Research Methods Coursework Example | Topics and Well Written Essays - 1250 words

Research Methods - Coursework Example The value of the statistic is too small and the probability is too high to reject the null hypothesis. Thus, from the F-test we conclude that all coefficients could be jointly equal to zero. (ii) H0:?2=0 against H0:?2?0 using a significance level of 0.05 Since the alternative hypothesis is that of non-equality but no direction (greater or less than) is specified, the test will be two tailed. The computed t- statistic is equal to -2.66937 which is greater in terms of absolute value than the two-tailed 5% critical value of 2.018 (given the number of observations and variables, the degrees of freedom are 42), we reject the null hypothesis that the coefficient of 1990 GDP per-capita is not statistically significantly different from zero. (iii) H0:?3=0 against H0:?3>0 using a significance level of 0.05 Since here the alternative hypothesis is of the greater than type, the test will be right tailed. For the given number of observations and variables, the critical one sided 5% t value is 1. 682. Our computed t-value is 2.598522 which is greater than the critical value. Therefore, the null hypothesis is rejected at 5% level of confidence. This implies that we have statistical evidence of secondary enrollment having a positive impact on GDP growth. (iv) H0:?7=0 against H0:?7>0 using a significance level of 0.1 Again, the alternative is of the greater than type, implying a right tailed test. The critical 1% t-value is 2.418. From the table above, we find that the computed t-statistic is 1.50471. Since this is smaller than the critical value, we fail to reject the null hypothesis. Therefore, we fail to find any evidence that credit ratio has any statistically significant impact on GDP growth. Therefore, we find a contradiction between our conclusions in (i) and (ii). While in (i) we fail to reject the notion that all the coefficients on the predictor variables are jointly zero, we reject the hypothesis that the coefficient on the first explanatory variable, the 1990 percap ita GDP is zero. But if this is true then (i) should have rejected the null in favour of the alternative which requires atleast one of the coefficients to be non-zero. Typically, such contradictions arise because of the violation of one or more of the basic assumptions underlying OLS estimation. Particularly, if there are outliers that distort the estimates, then such contradictory results can emerge. 3. Advice for choosing between alternative spending From the fitted model in the previous part we have found that secondary enrolment has a positive impact on GDP growth as does the private credit ratio. Infact the coefficients are quite close though that of private credit ratio is slightly lower. However, only the former is statistically significant. This implies that there is no evidence of increases in private credit ratio having any impacts on the GDP growth. Therefore I would recommend investing the sum of money on policy measures that will increase the country’s rate of en rolment in secondary education. 4. Diagnostics for evaluating the validity

Residential Property Management Essay Example | Topics and Well Written Essays - 2500 words

Residential Property Management - Essay Example Currently the Blue Skies property management is management some apartments in Highbury, however, the company lacks good management which has resulted into tenants problems and has led to poor performance of the property in terms of revenue being collected. In order to correct that a new company by the name Top-Homes Property Management has been engaged to provide the services that Blue-Skies property management were offering. Top-Homes Property Management Company is a local based property management located in Highbury town dealing in management of real estate properties especially apartments. The company has 10 staffs which includes 4 professionals in property management. The types of the property that the company will be dealing are apartments and which are private property of the owners. The types of the apartment will vary according to the number of bedrooms the have. For example we have 1 bed, 2 bed and also 3 bed these apartments can accommodate 2, 4 and 6 occupants respectively. Every apartment is separately furnished and has different views depending on their locations. The apartments are located in Highbury and they consist of 10 apartments building in different compounds but along the same road. The apartments are available for leasing or renting. ... A property management company normally enters into a contract with its tenants and this contract stipulates various aspects of tenancy. Currently the company that is management those apartments charges a specific service fee seems to be too high for the tenants. The money collected is supposed to provide for the maintenance of the buildings and future painting and or re-carpeting of the apartments. The current management has undertaken to use an agent to carry out the management of the property. Tenants are supposed to pay their rent and service charge to the agent who in turn takes the money to the Blue skies property management company. The company subsequently deducts their commissions and other expenses and deposits the remaining net amount to the owner's account. Management problems The current management problems that the property management company is undergoing are both from the tenants and also from the management.Poor quality of services The agent that a company engages highly affects the quality of service delivery that will be delivered. To quality of the agent is very vital will encourage tenants to continue staying in those apartments or not. It has been observed that the current agents overcharges the tenants in terms of amount of service charges paid and yet offer sub-standard services. For example, the gardens are no well kept yet the service charge is always paid on time. It is important that the property management company should realize that the tenants are the most important customers and a partner. Thus, customers' problems need to be understood and solved by the property managers. (Gary & Kempner, 1999) Insensitive to tenants Being sensitive to the complaints of the tenants is also important as it

The Effectiveness Of TV Advertising Essay Example for Free

