The Development of the Balanced Scorecard - Free Essay Example

Sample details Pages: 8 Words: 2277 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Analytical essay Level High school Did you like this example? Introduction The intention of this essay is to analyse the Balanced Scorecard and to review its effectiveness as a performance management tool. It will review briefly the short history of the Balanced Scorecard and then analyse each of the different aspects of the management tool and describe how they link together. History of the Balanced Scorecard The notion of the Balanced Scorecard first appeared in the Harvard Business Review in 1992 in an article titled The Balanced Scorecard Measures that Drive Performance,authored by Robert Kaplan and David Norton (Kaplan and Norton 1992). They had conducted a year-long study with 12 companies at the leading edge of performance measurement, [and] devised a balanced scorecard'as a result of their research (Kaplan and Norton, 1992, p.71). A Balanced Scorecard is a strategic planning and management system that is used to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation performance against strategic goals(Balanced Scorecard Institute, Unknown). It was brought out of the necessity to include non-financial indicators to measure performance, where in the past businesses and managers focused primarily on financially-based indicators to measure performance. These financially-based performance mea surement systems worked well for the industrial era, but they are out of step with the skills and competencies companies are trying to master today(Kaplan and Norton, 1992, p.71). After spending a year with various companies, Norton and Kaplan realised that Managers want a balanced presentation of both financial and operational measures(Kaplan and Norton, 1992, p.71). The recognition of the importance of operational measures was a milestone in performance measurement systems, as financially-based measurements help indicate the final outcomes of actions and processes already set in place, whilst operational measures help aid the driving of future financial performance. Since its inception in 1992 the Balanced Scorecard is now adopted by thousands of private, public, and non-profit enterprises around the world(Kaplan, 2010, p. 2). Which provides testament to its importance and effectiveness as a performance management system, it is likely that businesses that have implemented th e systems have seen profound impacts on their profit margins and the happiness and innovativeness of their workforce. Don’t waste time! Our writers will create an original "The Development of the Balanced Scorecard" essay for you Create order The Four Perspectives The scorecard itself is made up of four different perspectives; Financial, Customer, Internal Business Processes, and Learning Growth. By looking at these different perspectives the balanced scorecard provide[s] answers to four basic questions; How do customers see us? What must we excel at? Can we continue to improve and create value? How do we look to shareholders?(Kaplan and Norton, 1992, p.72) By providing senior managers with information from four important perspectives, another benefit of implementing a scorecard is that it minimises information over-load by add[ing] value by providing both relevant and balanced information in a concise way for managers(Mooraj, Oyon and Hostettler, 1999, p.489). To understand more completely how the interaction of the phases helps an organisation create additional financial value whilst aiding in the learning and growth, internal business processes and customer satisfaction perspectives see the appendix for fig.1, and fig.2. The four diff erent perspectives and the way they interconnect are an important issue, as such it is also important to analyse each of them on an individual basis; first it must be recognised that each of the perspectives is made up of Objectives, Measurements, Targets and finally Programmes. Each of these areas within the perspective helps identify and measure a way in which a company can achieve its stated objective through the implementation of a programme. A basic example for customer perspective would be as follows; Objective Measurement Target Programme Reduce staff turnover Staff turnover ratio A ratio of less than 6 months To implement staff feedback and satisfaction surveys with the aim of creating an environment in which they feel productive and appreciated Learning Growth Perspective This perspective is the beginning of the scorecard and in conjunction with the cause and effect hypothesis (Fig.2), makes up arguably the most important aspect as its intended to drive improvement in financial, customer and internal process performance(Kaplan and Norton, 1993). This aspect focuses primarily on innovation and improvement of work level employees, essentially creating more efficiency within the internal business processes. However, in order to achieve required innovation and improvements in efficiency a motivated and empowered workforce is essential, one method of achieving this is to implement a staff attitude survey, a metric for the number of employee suggestions measured whether or not such a climate was being created(Kaplan and Norton, 1993). Other such methods which could be implemented are that of calculating revenue per employee, and as such it can then create a measurement which can be observed and recorded year on year to achieve a pre-set