approximately 175 billion dollars worth of exports (Anon., 2008). However, according to the latest study conducted by the ministry of labour in KSA, two thirds of the employees, working in the private sector are expatriates (Anon., 2010). These expatriates and especially their families cannot adjust easily with the Saudi culture and consequently not performing effectively (Bhuian Al-Jabri, 1996). Consequently, vast amount of losses were incurred by local organisations (Yavas et al, 1990: Dabbas Elvin, 2012). However many gaps and limitations were noted in previous researches which will be tackled in this research: First the above studies neglect the effect of external organizational factors on expatriate turnover. (BhuianAl-Jabri, 1996) argued that external environmental factors are usually unchangeable in the short run thus they have excluded their effect on expatriate turnover. While (Naumann, 1992) did not consider external environmental factors as an antecedents for expatriate turnover. Second, it has been argued that workers characteristics did not show any significant impact on expatriate turnover. Not only this, all of the previous studies concluded that there is no or little correlation between expatriate demographic characteristics and turnover. Research hypotheses Research hypotheses act as a guide in designing and conducting the research. There are two types of hypotheses in any research process; testable research hypothesis (H1) and null hypothesis (H0). The H1 is that; demographic characteristics, external and internal environments have an influence on expatriate turnover. The H0 acts as a fall back in the case that the H1 is disapproved (Johnson, 1975). The H0 is that; demographic characteristics, external and internal environments have no influence on expatriate turnover. This research study empirically analyses the expatriate demographic, organizational internal and country external variables that may lead to expatriate turnover in HICAP in order to develop a functional match for between the antecedents for expatriates turnover the KSA. In establishing this functional match, the dissertation looks into factors affecting expatriate turnover. The outcome can be used by both scholars and business executives in offering insights into the best way for KSA business establishments to retain expatriates as well as build a framework for future analysis.

Powerful Characterization in The Invisible Man :: Ralph Ellison, The Invisible Man

     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ralph Ellison manages to develop a strong philosophy through characterization in the Invisible Man. Ellison portrays the lonely narrator's quest in struggling to search for his identity and an understanding of his times. The well development of the character lays out the foundation on the philosophy of finding and understanding himself. Through a labyrinth of corruption and deceit the narrator undergoes events that manage to enrich his experience and further contribute in his search for himself.   Such scenes include the battle royal scene, the college, Trueblood's visit, and the blueprint seller.      Ã‚  Ã‚  Ã‚  Ã‚   The narrator at first never realizes his innocence. At first the timid Invisible Man is invited to attend his scholarship award ceremony. However with other Negroes he is rushed to the front of the ballroom where a stripper frightens them by dancing in nude. After staging the "battle royal" and attacking one another in response to the drunken shouts of the rich white folk, the boy is brought to give his prepared oration of gratitude to the white benefactors. An accidental remark to equality nearly ruins him, but the narrator manages to survive and is given a briefcase containing a scholarship to a Negro college. This acts a high peak in the narrator's quest since it sets him for his struggle in searching for himself.      Ã‚  Ã‚  Ã‚  Ã‚   The narrator adores the college however is thrown out before long by its president, Dr.Bledsoe, the great educator and leader of his race. Ironically the narrator had seen Dr.Bledsoe as an idol aiming to gradually impersonate him. He was expelled for permitting, Mr.Norton , one of the college founders into the slave quarters and the Golden Day bar.   After that incident the Invisible Man goes through the sense that he is losing his identity. This initiates an air of confusion as the narrator is now brought in a quarrel against himself.      Ã‚  Ã‚  Ã‚  Ã‚   In the prologue the Invisible Man quotes, "I was naà ¯ve...I was looking for myself and asking everyone except myself questions which only I could answer." The narrator is tempted to set out in the quest to search for his identity. The prologue identified the theme to the readers. It was however during Trueblood's visit that the character manages to learn about his true background and roots. It is through such people, of his true

Native Americans vs. European Colonists Essay -- religious beliefs, e

The European colonists and the Native Americans of North America had very different views on nearly everything they encountered in their lives. Living in vastly different cultures lead both groups to have two extremely different outlooks on four main topics; religious beliefs, the environment, social relations, and slavery, differences which the colonists used to their advantage when conquering the peoples of the New World. The colonists, by saying that the Native Americans were primitive and savage because of their differing and seemingly illogical attitudes, were able to do things that they could never have done to people they believed to be equals. Whether this was a conscious or subconscious method on the part of the Europeans remains hotly debated, but the fact remains that by pointing out the differences of the two main cultures as a negative denoting European superiority, the colonists were able to take the Native American lands and goods without much remorse. When this country began, there were few European colonists with the modern perspective of tolerance towards different cultures. Hardly anyone sought to learn about the Indian culture, very few adopted it as their own, and the majorities were often fearful and anxious toward their new neighbors. These four main differences in religious beliefs, the environment, social relations, and slavery, were what sparked the ill treatment towards the Native Americans, an atrocious treatment that would continue for the next three hundred years in America. Religious beliefs were very important to the first European Colonists who came to America. In Europe during the 1600’s, religion was something that decided a lot of things in a person’s life; what part o... ...iogrosso "The Joy of Sects" and Books on Spirituality and World Religion, Religion Discussion Weblog, Editorial Consultation, Spiritual Direction. Web. 4 Mar. 2011. . Popick, Jacqui. "Native American Women, Past, Present and Future." Lethbridge Undergraduate Research Journal 1.1 (2006). Web. 3 Mar. 2011. . Pritzker, Barry. A Native American Encyclopedia: History, Culture, and Peoples. Oxford: Oxford UP, 2000. Print. Roe, Melissa A. "Indentured Servants." EH.Net | Economic History Services. Lafayette College. Web. 4 Mar. 2011. . Taylor, Alan. American Colonies: The Settling of North America. London: Penguin, 2002. Print. Wiesner, Merry E. An Age of Voyages, 1350-1600. New York: Oxford UP, 2005. Print.