The Effectiveness Of TV Advertising Essay EXECUTIVE SUMMARY   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Television and advertising have conjoined to form a powerful tool for marketing around the World. The growing influence of advertising and the impact of television have been concomitant. The power of advertising on television is indicated by the vast reach of the medium. The commonly quoted example is of World Cup Football Finals, when 2.84 million viewers watched television around the globe on 9 July 2006. In terms of the economy of advertising on television, the market in Canada alone is estimated at $ 5. 6 billion in 2005. The influence of television on students has been significant. Being a visual medium, the tube has the ability to attract even those who may not be particularly proficient with the language in which the program is being aired. The video can captivate the imagination and overcome the barrier of language.   Nanaimo is a small township with a large community of students with a proportionate number of international students which can provide significant inputs on the influence of television advertising on the community. The study thus envisages an examination of television advertisement as an effective medium of communication for influencing students, local and international of Nanaimo, British Columbia despite growth of alternative media such as the internet and mobile phones.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Malaspina University College is the main under graduate college in Nanaimo. This population is felt representative of a wide segment of the overall student universe in Nanaimo and will form a focus in the study. The impact of television advertising on students is based on psycho social factors which are difficult to quantify given the limitations of the study. Thus a realist approach was adopted combining both the positivist and interpretivism to a large extent. The research also had to rely on a large body of secondary sources which has constrained the same.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Not with standing the above factors, there are firm indications to reveal that television continues to be the prime commercial as well as information medium for students. The, â€Å"tube† is the first point of contact and other sources are utilized as add on to supplement the information gained from television. Some of the drawbacks established of television as an advertising medium indicated that it needed repeated attempts to generate a recall in students. This was also supported by the Rand Study on impact of alcohol advertisements on students and young children. This makes spots on television relatively expensive, despite which the medium does have an edge over others amongst students. Thus the study conclusively proved the hypothesis that television advertisement is an effective medium of communication for influencing students, local and international of Nanaimo, British Columbia. THE EFFECTIVENESS OF TV ADVERTISING ON STUDENTS IN NANAIMO, BRITISH COLUMBIA, CANADA Introduction Advertising is generally referred to as promotional campaigns used by paying for communication distributed through a mass medium such as television. This marks the key difference between advertising and other forms of marketing such as sales promotion or public relations which do not use mass communications to advantage. (Cable Television, 2006). Advertising is a powerful medium for conveying the message to the target audience and over the years it is gathering importance for commercial, educational as well as social purposes. Television as a medium of advertising has had a long history. There has been intimate linkage between television and advertising since its inception in the 1950’s. While advertising has a long legacy dating back to ancient times, modern advertising has come of age only after the growth of television. The number of people watching television is far greater than all other mediums including new media such as the internet. The total volume of television viewers in Canada can be gauged by the number of people who watched the World Cup Football finals, reported as 2.84 million on 9 July 2006. This indicates the scope and vast reach of television. (Viewers on CTV, 2006). The financial volume of the TV broadcasting market can be seen from the $ 5.6 billion revenue that was generated in Canada in 2005 through this medium. Though this was the smallest year on year increase, yet it is considered significant to be a driver for the television and advertising industry. (Television Broadcasting, 2005). Despite the slow down which has affected all sectors of this segment such as conventional, pay and specialty television, this remains a mass medium of contact. Nanaimo is a small township which comprises of a highly integrated community. The large base of students represent one sixth of the total population. Television as well as other media such as the internet has made very deep inroads in the student community. The effectiveness of television advertising can be easily gauged through its impact on students, both local and international in Nanaimo. Students as a community are open to influence by media as television and to that extent the significance of the study is considerable. (Television Broadcasting, 2005). Problem Statement   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The impact of television advertising on students needs deliberate analysis. There is very limited information on this issue, particularly in Nanaimo. As advertisement expenditure by companies has increased considerably definitive parameters to assess the impact of communication on the community of students need to be evolved. The growth of a large number of media such as the internet, mobile phone advertising, SMS and so on has also resulted in a number of channels available for distribution of advertisement content. The student community is progressive, is attuned to the future and can provide an educated and informed response. The trends observed in the student community also enable forecasting in the future. However there is a general tendency to neglect students as they do not represent a substantial marketing block possibly due to lower spending power than others. Given these considerations there is ample scope to analyze the best option for distribution of advertising content to the student community through television. As no major study on the subject is available, it is essential that this be undertaken with particular reference to a small community as Nanaimo, which can be suitably modeled for a larger population at the national and regional levels. The proportionately greater number of international students in Nanaimo also has an impact on effectiveness of advertisements. This issue can also be evaluated in detail as the same has also not received due attention so far.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Hypothesis Statement. Television advertisement remains an effective medium of communication for influencing students, local and international of Nanaimo, British Columbia despite growth of alternative media such as the internet and mobile phones. Purpose of the Study   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study is focused on gauging effectiveness of television advertising on students in Nanaimo, British Columbia. The aim is to assess the impact of advertising on the student community in particular especially in the light of growth of parallel media such as internet, mobile messaging and so on. This study is proposed as a model to demonstrate the effectiveness of television advertising which could possibly be applied across the board to a larger audience. Thus though the focus is limited to Nanaimo, wide spread application is envisaged, in the state or national context as well as to the student community as a whole. This is particularly so as the study is based on research of secondary sources for greater universal applicability. The presence of international students in Nanaimo in sizeable numbers adds another dimension to the study which becomes increasingly relevant as more and more students from different parts of the World come down to Canada for education. Thus Canada is becoming a preferred destination particularly a small town as Nanaimo which offer international atmosphere, is easy to adjust to and is far less intimidating than larger cities and campuses to students from other countries. Thus the study proposes to establish the effectiveness of television advertising on local and international students in Nanaimo. Importance of the Study Television broadcasting market is highly valued. In Canada alone it is said to have generated revenue of $ 5.6 billion in 2005. (Television Broadcasting, 2005). A considerable advertisement amount is spent on television as it is regarded as a visually significant and challenging medium by both advertisers as well as viewers. The student community in particular is dependent on television as a major source of entertainment, education, social and recreational cues. Thus television advertisements targeted at the student community will provide significant benefits to advertisers. This being the prime medium for advertisement spends; correct targeting would result in optimum utilization of allotment for promotion by the companies.   