objective, thus fu lfilling each of the required facets of the balanced scorecard in relation to this perspective. By implementing a programme, in the form of a survey or other such measures it [can] identify strategic initiatives and related measures, these gaps can then be addressed and closed by initiatives such as staff training and development(Mooraj, Oyon and Hostettler, 1999, p. 483). Once work-force empowerment is achieved and employees are happy and informed about their roles and the overall strategic aim of the organisation and methods of observing, recording and measuring are in place it can now focus on the next stage of the balanced scorecard. Internal Process Perspective This perspective, once an empowered and informed work-force is achieved and employees are working to their full potential, focuses primarily on making business and/or manufacturing processes more efficient, creating more output for the input. In order to achieve these improvements a business may implement many changes that may range from moderate and localized changes to wide-scale changes in business process, the elimination of paperwork and steps in processes, and introduction of automation and improved technology(Balanced Scorecard Institute, 2002). In order to achieve this increase in efficiency an organisation managers must devise measures that are influenced by employees actions. Since much of the action takes place at the department and work-station levels, managers need to decompose overall cycle time, quality, product, and cost measures to local levels(Kaplan and Norton, 1992, p.75). By devising measurements aimed at work-station levels, such as delivery time turnaround or decrease in waste produced, managers are able to observe and monitor increases or decreases in efficiency and also locate where these increases or decreases stem from. Once a suitable measurement system is in place, managers are able to create targets to achieve and finally programmes in which to implement in an attempt to meet the pre-set targets. By implementing a programme which is easily communicated, achievable and produces results that can be monitored by all levels that are relevant to the process, it will find that employees will benefit from seeing the results they produce with the intention of further motivating the work-force to increase efficiency. Once efficiency within the internal business processes has been achieved and an objective, a measurement system, pre-set targets and a programme that is successfully implemented, it can focus on whether or not the increase in innovation and empowerment combined with efficiency has had its intended effect on the customer . Customer Perspective The next perspective is that of the customer perspective which could be argued to be one of, if not, the most important aspect as this is where an increase in sales revenue and thus an increase in income are generated. After creating an empowered, informed work-force and improving efficiency relating to business processes this should lead to improved products and servicesà ¢Ã¢â€š ¬Ã‚ , (Balanced Scorecard Institute, 2002) which in turn should improve the quality of products and services and ideally, with reduced costs incurred from efficiency, lower the cost of products and services offered to customers. In order to achieve this increase in customer satisfaction or market share a similar method is needed in which an organisation must first create an objective, such as increase market share by 10% or maintain or increase repeat purchases. Once an objective is set in place then the organisation must create a measurement system to implement, one which can be reviewed annually, mo nthly or even weekly, an example of this may include a % increase in customer loyalty cards or a % increase in sales revenue. Finally, a programme must be implemented in order to drive toward the objective; an example of this may be an increase in market research to explore the possibility of new market opportunities or perhaps an investment in a new marketing campaign and special offers directed at repeat customers. Financial Perspective The final perspective is that of the financial perspective, in the eyes of the shareholders this is by far the most important aspect and where the effort in the earlier facets of the balanced scorecards cumulates in an increase in profit margins and ratios such as Return on Investment (ROI). This perspective included three measures of importance to the shareholder. Return-on-capital employed and cash flow reflected preferences for short-term results, while forecast reliability signalled the corporate parents desire to reduce the historical uncertainty cause by unexpected variations in performance(Kaplan and Norton, 1993). The first two are self-evidently of importance to shareholders with a return generated for shareholders and cash flow results which result in larger profits, while reducing the risk of uncertainty caused by a variation in performance is of particular importance and is something that can only be achieved through getting every employee focused and aligned with the o verall strategic aims of the company, through an informed, focused and appreciated workforce, an efficient internal business process, and a satisfied customer-base. The Cause and Effect Relationship It is clear that linkages are the most important aspect of the balanced scorecard and that the cause and effect relationship (fig.2) allows for strategic