On-Boarding, Socialization, Retention and Down-Sizing Essay

Chern’s has recently hired two new sales associates and have a need for an on-boarding and socialization strategy. Because organizations invest money in hiring new employees, the company has a need to get new hires off to a good start but need help doing so. Because turn-over’s occurs early, organizations can increase their retention rates by helping new hires adjust to their company and jobs. Out-boarding is the process of completing new hires employment paperwork, and providing them with all essential elements for their jobs. Companies also have the need to socialize their employees through planned and unplanned processes, formal and informal activities and experiences through which individuals acquire the attitudes, behavior, and knowledge needed to successfully participate as members in an organization and learn the organizations culture. On-Boarding and Socialization Strategies In order to incorporate Chern’s new hires into its organization several strategic programs, on-boarding and socialization have been recommended. Both of these programs are beneficial for Chern’s and its employees. This recommendation will help Chern’s employee’s transition into the company. The following strategies were recommended for Chern’s new hires; Orientation– will involve employees learning about the company, its culture, values, goals, history, mission statement, business, chain of commend and products. Orientation will encompass the company’s policy and procedures as well as the process of filling out the proper paperwork required to work at Chern’s. Through the orientation process employees will receive the tools they need to perform their duties, such as uniforms if required, keys, identification cards, computers, an e-mail address, business cards, telephone number and a work space (office or cubicle). Orientation will provide employees with their benefits information (booklet), 401 k plan, and IIP and retirement plan. Orientation will also include learning how to use the company’s intranet where they can find information about the company (financial facts), products and number of stores and their locations. The orientation process will allow the new hires to meet their co-workers, supervisors and managers. Through orientation employees can understand their roles, and their expectations. Orientation will accelerate the new hires learning process of Chern’s organization. Socialization—will give the new hires the planned, unplanned, formal, and informal activities and experiences to acquire the behavior, attitude and knowledge needed to participate as a member of the organization and learn the firm’s culture. Socialization programs that are recommended for its new hire’s are: A Staggered Program— This concept allows new hires to encompass information about Chern’s through a staggered approach, learning in increments instead of obtaining information all at once causing an overload. By learning in increments new hires will retain that information. Socialization activities can be performed through steps allowing new hires to interact with co-workers, supervisors, managers, and HR personal who are familiar with the company. Socialization can be in person as well as via online and classroom settings. Individual Programs— gives new hires the flexibility of socializing in a one-on one setting with a mentor or an apprenticeship. By using a mentor or apprenticeship each new hire can learn what is required, their expectations, and job performance rapidly. They experience on the job training through hands on experience and tend to socialize and learn more easily. Formal Socialization Programs—- will give new hires the opportunity to socialize with other entities outside of the company, an example would be a seminar where they can interact with other individuals on a professional level and learn new and innovating techniques, procedures and designed activities and materials. This process increase employees job satisfaction and reduce turnover. This gives new hires a chance to be proactive, ask questions, build relationships with others in the rganization and seek feedback while increasing job satisfaction and commitment. Sequential programs—allow new hires to follows a range of steps such as step 1—learning about the company. Step 2 –learn policy and procedures. Step 3—learn about the job and its requirements and. Step 4 perform well a so on. Each step leads to opportunities and possible promotions. Fixed Socialization Programs gives new hires information about their probationary status (how long) and their p erformance status with their job. Serial Socialization— incorporate new hires with mentors, these mentors guide the new hires through the steps needed to become successful on the job and serve as role models to the new hires. Each new hire will be expected to follow in their mentors footsteps. Investiture Programs—- will give each new hire the chance to reaffirm their confidence in them selves and their job performances. This process allows supervisors, managers and in some cases senior management to evaluate the knowledge, skills, and characteristics of the new hires. Investitures programs also evaluates what new hires can do in terms of helping the company move forward and make money from their new innovating ideals (Phillips & Gully, 2009). By making these recommendation Chern’s will continue to give its customers the service that lies at the heart of the company. Chern’s strategy can empower its new hires to excel in the company, while upholding its reputation for customer service, quality and selection. These recommendations will continue to give Chern’s a core value that is essential to its branding and culture, while contributing to its customers and building a long term relationship through shared value and customer care. Retention Plan A retention plan for Chern’s top performers is to create an environment, work style and management team that promotes, teamwork, cooperation and retention, which leads to successful delivery of products, customer services and values. Ultimately enriching the company, customers and workers. In order to retain its top performers Chern’s can initiate plans to keep top performers happy by offering great rewards that will be hard to resist. Generally the reason people stay with a company is often the same reason they became attractive in the first place. Implementing the following retention plan will keep Chern’s top performers with the company and reduce a need to hire new people. †¢ provide initiatives to establish and maintain the company’s goals. †¢ establish open communication between management, customers and staff. develop a working environment that encourages professional growth. †¢ match employees with challenging assignments that will lead to professional and career growth. †¢ create a climate of respect, fairness and trust with supervisors and customers. †¢ give employees work flexibility so that they can balance their work and life demands. †¢ provide competitive wages and benefits that are fair, introduce fitness and child care centers. †¢ give top performers bonuses when goals are meet, such as monetary, vacations or extra sick days. create a strong corporate culture for employees that they find attractive such as a mission Statement that appeals to customers and workers. This can help retain employees with the same or similar values. †¢ providing employees with support can also help retain employees, by monitoring their work load, managers can determine if they have the necessary tools to perform their jobs. Using these strategies will institute to recruit, retain and develop top performers.