It is also important that the spend is correctly focused to avoid superfluous expenditure as television advertising is expensive. Recognition of the impact on the target audience is thus important. While a nation wide model for the same may be of benefit to the advertisers, it would be cost prohibitive. On the other hand a review of a small student community as in Nanaimo, British Columbia, Canada, would enable assessment of the impact of television advertising at a very economical cost and can be further applied across the board. Thus the study is considered very important. References    Active Response. 1959. The Active Response Test of Television Commercials. The Marketing and Social Research Newsletter of the Psychological Corporation, Spring, 1959, 4. 2006. Internet WWW page at http://www.answers.com/topic/advertising. ( 14 July 2006). Bhatia, Tej K. 2000. Advertising in Rural India: Language, Marketing Communication, and Consumerism. Institute for the Study of Languages and Cultures of Asia and Africa. Tokyo University of Foreign Studies. Tokyo Press: Japan. Cable Television. 2006. Internet WWW page at http://advertising.utexas.edu/research/terms/index.htmlCable Television. ( 15 July 2006). Charles F. Keown and Leslie Freundschuh. 1985. Alternative Advertising Formats for Cable Television. Current Issues and Research in Advertising, 8, (1): 175-186. Charles Atkin and Martin Block. 1983. Effectiveness of Celebrity Endorsers. Journal of Advertising Research, 23 (February/March): 57-61. H. Sandage. 1993. Roads to Be Taken, Center for the Study of Free Enterprise and Entrepreneurship, Graceland College, Iowa. Charles H. Patti and Charles F. Frazer. 1988. Advertising: A Decision-Making Approach. New York, NY: Dryden Press. Cotugna, N. 2006. The Hidden and Potent Effects of Television Advertising. 2006; 295: 1698-1699. City News. 2003. City News, Vol 1 No 1. January 2003. Core Student Values. 2006. Internet WWW page at http://www.mala.ca/campusrec/index.aspMalaspina Foundation. ( 14 July 2006). Dean Sharits and H. Bruce Lammers. 1983. Perceived Attributes of Models in Prime- Time and Daytime Television Commercials: A Person Perception Approach. Journal of Marketing Research, 20 (February): 64-73. 2004. The American Heritage Dictionary of the English Language, Fourth Edition . Houghton Mifflin. 1957. Unveils New Method to Pre-Test TV Commercials. Broadcasting-Telecasting, March 25, 1957, p. 32. Effective Advertising and Promotions Techniques. Nd. Internet WWW page at http://www.sba.gov/gopher/Business-Development/Business-Initiatives-Education-Training/Marketing-Plan/mkt6.txt,. ( 14 July 2006). 16.  Ã‚  Ã‚   Fitzgerald, Brian. 2004. Product placement on television: pervasive and effective advertising, say COM profs. Internet WWW page at http://www.bu.edu/bridge/archive/2004/04-16/placement.htmlWOLV-TV Viewership:. ( 15 July 2006). Food For Thought. 1997. Internet WWW page at http://www97.intel.com/en/ProjectDesign/UnitPlanIndex/FoodForThought/food_form.htm. ( 15 July 2006). Four Techniques. 1952. Four Basic Radio and TV Research Techniques and Their Weaknesses (Fall, 1952), Sponsor, July 14, 1952, p. 206. Halve, Anand. 2005. Advertising : A User’s Manual for Students and Practitioners. London. Sage Publications, Inc Keys to Success, 2006. Internet WWW page at http://www.mala.ca/foundation/keystosuccess.asp. ( 14 July 2006). Klein, Naomi. 2000. No Logo . London : Harper Collins. Krugman, Herbert. 1965. The Impact of Television Advertising: Learning Without Involvement. Public Opinion Quarterly, 29 (Fall), 349-56. Leon, Jose Luis. 1996. Los efectos de la publicidad. Barcelona: Ariel, Lynn R. Kahle and Pamela M. Homer. 1985. Physical Attractiveness of the Celebrity Endorser: A Social Adaptation Perspective. Journal of Consumer Research, 11 (March): 954-961. 2006. Internet WWW page at http://www.exchangemagazine.com/XQuarterly/media.html. (16 July 2006). Media Literacy, 2006. Internet WWW page at http://www.pbs.org/teachersource/media_lit/getting_started.shtm. (16 July 2006). 1958. The Answer to the Ratings Muddle. Sponsor, February 1, 1958, pp. 30-33. 2006. Internet WWW page at http://en.wikipedia.org/wiki/Nanaimo,_British_Columbia. (16 July 2006). Nanaimo, 2004. Dictionary Definition of Nanaimo The American Heritage ® Dictionary of the English Language, Fourth Edition. Houghton Mifflin Company. Mo News Release. 2005. Shaw Communications Announced as First Community Partner for Vancouver Island Conference Centre. Internet WWW page at city.nanaimo.bc.ca. ( 14 July 2006). Thomas O’Guinn, Chris Allen and Richard J Semenik. 2006. Advertising and Integrated Brand Promotion with Infotrac. Thomson South – Western. Paul Surgi Speck, David W. Schumann, and Craig Thompson. 1987. Celebrity Endorsements Scripts, Schema and Roles: Theoretical Framework and Preliminary Tests. Advances in Consumer Research, 15: 69-76. 2006. Forging the Link Between Alcohol Advertising and Underage Drinking. Internet WWW page at http://www.rand.org/pubs/research_briefs/2006/RAND_RB9073.pdf. (29 July 2006). 2006. 94. A New Ruckus over Ratings Begins Broadcasting, Vol. 54, March 31, 1958, pp. 31-36. Roland T. Rust and Richard W. Oliver. 1994. The Death of Advertising. Journal of Advertising, 23(4): 71-77. 1954. Does Your Commercial Make Them Want to Buy?. Sponsor, October 4, 1954, p. 32. 1958. A New Way to Measure TV Commercial Effectiveness. Sponsor, June 28, 1958, Students, 2006. Internet WWW page at http://www.mala.ca/HumanResources/about.asp. ( 14 July 2006). Television Broadcasting. 2005. Internet WWW page at http://www.exchangemagazine.com/XQuarterly/media.html. (16 July 2006). Thoughts About Future. 2001. Faculty of Advertising. University of Texas. At Austin. Internet WWW page at http://www.ciadvertising.org/studies/reports/future/future2.html. (16 July 2006). Towns, 2006. Internet WWW page at http://www.vancouverisland.com/regions/towns/?townID=58. ( 14 July 2006). 2003. The Columbia Electronic Encyclopedia. Sixth Edition. Columbia University Press. 2006. Internet WWW page at http://www.answers.com/topic/advertising. ( 14 July 2006). 1958. Countdown on Anit-TV Blast? Broadcasting, November 3, 1958, p. 38. Viewers on CTV. 2006. Internet WWW page at http://www.exchangemagazine.com/XQuarterly/media.html. (16 July 2006). Wayne S. DeSarbo and Richard A. Harshman. 1985. Celebrity-Brand Congruence Analysis. Current Issues and Research in Advertising, 8 (1): 17-52. Wernick, Andrew. 1991. Promotional Culture: Advertising, Ideology and Symbolic Expression (Theory, Culture Society S.). London: Sage Publications Ltd.