alignment throughout an organisation. This has been seen to be the common thread to the successful implementation of the balanced scorecard,(Murby and Gould, 2005, pp.10) another key element to the balanced scorecard is making sure that all employees understand [the] strategy and conduct their business in a way that contributes to its mission and objectives(Murby and Gould, 2005, pp.5). The importance of the cause and effect relationship in conjunction with ensuring that each and every employee is aware of the overall company strategy allows and an organisation to create a foundation for success in that the learning growth facet provides a company with informed, innovative and an enthusiastic work-force which allows the company to be in a position to progress into the future. A final key point would be allowing managers the ab ility to introduce four new processes that help companies make [an] important link(Kaplan and Norton, 2007). By being in a position to translate the vision, communicating the strategy and linking it to compartmental and individual goals, integrating business plans with financial goals and finally giving each employee the ability to provide feedback, a company has created an environment in which they can adjust and augment at each level should managers feel the need too. Conclusion In conclusion, the essay has covered the short history and fundamentals of the Balanced Scorecard and has shown how it is made up of different perspectives which provides management with basic questions regarding important stakeholders. It also provides management which a detailed measurement system and an ability to observe progress, or regression, within each of the different perspectives via the inclusion of objectives, measurement tools and targets which are created by management themselves. This also allows management to make changes where necessary in order to ensure that the overall strategic vision of the company is still being pursued. The essay has also highlighted the importance of the cause and effect relationship and provides the strategic-mapwithin the appendix which can help provide an illustrative view of how the balanced scorecardin conjunction with the cause and effect relationship can turn an empowered work-force into a long-term financially stable organisation. It also covers the importance of communication, something that most organisations overlook as can be seen by the removal of the work-level employee from the overall strategic vision, and something that most organisations only feel upper-level management should be informed of. Bibliography Balanced Scorecard Institute, (2002). The Balanced Scorecard and Knowledge Management.Available at: https://balancedscorecard.org/BSC-Knowledge-Management Balanced Scorecard Institute, (Unknown). Balanced Scorecard Basics.Available at: https://balancedscorecard.org/Resources/About-the-Balanced-Scorecard Kaplan, R.K. (2010). Conceptual Foundations of the Balanced Scorecard,Harvard Business School, pp. 1-36 [Online]. https://www.hbs.edu/faculty/Publication%20Files/10-074.pdf Kaplan, R.K. and Norton, D.N. (1993). Putting the Balanced Scorecard to Work. [Online] Available at: https://hbr.org/1993/09/putting-the-balanced-scorecard-to-work Kaplan, R.T. and Norton, D.N. (1992). The Balanced Scorecard Measures that Drive Performance,Harvard Business Review, pp.70-80 [Online]. Available at: www.alnap.org/pool/files/balanced-scorecard.pdf Kaplan, R.T. and Norton, D.N. (2007). Using the Balanced Scorecard as a Strategic Management System [Online]. Available at: https://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-management-system Mooraj, S.T. Oyon, D.O. and Hostettler,D.H. (1999). The Balanced Scorecard: a Necessary Good or an Unnecessary Evil?European Management Journal, 17(5), pp.481-491. [Online]. Available at: https://members.home.nl/j.s.sterk/AQM/The%20balanced%20scorecard%20a%20necessary%20good%20or%20an%20unnecessary%20evil.pdf Murby, L.M. and Gould, S.T. (2005). Effective Performance Management with the Balanced Scorecard Technical Report, CIMA, pp.1-43 [Online]. Available at: https://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf Illustrations Balanced Scorecard Institute, (2002). Cause and Effect Hypothesisà ¢Ã¢â€š ¬Ã‚ . [Online] Available at: https://balancedscorecard.org/BSC-Knowledge-Management Kaplan, R.S. (2010). The Strategy Map links intangible assets and critical processes to the value proposition and customer and financial outcomes.Page 23. [Online] Available at: https://www.hbs.edu/faculty/Publication%20Files/10-074.pdf Appendix (Figure 1) (Figure 2)

President Obama Signs Lily Ledbetter Fair Pay Restoration Act

Women have been treated unfairly and unequally in history furthermore, there were many occasions when people joined together to make legislative changes. In 1848, a convention held in New York brought a call to action, making 12 resolutions that people wanted to see happen to provide women with the same amount of respect men had and the same rights. Later on in the nineteenth century Colorado is the first state to give women the right to vote, which led to other states following in Colorado’s foot steps. All these changes are continuing on into the present from 2009, President Obama signs Lily Ledbetter Fair Pay Restoration Act, which allows women who have been paid unfairly to file a claim to bring attention and get their fair amount to in 2013 when a Defense Secretary named Leon Panetta stated women in the military would now be slowly getting roles they were never allowed to be in before. All of these acts and laws are gradual however throughout time they increase to make a difference in someone s future. From the nineteenth century to the present women s rights has been a long journey, with the help of investigative journalism inequality between genders was exposed to help with fairness and help shape legislative change. Starting in the nineteenth century women’s rights was a very hushed subject, it wasn’t really talked about because everyone thought of women as being the homemakers, taking care of the family and making meals while the men went out and worked. DuringShow MoreRelatedPresident Obama Signs Lily Ledbetter Fair Pay Restoration Act1368 Words   |  6 Pagesfoot steps. All these changes are continuing on into the present from 2009, President Obama signs Lily Ledbetter Fair Pay Restoration Act, which allows women who have been paid unfairly to file a claim to bring attention and get their fair amount to in 2013 when a Defense Secretary named Leon Panetta stated women in the military would now be slowly getting roles they were n ever allowed to be in before. All of these acts and laws are gradual, however throughout time they increase to make a differenceRead MoreThe Struggle For Equal Pay1657 Words   |  7 Pagesstruggle for equal pay between men and women began in the early 1900’s. When men left to fight in World War I, women took over the jobs the men had previously occupied. As females, they were expected to take less money for the same work. This resulted in equal pay strikes, starting with the female bus and tram conductors in 1918. In 1918, Mary R. Macarthur wrote a news article called â€Å"Bus Girls Strike† and how they reached a settlement with the Committee on Production for a pay raise to 5 shillings

Impact of HRM Practices on Organization-Free-Samples for Students

Question: Discuss about the Human Resource Management Impact on the Performance of an Organization. Answer: Introduction Human resource management practises are the organizational established policies, procedures and practices that impact the well-being, perception, and performance of employees (Armstrong, 2010). This proposal aims at examining the human resource management practices impacts on the performance of the organization. The significant HRM practices to the successful strategy of a business include recruitment, selection, training and development, reward and employee relations (Katou, 2008). This proposal discusses in details the HRM practices, their significance and contribution to the success of the organization. According to Ahmad, Schroeder (2003) an organization whose HRM is useful results to the satisfaction of both employees and customers, increased production and enjoys a good reputation with the society. Boxall, Purcell (2008) asserts that the key indicator on whether an organization is achieving its objective or not is the organizational performance (OP). Based on (Delaney and Husel id, 1996) organizational performance deals with the quality and improvement of products or services, the co-existence of employee and employer, attraction and retention of employees and customer contentment. Furthermore, the elements of HRM ensure that the organization thrives in the competitive market due to the valuable qualities of labour capital thus making HRM significant in the success of the business (Noe et al., 2003). Findings Do the Human Resource Management Practices affect the organizational performance? Statement of the Problem This projects purpose is to examine whether the hrm practices affect the performance of the organization and to ascertain and discuss the significance of the various elements of the HRM and how they impact the organizational performance. Significance and Justification of the Study The importance of the human resource cannot be over emphasized. Some of the reputable organizations have the HRM department wholly singled out to manage and recruit professionals for the business. However, most organizations are yet to appreciate the impact of HRM and the ineffective organizational policies and procedures of most of such organizations can be due to the absence of Human resource management professionals or office. Undeniable evidence based on research shows a close relationship between the HRM practices and the performance of the organization (Kiendi, 2012). The problem is as a result of the neglect by organizations do not value the importance of proper management of the HR policies and thus end up leaving them to the line managers who do not have the HRM expertise to adopt and supervise the HR policies, procedures, programs, and practices. The Human Resource Management is a very critical department in any organization. The manner in which the management of the employees and customers is conducted determines the success of the business. This efficient management necessitates skilled workforce. Many companies provide same quality or services, and therefore for customers to become loyal and be retained, organizations must distinguish themselves by gaining competitive advantages through proper management of the HRM practices. With time the organizations that will survive in the market will have to invest in customer satisfaction, and consequently, businesses must begin to work out ways on how to articulate their services or products in a sound, reliable, friendly and