The Method Of Ibs And Conventional System Construction Essay

The Method Of Ibs And Conventional System Construction Essay Labour productivity comparison between structural building systems showing that the number of trades for each building system was highly labour intensive because it consisted of four major operations, namely the erection of scaffolding and formwork, installation of reverse, casting of concrete and dismantling of scaffolding and formwork. On the other hand, the IBS required fewer construction operations. For instance, the cast in-situ tunnel form system did not require scaffolding to support the slab while the precast concrete system was pre-assembly in the factory, hence reducing on site labour input. crew size comparison between structural building system; Crew size comparison between structural building systems showing that the conventional building system was significantly different from the IBS. However, no significant difference was found between building systems in IBS. Hence, they were grouped into homogeneous subset . on average, IBS required a crew size of 22 people while the conventional building system required a crew size of 14 people. These crew sizes were further broken down into carpenter, precast panel erector, steel form erector, bartender, concrete and crane operator. In term of percentage, the conventional building system require d 7% more than size of the IBS. this was because the conventional building system required more construction trades than the IBS. cycle time comparison between structural building system; Cycle time comparison between structural building system show that the mean cycle time for completion of structural element of one house, the total construction duration for a project can be predetermined. This can be to evaluate the project extension of time submitted by the contractor. In terms of percentage, the conventional building system required 26%more than cast in-situ table form system, 41% of cast in-situ half tunnel form system 53% of precast concrete 2.4 Factor of choosing method of IBS and conventional system According to the Warszawski (1999),that is the factor of comparison between IBS and conventional system: factor IBS Conventional system Quality Quality-controlled and high aesrhetic and products through the process of controlled pre-fabrication and simplified installation. Factory production of fabricated components minimizes errors and imperfections, resulting in better quality products, better workmanship and superior finishes. An IBS components produces higher quality of components attainable through careful selection of materials, use of advantages technology and strict quality assurance control. The initial capital investment for setting up a permanent factor is relatively experience. Plant, equipment, skilled worker, management resources need to be acquired before production can be commenced. Less (cannot change the design flexibility as components ordered was fixed in sizes) Materials may manage by semi-skill people. Uncertain weather can result in less-than expected construction. More (design can change flexibility, or can cast in-situ) Speed of construction time Faster completion of construction projects due to the usage of standardized prefabricated components and simplified installation processes. An industrialized building system allow for faster construction time because casting of precast element at factory and foundation work at the site can occur simultaneously. This provides earlier occupation of the building, thus reducing interest payment or capital outlays. Generally, all building system requires lesser time to fabricated the building components, which may include time taken to fabricated, erect and dismantle formwork and to cure the concrete. Speed of construction is according to labour productivity and materials delivery to construction site. Time consuming where the process can be delay by weather or scheduling conflict. Construction of in-situ work requires the fixing and casting time, thus it is slow. Cost of construction The initial cost of constructing the factory, casting beds and support machinery is usually expensive and can only be removed when undertaking large project. The repetitive use of the formwork made up steel, aluminium, etc and scaffolding provides considerable cost savings. For large project, the initials capital investment in the building system can be amortized to a large extent, especially when the cost is given a wider spread. Prefabricattion capitalizes on a faster turnover, giving savings on overheads and other operational costs. Greater control over manufacturing results dramatically reduces the chance of cost overruns. Need to employ professional person to in charge. Construction cost increase due to uncontrollable variables such as weather and scheduling conflict. If suitable materials are choosing, cost of construction will decrease. Storage and equipment space For the purpose of erecting and assembling precast panels into their position, heavy crane is required especially for multi-storey building. It is therefore important to incorporate this additional cost when adopting a prefabrication system. The prefabrication system relies heavily on sophisticated plants, which have to be well coordinated and maintained by skilled operators. Breakdown in any section would hold-up the entire production line. A large work area for the factory, tower cranes, trailers and storage space for the precast components are normally required. Most construction sites are congested are quite often unable to provide the large are required. Need to provide a storage for machinery. Bigger space is needed materials storage Lesser large equipment at site like tower crane, mobile crane and etc. Safety and cleaner Construction is not affected by adverse weather condition because prefabricated component is done in a factory controlled environment. Safer construction site due to reduction of site workers, materials and construction wastage. Construction operation is safer without large equipment like tower crane and etc. transportation It is found that casting of large-panel system can reduce labour cost up to 30 percent. However, these cost savings are partially offset by the transportation costs. The transportation of large panels is also subject to the must taken into consideration when adopting a prefabrication system. All materials are deliver under small sizes and package form, thus all materials are easily transport to construction site. Labour Low site worker required due to simplified construction methods. Prefabrication takes place at a centralized factory, thus reducing labour requirement at site. This is true especially when high degree of mechanization involved. Due to the higher degree of mechanization, professional person is needed. Skilled workers are replaced by plant machinery, tower crane and mobile loaders. Using more of the workers is semi-skilled and skilled worker. High site workers required due to traditional construction methods. Using more of the workers is semi-skilled and skilled worker. (source: Peng, 1986; Abdullah, 2003; Warszawski, 1999; Zaini, 2000; CIDB, 2003, 2005; Ingemar Lofgren Kent Gylltoft, 1996; Raymond, 2002)

Symbolism in The Tell-Tale Heart by Edgar Allen Poe Essay -- essays re

Symbolism in The Tell-Tale Heart by Edgar Allen Poe Like many of Edgar Allen Poe's works, 'The Tell-Tale Heart' is full of death and darkness. Poe used many of the real life tragedies he experienced as inspiration for his gothic style of writing. Poe dealt with many aspects of death and madness in his stories, madness again is playing a key role in the plot. In this short story Poe used literary devices such as point of view and symbolism to give it a more dramatic effect and add to the madness the narrator portrays.   Ã‚  Ã‚  Ã‚  Ã‚  Poe's use of the point of view device is very evident in ?The Tell-Tale Heart?. The madman that speaks through the entire story talks in an unreliable first person view. Because of the man?s obvious madness you are not sure what is taking place in the introduction and what the actual events of the story were. Although there is a definite madness in the man?s attitude and he is constantly aware of it yet he makes many claims that he is not mad at all. ?You fancy me mad. Madmen know nothing. But you should have seen me. You should have seen how wisely I proceeded-with what caution-with what foresight-with what dissimulation I went to work!?Ha!