innovative manner. Therefore, it is for this reason that this project seeks to examine the HRM impacts on organizational performance by underscoring the importance of specific human resource practices. Research Questions How does recruitment and selection positively affect the performance of the organization? Hoe does training and development positively affect organizational performance? What are the Positive impacts of performance appraisal on the performance of the organization? How does compensation positively influence the performance of the organization? What are the Positive impacts of employment security on organizational performance? Methodologies and Methods Research area Research Method Applied Methodology Explanation 1. Significant relationship between HR practises and organizational performance Analytical Predictive Descriptive Secondary Qualitative Mainly descriptions 2. Positive influence of recruitment and selection on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 3. Positive influence of training and development on organisational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 4. Positive influence of performance appraisal on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 5. Positive influence of compensation on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prov Primary Research Primary research (Types) Data collection Restrictions/Gap Justifications Questionnaires Administer forms physically Fixed time schedule of company -Obtaining information not observable. -Large sample -Easy analysis - Reduces chance of evaluator bias -More comfortable than interviews -Easy tabulation of close-ended questions Interviews (semi-structured) One-to-one interview Lack of openness In phenomena not directly observable -Respondent have room for description Participant Observation recordings Personal observations Uneasiness from respondents Own personal recordings -collect data on the go Survey Online survey-monkey Incomplete and untimely filling of forms Large sample Physical unavailability of responden Ethical Considerations of the Project General principles of ethical conduct in research are to be taken into account. The essential principle is that the study will be carried out in a way that all respondents are psychologically protected from foreseeable threats and respect one's cultural inclination (Behi Nolan, 1995). The ethical considerations are as explained below: Informed Consent All the participants shall fully be informed about the aims of the study alongside all features of the research that might influence the decision of the respondent to participate (Steane, 2004).Ethical issues in research. Surviving your thesis, 59-70.. All potential risks or discomforts should also be made known. Furthermore, the researcher must ascertain that the participant has understood their right to pull out of the research at any time. Deception No information shall be withheld from the prospective respondent after briefing even if they are likely to refuse involvement in the research. In case of any doubt then more consultation should be carried out. Confidentiality and privacy The information that shall be obtained from the respondents shall be private and confidential unless otherwise a consensus is reached prior. The participants must be guaranteed that it is their right to have the information they have provided treated with confidentiality and if anonymity is not possible then the staff must be notified before consenting to participate Participant protection Participants should be safeguarded against physical or mental harm by the researcher. The participants shall not be exposed to greater risks than those they experience in their day to day life. Additionally, the participants should be asked whether any risky part of the research procedure for instance, any pre-existing medical condition so that appropriate preventive measures are taken Honesty and integrity The data collected shall be treated with high level of honesty and integrity by reporting the exact method used, exact data collected. The data shall not be unreasonably extrapolated or construed in anyway with an intention of misleading. The researcher shall also adhere to any agreements with the place of research. Expected outcomes and limitations The expected results of the analysis of the collected data on the impacts of HRM on the performance of the organization include: Recruitment and selection practises Recruitment and selection is a procedure through which organizations acquire labour force which is significant to the performance of the company. It is expected from the research that employees of Huruma University who possess the required skills, information and attitude will increase the business performance because of being committed and encouraged. Therefore, the organizations that have a thorough process of recruitment and selection are more likely to have employees that perform and thus the general performance of the organization will increase as well (Ferris, Berkson Harris, 2002). Compensation and rewards According to Danish Usman (2010) the more satisfied the employees are through compensation and rewards the more they are likely to be devoted to assignments. Employees that are paid based on performance produces a ripple effect whereby the other colleagues are challenged as well to work hard. Such a ripple effect results in the general increase in the performance of the institution. Training and development According to Aguinis Kraiger (2009). The objective of training and development is to increase the value of the workers alongside their output. The HR department is expected to put in place strategies and relevant training programs to equip the employees of Huruma University with the latest and competitive knowledge to increase organizational performance. In order to identify employee needs as well, formal performance appraisals should be conducted or discussions held with the employees. Thus well informed employees enable the organization to compete favourably in the market and hence improved performance. Employment security The human resource department policy on employment security creates emotional and financial satisfaction of employees which makes them to concentrate fully on the current job thus improving their general performance which further positively affects the output of the company (Boselie, Hesselink Wiele, 2002). Furthermore, the assurance to the employees of employment security to employees of value ensures that company is equipped with experienced labour force which substantially determine the firms output. Performance appraisal A formal performance appraisal system which is appreciated by employees serves as a benchmark for improvement. The feedback provided back to employees acts as a checklist for development and is used for identifying training needs and job promotion which places the qualified employee in the right job position thus ensuring performance (Cleveland, Murphy, Williams, 1989). Limitations The general phases of quantitative research include planning and execution (Younus, 2014) and they phases have limitations as well (Simon 2011). Poor representation of the target population When the target population is poorly represented, it may affect the accuracy of the expected outcome and the aim of the research. The subject representation may be affected when the respondents are not well distributed leading to a false proposition. Unavailability of resources for collecting data Such a type of research requires a large sample size for the achievement of the desired outcomes. Resources will pose a challenge in such a case thus limiting the proposition of the expected outcomes. The institution may also lack the necessary finances to conduct such research (Science, 2001). Time The study will require a lot of time to organize, lead and execute (Morgan 1980). Since the research is quantitative meaning, it will need the proper representation which entails seeking permission, meeting the employees and administering questionnaires, data collection, and analysis. Uncontrollable environment Based on the kind of research it will be difficult to control the school environment where the participants will be providing answers during the survey (Baxter 2008). The environment will, therefore, determine the kind of answer given at specific times. Personal reflection The research on the human resource management impact on the performance of Huruma University is an essential one. Indeed there is a reason why organizations reserve a whole department for the HRM. The human resource has a relationship with the performance of the organization because it is responsible for the quality workers through the process of recruitment and selection and other human resource practices. Depending on the priority that the management places on human resource department will determine the output. The data collection methods used in this research is very efficient, and the respondents will find it easy to understand and respond. The secondary source of data also assisted in gaining knowledge on the link between hr. Practices and the organizational performance. The research process also requires that ethical guidelines are strictly followed to adhere to rules of data collection from people such as confidentiality. Based on the significance of the study, more funds sho uld be allocated for an in-depth study on this research to get a standard proposition. I believe that many organizations will benefit from this research to check on their performance. Conclusions The study has shown that HRM practice impacts the performance of the Huruma University. According to the study, the organizational performance can be accredited to HRM functions such as recruitment and selection, training and development, performance appraisal and employee compensation. This research agrees with Khan (2010), and Huselid (1995). The objective of the research was to determine the impacts of the human resource management functions on the organizational performance. The five human resource functions were found to be significant for the organization to realize its maximum potential and to attain an advantage of competition over other businesses. Therefore organizations should start to adopt the HRM thinking and prioritize the HR function (Brockbank 1999). Recommendations The greatest assets of a company are the labor forces which are employees who are skilled, knowledgeable and able. The organization then makes maximum use of such an asset to improve performance. Therefore effective recruitment and selection ensure that only performance based employees are employed, and training and development continue to enhance such skills and abilities for the benefit of both the individual and the company. Therefore for an effective HRM Huruma University should develop and implement effective human resource management practice programs to advance the capabilities of the employees References Aguinis, H., Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual review of psychology, 60, 451-474. Ahmad, O. and Schroeder, R. (2003) The Impact HRM Practices on Operational Performance: Recognizing Country and Industry Differences. Journal of Operations Management. 