-would a madman have been so wise as this He is obviously well aware of his madness but he tries to justify it by saying that he is not mad because he puts so much effort and wisdom into his deeds. It is kind of an ironic statement that he justifies his madness in the wisdom he shows in the insane act itself. This is like a student saying he is not cheating because he had to ?do work? to get the plagiarism. There is ironically no ?method to the madness? in his argument. After the narrator commits the murder he again tries to justify his present madness. ?If still you think me mad, you will think so no longer when I describe the wise precautions I took for the concealment of the body. The night waned, and I worked hastily, but in silence.? Even after the thought of possible murder has left his mind and he has done the act, he again justifies his deeds by his precautions. In his mind things are not what they actually are in reality in the least bit. In another part of the story the narrator tries to explain wha t he says we see as his madness. ?And now have I not told you that what you mistake for madness is but over-acuteness of the senses The resulting madness the narra... ...The end of the story however is when the heartbeat really does take on meaning though. Even though he had been good to get rid of the body and the policemen in his house did not suspect anything, it was the ?beating of the heart? that gave him away. ?The ringing became more distinct:?until, at length, I found that the noise was not within my ears?I gasped for breath-and yet the officers heard it not?It grew louder-louder-louder! And still the men chatted pleasantly, and smiled?no, no! They heard!-they suspected!-they knew!-they were making a mockery of my horror!-this I thought, and this I think?I felt that I must scream or die!-and now-again!-hark! louder! louder! louder! louder! louder!? I think that the beating of the heart the narrator is his guilt for killing the old man, and just like in the old man's room, it derived from his madness. His madness was the thing that drove to murder and to confess to it.   Ã‚  Ã‚  Ã‚  Ã‚  ?The Tell-Tale heart is kind of saying that your own heart knows what you?ve done and in the long run guilt will find you out. In this story Poe used point of view and symbolism together so that this truth could be seen actually how it is written. Symbolism in The Tell-Tale Heart by Edgar Allen Poe Essay -- essays re Symbolism in The Tell-Tale Heart by Edgar Allen Poe Like many of Edgar Allen Poe's works, 'The Tell-Tale Heart' is full of death and darkness. Poe used many of the real life tragedies he experienced as inspiration for his gothic style of writing. Poe dealt with many aspects of death and madness in his stories, madness again is playing a key role in the plot. In this short story Poe used literary devices such as point of view and symbolism to give it a more dramatic effect and add to the madness the narrator portrays.   Ã‚  Ã‚  Ã‚  Ã‚  Poe's use of the point of view device is very evident in ?The Tell-Tale Heart?. The madman that speaks through the entire story talks in an unreliable first person view. Because of the man?s obvious madness you are not sure what is taking place in the introduction and what the actual events of the story were. Although there is a definite madness in the man?s attitude and he is constantly aware of it yet he makes many claims that he is not mad at all. ?You fancy me mad. Madmen know nothing. But you should have seen me. You should have seen how wisely I proceeded-with what caution-with what foresight-with what dissimulation I went to work!?Ha!-would a madman have been so wise as this He is obviously well aware of his madness but he tries to justify it by saying that he is not mad because he puts so much effort and wisdom into his deeds. It is kind of an ironic statement that he justifies his madness in the wisdom he shows in the insane act itself. This is like a student saying he is not cheating because he had to ?do work? to get the plagiarism. There is ironically no ?method to the madness? in his argument. After the narrator commits the murder he again tries to justify his present madness. ?If still you think me mad, you will think so no longer when I describe the wise precautions I took for the concealment of the body. The night waned, and I worked hastily, but in silence.? Even after the thought of possible murder has left his mind and he has done the act, he again justifies his deeds by his precautions. In his mind things are not what they actually are in reality in the least bit. In another part of the story the narrator tries to explain wha t he says we see as his madness. ?And now have I not told you that what you mistake for madness is but over-acuteness of the senses The resulting madness the narra... ...The end of the story however is when the heartbeat really does take on meaning though. Even though he had been good to get rid of the body and the policemen in his house did not suspect anything, it was the ?beating of the heart? that gave him away. ?The ringing became more distinct:?until, at length, I found that the noise was not within my ears?I gasped for breath-and yet the officers heard it not?It grew louder-louder-louder! And still the men chatted pleasantly, and smiled?no, no! They heard!-they suspected!-they knew!-they were making a mockery of my horror!-this I thought, and this I think?I felt that I must scream or die!-and now-again!-hark! louder! louder! louder! louder! louder!? I think that the beating of the heart the narrator is his guilt for killing the old man, and just like in the old man's room, it derived from his madness. His madness was the thing that drove to murder and to confess to it.   Ã‚  Ã‚  Ã‚  Ã‚  ?The Tell-Tale heart is kind of saying that your own heart knows what you?ve done and in the long run guilt will find you out. In this story Poe used point of view and symbolism together so that this truth could be seen actually how it is written.

Philosophy - Are we Willing to Accept the Changes that Philosophical T

Philosophy - Are we Willing to Accept the Changes that Philosophical Thinking can Bring? Philosophy is a general overview of how our society functions, by how we think and the many ways in which we act. It can also be described as the love of wisdom. As individuals we are introduced to ideas that test our knowledge of the different concepts of life, with questions such as who are we and why were we brought here? Philosophical questions have made an impact on us with thoughts that don't usually have an answer to the question which was brought forward, and to which neither side knows the answer to. For thousands of years mankind has questioned the origins of human life and the nature of the cosmos. Over the years, great philosophers such as Plato and Aristotle philosophized such questions as: What is the meaning of life on Earth? What were the circumstances that caused us to wonder about why we are here? And which method for searching for the meaning of life do we prefer? Such questions have also boggled my mind. The philosophy of one’s life, can only be answered b y that person whom it consumes. Philosophy and our daily lives are closely linked to each other. At work and or school we are sometimes bombarded with questions that may occasionally affect our way of thinking, and in some cases our moral beliefs. In the community, we are subjected to things that become integrated into our lives, and we are left with the agony of trying to figure out the right or wrong answer, wh... Philosophy - Are we Willing to Accept the Changes that Philosophical T Philosophy - Are we Willing to Accept the Changes that Philosophical Thinking can Bring? Philosophy is a general overview of how our society functions, by how we think and the many ways in which we act. It can also be described as the love of wisdom. As individuals we are introduced to ideas that test our knowledge of the different concepts of life, with questions such as who are we and why were we brought here? Philosophical questions have made an impact on us with thoughts that don't usually have an answer to the question which was brought forward, and to which neither side knows the answer to. For thousands of years mankind has questioned the origins of human life and the nature of the cosmos. Over the years, great philosophers such as Plato and Aristotle philosophized such questions as: What is the meaning of life on Earth? What were the circumstances that caused us to wonder about why we are here? And which method for searching for the meaning of life do we prefer? Such questions have also boggled my mind. The philosophy of one’s life, can only be answered b y that person whom it consumes. Philosophy and our daily lives are closely linked to each other. At work and or school we are sometimes bombarded with questions that may occasionally affect our way of thinking, and in some cases our moral beliefs. In the community, we are subjected to things that become integrated into our lives, and we are left with the agony of trying to figure out the right or wrong answer, wh...

Employee Resourcing and Development Essay

Employee resourcing and development is essential to all organisations and highly contributes towards the organisations success. Employee resourcing is ‘the part of human resource management which focuses on the recruitment and release of individuals from organisation’ and ‘the management of their performance and potential while employed by the organisation’ (Pilbeam & Corbridge, 2010). Employee development is ‘the process & facilitation of learning and knowledge that support business goals, develop individual potential and respect and build on diversity’ (Harrison, R., 2009). Employee resourcing and development can significantly add value to an organisation and help to cement the HR business partnership, and this essay will critically analyse the extent to which resourcing and development activities do so. Absence Management Employee absence levels can have substantial negative impacts on organisations; and therefore it is becoming increasingly common to see organisations introducing new, or revising existing, absence management programmes. A study from CIPD found that the ‘annual median cost of absence per employee was  £595’ (CIPD, 2013); costing the UK economy  £17 billion per year (ACAS, 2010). If an employee is absent from work it is highly likely that the organisation will be faced with both direct and indirect costs. Direct costs being those associated with the hiring of, and paying for, temporary staff while the particular employee(s) are absent (ACAS, 2010); Statutory Sick Pay if the employee is absent for 4 or more days in a row; occupational sick pay, if it is part of the particular organisations terms and conditions (GOV.UK, 2013). Secondly, indirect costs are those related to low morale amongst remaining colleagues, who may be expected to take on extra responsibilities as a result of the absence; decreased customer satisfaction, if temporary members of staff are not adequately knowledgeable in particular areas of customer interest; reduced reputation with both customers and potential employees, potentially affecting future business; decreased performance and productivity, as a result of demotivation of remaining colleagues and lack of staff in relation to workload. All of which can significantly impact upon organisational efficiency and effectiveness  (Pilbeam & Corbridge, 2009). Efficient absence management can reduce the detrimental effects that employee absence can have on an organisation, and can also be seen to contribute towards added value. The study carried out by CIPD found that ‘return-to-work interviews and trigger mechanisms†¦ are ranked among the most effective approaches for managing short-term absence’ (CIPD, 2013). A return-to-work interview is a crucial part of an absence management programme – welcoming empl oyees back to work following their absence and checking that the employee is well enough to return to work (ACAS, 2010). If an employee returns to work before being fully recovered there is the chance that the employee will take longer to return to full health, reducing productivity and potentially resulting in them being absent again in the near future, and possibly for a longer period. There is also the risk that they could pass on their illness to other colleagues resulting in further absences (Robson, 2006) and further impacts on productivity. Read more: Essay on Developing and Assessing Employees The return-to-work interview also allows organisations to identify the cause of the employee’s absence and to assess whether their absence was work-related (ACAS, 2010). This then enables the organisation to take steps to prevent the same employee, or other employees, being absent for similar reasons in the future; this may include training updates in health and safety for example. The cost of such changes will be potentially outweighed by the benefits, by reducing employee absence levels in the long-term. A return-to-work interview may also outline the underlying reasons for absence, such as the employee having to take care of an elderly relative (ACAS, 2010). In these circumstances an organisation may decide to develop different working arrangements with that particular employee, for example flexible working. Flexible working allows the organisation to fit around the employee’s schedule, potentially reducing the number of days that the employee needs to take off work unexpectedly as a result of their circumstances; thus reducing the negative impact that unexpected absences can have on productivity and associated costs. It also enables organisations to plan ahead – if they know that a particular employee is going to be off work then they can recruit temporary/part-time staff to fill in on these days; reducing the impact that the extra workload could have on colleagues stress levels and allows the organisation to maintain levels of productivity. The effectiveness of flexible working and the extent to which  it adds value, however, relies heavily on whether or not it is valued by the employees themselves (Hodge, 2009); therefore this should be investigated prior to it being implemented. As previously mentioned trigger mechanisms, such as the Bradford Factor is also found to have an ‘overwhelmingly positive impact on absence’ (CIPD, 2013, p. 31). The Bradford Factor is a ‘mechanism for weighting frequency of sickness absence’ (Pilbeam & Corbridge, 2009 p. 340). Such management techniques of monitoring absence increase productivity and reduce levels of absenteeism; which in the long-term will reduce organisational costs, resulting in increased profit. A study looking into the impact of positive intervention in absence management found that trigger mechanisms reduced absenteeism, especially if sick pay was withdrawn or there was the threat of disciplinary action (Baker-McClearn, et al., 2010). However , this was also found to ‘contribute to low morale, lack of commitment to work, stress and anxiety’ (Baker-McClearn, et al., 2010), all of which could potentially lead to reduced productivity resulting in increased costs. There was also a close link found between the use of trigger mechanisms and increasing levels of presenteeism (Baker-McClearn, D. et al., 2010). Presenteeism can be used to describe people ‘who, despite†¦ ill health†¦ are still turning up at their job’ (Unison. 1999, as cited in Baker-McClearn, et al., p. 311). For example, employees would come into work feeling unwell as, one, they couldn’t afford to remain absent if not receiving sick pay and two, they were frightened of the consequences disciplinary action would bring. This has severe impacts upon productivity, with findings showing that ‘productivity drops from 75% on ‘normal days’ to 55% on ‘sick days’’ (Newcombe, T., 2013). Ther efore, although the Bradford Factor is effective in reducing absenteeism, it is questionable whether the benefits of this outweigh the negative impacts on the employee and the impacts that presenteeism can have on the organisation. As previously mentioned, HR aims to improve employee productivity through absence management. This consequently improves employee performance, which contributes towards organisational objectives, such as improving performance – potentially leading to increased profit margins. Therefore the alignment of the HR practitioner’s objectives with the business manager’s objectives helps to reinforce the business partnership; with both partners working together to  achieve organisational objectives. Employee Well-Being Employee well-being has been defined by CIPD as ‘creating an environment to promote a state of contentment which allow employees to flourish and achieve their full potential for the benefit of themselves and their organisation’ (Pilbeam & Corbridge, 2009, p. 416). It is becoming increasingly common to see organisations adopting measures designed to promote employee health and well-being; as organisational researchers have found that dysfunctional employee well-being can have widespread costs for the organisation (Wright & Chuang, 2012). For instance, employee well-being strategies aim to create a healthier workforce which consequently leads to reduced absence levels. Therefore, as a result, this then leads to a reduction in the significant financials costs related to employee absence (Bevan, S., 2010). Employee well-being also aims to target long-term absence related to depression and anxiety; both of which prove to be ‘more complex and costly to manage, and have m ore significant consequences for employers’ (Bevan, S., 2010, p. 11). Therefore, it is likely that the costs of implementing such well-being policies will be outweighed by the significant savings and increased added value that will be seen as a result. These measures have not only been