21:19-43. Armstrong, M. (2010), Armstrongs essential human resource management practice A guide people management, US Kogan Page Limited. Baxter, P., 2008. Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report, 13(4), pp.544559. Behi, R., Nolan, M. (1995). Ethical issues in research. British Journal of Nursing, 4(12), 712-716. Boselie, P., Hesselink, M., Wiele, T.V (2002) Empirical evidence for the relationship between customer satisfaction and business performance. Managing Service Quality, 12 (3) 184-193 Boxall, P., and Purcell J. (2008) Strategy and Human Resource Management.Basingstoke, Palgrave Macmillan. Brockbank, W. (1999) If HR Were Really Strategically Proactive: Present and Future Directions in HR?s Contribution to Competitive Advantage. Human Resource Management, 38: 337-352 Cleveland, J. N., Murphy, K. R., Williams, R. E. (1989). Multiple uses of performance appraisal: Prevalence and correlates. Journal of applied psychology, 74(1), 130. Danish, R. Q. and Usman, A. (2010), Impact of reward and recognition on job satisfaction and practices on productivity: A study on Steel Finishing Line, The American Economic Review, Vol.87, No.3, pp. 291-313 Delaney, J. T., Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal, 39(4), 949-969. Ferris, G. R., Berkson, H. M. and Harris, M. M. (2002), The recruitment interview process: Persuasion and organization reputation promotion in competitive labour markets, Human Resource Management Review, Vol. 12, No. 3, pp.359-375. Huselid, M. A. (1995), The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance, The Academy of Management Journal, Vol.38, No.3, pp.635-672. Katou, A. A. (2008), Measuring the Impact of HRM on organisational performance, Journal of Industrial Engineering and Management, Vol.1, No.2, pp.119-142. Khan, M. A. (2010), Effects of Human resource management practices on organisational performance An empirical Study of oil and gas industry in Pakistan, European Journal of Economics, Finance and Administrative Science, Vol.24, pp.157-175. Kiendi, K. R. (2012), Influence of Management Practices on Organisational Performance: A case of Compensation International in Lmenti North District, Meru Country, 1. Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2003). Gaining a competitive advantage. Irwin: McGraw-Hill. Science, J. of D., 2001. Invited Review: Integrating Quantitative Findings from Multiple Studies Using Mixed Model Methodology. Journal of Dairy Science, 84(4), pp.741755. Simon, M.K., 2011. Dissertation and scholarly research: Recipes for success, Seattle, W.A.: Dissertation Success LLC. Younus, M.A.F., 2014. Research Methodology. In Vulnerability and Adaptation to Climate Change in Bangladesh: Processes, Assessment and Effects (Springer Theses). Springer, pp. 3576. Available at: https://link.springer.com/10.1007/978-94-007-5494-2_2 [Accessed August 13, 2017].

Reasons Why Teenagers Addicted To Facebook Essay Sample free essay sample

The most addicting portion of Facebook is posting new positions ; uploading new exposures ; acquiring attending from people and desiring people to detect your position updates and exposures and remark on them. It builds your self-esteem and pride to see many people â€Å"like† your position updates and your exposures. It makes you experience popular and liked. Facebook dependence. like any dependence. has perceptibly damaging effects. It interferes with a person’s daily life and causes him or her to neglect duties. Bragging is so closely tied to pleasure. it’s non surprising that so many of us flock to Facebook to carry through our crack-like dependence to stating people how great our lives are. Harmonizing to assorted research workers. immature people and teens have the highest hazard for Facebook dependence and do up the largest group of users.This may be due to societal force per unit area or being born at a clip when societal media is detonating in popularity. We will write a custom essay sample on Reasons Why Teenagers Addicted To Facebook Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Unfortunately. this may do teens and immature grownups less cognizant of the dangers of Facebook and internet dependence. because social-technology devices are so commonplace in society today. The format of Facebook allows users to catch up with friends and household with. let’s face it. minimum attempt. Posts are normally rather short. One speedy position update that goes out to all your friends. a short remark on a image. or a speedy â€Å"like† and you are done. Relationships that antecedently would hold of course died can be kept alive on Facebook. Bibliography: hypertext transfer protocol: //www. lipsticking. com/2010/08/why-teens-are-addicted-to-facebook. html hypertext transfer protocol: //howto. cnet. com/8301-11310_39-57430499-285/why-you-might-really-actually-be- addicted-to-facebook/ hypertext transfer protocol: //www. tester. com/article/facebook-addiction-warnings-signs-and-treatment hypertext transfer protocol: //www. techaddiction. ca/why-is-facebook-addictive. hypertext markup languagehypertext transfer protocol: //www. healthism. com/articles/facebook-addiction