found to positively influence an employee’s health and well-being, but also to add value to an organisation through improved employee productivity and commitment (Bevan, S., 2010). As previously mentioned, well-being can have a positive impact on absence levels which as a result improves employee productivity. Macdonald (2005) also suggested that well-being strategies contributed towards employee morale, increased levels of productivity and employee retention (Pilbeam, & Corbridge, 2009). Research has also gone onto to find that there is a significant link between employee well-being and job performance, workplace accidents, customer engagement, quality defects and profitability. Job per formance has been found to be highly correlated with employee well-being in a number of organisational studies (Thomas, et al, 2012). Absence management is one way in which performance can be improved within all organisations, particularly within the domiciliary care sector. With government cut backs and managements time being constrained, absence management schemes can often be overlooked, resulting in high levels of absenteeism. As previously mentioned, the Bradford factor has been found to  have an ‘overwhelmingly positive impact on absence’ (CIPD, 2013, p. 31) and is one way that domiciliary care businesses could monitor absence effectively and efficiently, without taking up too much of management’s time and without incurring substantial costs. Return-to-work interviews will also enable management to identify the key reasons behind the absence, allowing management to take steps to potentially prevent absence of the same reason occurring again. Both techniques will in theory reduce absenteeism as employees will be aware that their absence is being monitored, and so they will be less likely to be absent from work as frequently; therefore overall increasing organisational performance. Recruitment and Selection Recruitment is ‘the process of generating a pool of capable people to apply for employment to an organisation’ and selection is ‘the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s)’ (Braton and Gold, 2007, as cited by French & Rumbles, 2010). The recruitment and selection process is ‘fundamental to the functioning of an organisation’ (Pilbeam & Corbridge, 2006, p. 155), and it is also said that ‘the success of an organisation depends on having the right number of staff, with the right skills and abilities’ (ACAS, 2010, p. 3). Therefore, the right recruitment and selection procedures are crucial to an organisation finding the best candidate for the job. Recruitment The recruitment process is extremely important when it comes to adding value to an organisation in the long-term. Poor recruitment processes – which result in the wrong candidate being selected for the job – can be very expensive for an organisation in terms of employee turnover, organisational costs and employee morale (ACAS, 2010). Good recruitment can ‘significantly contribute to effective organisational performance, to good employee relations, and to a positive public image’ (Pilbeam & Corbridge, 2010, p. 156). The first step in the recruitment process is to create an effective job description and job specification. It is vital that the skills and competencies outlined within the person specification are accurate in  relation to the needs of the job. If this is not the case then there is the chance that an individual will be employed with false expectations, potentially resulting in them not performing as well as was originally intended (ACAS, 2010). In worse cases, the employee may lose faith in the organisation and leave to work for potential competitors, taking with them the training they have received. Not only is this is a waste of an organisations time, money and resources – all of which can be potentially avoided if an organisation has an effective recruitment procedure in place – but it can also have an impact on existing employees morale. For example, it can be demotivating for existing employees to see new employees coming and going within a short space of time. The process of recruiting and training new employees can also be lengthy, in which time colleagues will potentially be expected to take on extra responsibilities; possibly impacting upon employee productivity and overall organisational performance. Over recent years online recruitment has become increasingly popular. Online recruitment shortens the recruitment cycle (Pilbeam & Corbridge, 2010), which can be of great benefit to some organisations w ho find that their lengthy recruitment process can result in them losing potential candidates (CIPD, 2013). A survey carried out by Chapman and Webster (2003) also found that most organisations (within the USA) that used technology based recruitment and selection techniques, did so because they found that they added value in terms of improved efficiency, reduced costs and increased the number of potential candidates. This improved efficiency and reduced costs will potentially allow organisations to increase their profit margins, and by widening the applicant pool the organisation has a greater chance of finding the ‘right’ candidate for the job. However, although this method of recruitment generates a high volume of candidates, it does not necessarily mean that these candidates possess the relevant skills or attitudes required for the job. It is also particularly important that the recruitment and selection process is fair. The employer must recognise that it has a lega l obligation to make sure that they do not unlawfully discriminate against potential candidates during the recruitment and selection process (ACAS, 2010). In ensuring this, an organisation reduces its risk of facing legal costs that may be incurred if it were to be seen to demonstrate unlawful recruitment and selection procedures; improving the organisations reputation  and therefore adding value. For example, if an organisation is seen to operate ethically and value equality then it is likely that the organisation will see an increase in their customer base and also in the number of candidates wanting to work for the organisation – increasing the likelihood of the organisation finding the right person for the job. Selection ‘Inappropriate selection decisions reduce organisational effectiveness, invalidate reward and development strategies, are frequently unfair on the individual recruit and can be and can be distressing for managers who have to deal with unsuitable employees’ (Pilbeam & Corbridge, 2010, p. 155). Therefore, it is important that the selection process is carried out effectively, ensuring the ‘best’ candidate is chosen for the job. The selection process not only produces a shortlist of applicants for the interviewing stage, but it also provides the organisation with feedback in regards to their job advertising and the application form. This will help improve the organisations future recruitment and selection procedures, making the process of finding the ‘right’ candidate more effective; therefore saving organisational time and reducing any potential costs associated with ineffective selection procedures. It is essential that the selection process gains the commitment of managers and supervisors, by involving them in the process of selecting a candidate (ACAS, 2010). The managers and supervisors will have first-hand knowledge and experience and therefore will know what it is they need in future employees, making the process of selecting the ‘best’ person for the job more effective. This again will add value to the organisation, as if the right person is selected for the organisation then it is highly likely that they will perform well, potentially improving organisational performance overall. The involvement of the managers and supervisors will also help settle the new employee into the organisation, making them feel comfortable within their new role; potentially reducing employee turnover levels and the costs associated with this. The involvement between HR and business managers throughout recruitment and selection also helps to reinforce the business partnership. This involvement ensures that recruitment and selecti on is carried out in line with the organisations strategy – ensuring that the candidate selected  contributes to organisational objectives. Recruitment and selection can be an issue within a lot of organisations, in particular those within the domiciliary care sector. Domiciliary care tends to involve very demanding work, and due to ineffective selection techniques the wrong candidates are selected for the jobs; therefore resulting in high levels of employee turnover. Psychometric testing is one selection technique that would allow domiciliary care businesses to assess the personalities of potential candidates; improving decision-making and allowing managers to ‘develop more informed and accurate perceptions about the ability and potential of individuals’ (CIPD, 2009, as cited in Pilbeam & Corbridge, 2010, p. 202). This will help ensure the ‘right’ candidate is chosen; reducing employee turnover and any associated costs, and improving employee mora le and productivity – therefore enhancing overall organisational performance within this sector. Talent Management Talent management is ‘the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation.’ These individuals ‘make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential’ (CIPD, 2013). Talent management has become an increasingly common practice within a lot of organisations, due to a weakening economic climate which has put pressure on organisations to cut costs and increase efficiency and productivity (CIPD, 2013). In the current climate ‘having a rigorous, cyclical, ongoing process around Talent Management [can] be a key differentiator between success and failure’ (Couch, 2012). Talent has been seen to add value to organisations, particularly as talent management has become ‘integral in engaging employees in the organisation’, if prac ticed effectively (Morton, 2005, p. 11, as cited in Hughes & Rog, 2008, p. 746). Engaged employees are committed to the organisation and therefore will be less likely to leave; this as a result minimises employee turnover and any associated costs. Towers Perrin (2003) supports this idea, as he found that 66 percent of highly engaged employees plan to stay with their current employers, compared to only 12 percent of disengaged employees. It is also  more likely to see higher levels of performance from engaged employees; potentially improving customer service and productivity, as well as increasing sales and profits (Hughes, J. C. & Rog, E., 2008). Effective talent management also ensures organisations can successfully attract and retain talent, reducing the risk of talent leaving the organisation or being employed by a competitor – thus allowing organisations to gain a competitive advantage. Organisations that focus on retaining talented individuals are also able to add value through reduced recruitment and training costs as a result of not having to recruit talent externally, or develop talent internally. Retention of talent also reduces the negative impact employee turnover can have on organisational productivity and employee morale; which in turn can potentially have a consequential effect on profit margins (Chitakasem, N., 2011). There is evidence, however, to suggest that talent management doesn’t always add value to organisations. Lewis and Heckman (2006) argued that ‘improvements in bottom line results [prove] to be temporary, despite an ongoing commitment to talent in the organisation’ (as ci ted in Hughes & Rog, 2008, p. 745). Therefore, it is important organisations evaluate the effectiveness of their talent management scheme as this can contribute highly to its success, enabling them to maximise their return on investment (CIPD, 2009). Also, a focus on external recruitment and retention of â€Å"high talent† employees could: increase competition amongst internal candidates, consequently discouraging teamwork; lead to existing employees feeling undervalued, resulting in increased turnover; redirect training and development from those employees who may be struggling to those who are capable, reduce performance of those who don’t receive training; and ignore fixing cultural or other systematic issues which hinder employee performance (Hughes & Rog, 2008). Whelan & Carcary (2001) also say that those employees who are not seen to be ‘key talent’ can become demotivated as a result of them feeling unappreciated within the organisation; leading to f alls in productivity and potentially negatively affecting profit margins. Therefore, in some cases, talent management may not always add value; the extent to which talent management adds value can depend on how well the organisation manages those employees who are not seen to be ‘key talent’. Organisations implementing talent  management programmes may also experience resistance from some employees; as talent management makes their performance more visible to employers and creates a direct link between future career opportunities within the organisation and rewards (Little, B. 2010). Resistance from employees will likely have a knock on effect on productivity, resulting in profit margins being affected; again affecting the extent to which talent management can add value to an organisation. Overall, talent management, if managed effectively, can significantly add value to an organisation. Maximising employee performance and productivity, improving employee retention, a nd increasing the flexibility of employees etc. all contribute towards an organisations success. However, the business partnership plays a significant role in the extent to which talent management can add value within an organisation. A survey carried out by the Corporate Executive Board’s Corporate Leadership Council (CLC) discovered that ‘HR must effectively partner with business line management to drive talent outcomes’ (Martin, 2010). It is important that line manager’s work with HR practitioners so as to ensure that talent management is directed in the right areas of the organisation and that it is aligned with strategic goals. The HR practitioner must also be knowledgeable of the organisations objectives so as to implement talent management programmes that will contribute towards achieving these goals. As a result, this will potentially help to reinforce the business partnership, encouraging HR to work in partnership with the business leaders to improve its performance and future success. Talent management can be beneficial for many organisations in terms of developing and retaining talented employees so as to improve organisational performance. The domiciliary care, as previously mentioned, has problems with employee retention and therefore talent management could be one way of addressing this issue. Appraisals could be used to assess employees’ performance, and allow managers to identify talent within the organisation, and the training needs (Pilbeam & Corbridge, 2010). Managers can then support and mentor talented employees through further training programmes (CIPD, 2013), such as National Vocational Qualifications (NVQ’s). This support will contribute towards employees feeling valued within the organisation, and this along with the increased knowledge and motivation will help to improve employee performance; which as a result will  potentially improve employee retention and the overall performance of the organisation. In conclusion, absence management, recruitment and selection, and talent management, if effectively managed and implemented, can improve organisational performance. Absence management was found to reduce the negative costs associated with absenteeism, and improve employee morale and productivity. Effective recruitment and selection was found to improve the chances of finding the ‘right’ person for the job; therefore increasing employee performance and reducing employee turnover. Finally, talent management was found to increase employee engagement and motivation through mentoring, and improve employee performance and retention through development. Therefore all three resourcing and development activities contribute towards improving organisational performance, consequently adding value to the organisation. Finally, the aim of human resources to achieve organisational goals through these resourcing and development activities helps to contribute towards cementing the busine ss partnership. References GOV.UK. (2013). Statutory Sick Pay (SSP). Accessed 17th November 2013 https://www.gov.uk/statutory-sick-pay Newcombe, T. (23 May 2013). Stress and presenteeism â€Å"sapping UK productivity†, says research. HR Magazine. Retrieved from http://www.hrmagazine.co.uk/hro/news/1077290/stress-presenteeism-sapping-uk-productivity-research Baker-McClearn, D. et al. (2010). Absence management and presenteeism: the pressures on employees to attend work and the impact of attendance on performance. Human Resource Management Journal. 20 (3), 311–328. doi: 10.1111/j.1748-8583.2009.00118.x Robson, F. (2006). How to†¦ manage absence effectively. CIPD. Retrieved from http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2006/08/88/howtomanageabsence-2006-08.aspx Hemsley, S. (2011). Absence: How does it affect the workplace and what can employers do about it? HR Magazine. Retrieved from http://www.hrmagazine.co.uk/hr/features/1019816/absence-how-affect-workplace-employers Howart h, J. (2005). Absence management. Strategic Direction, 21