The Chosen - Historic Events :: essays research papers

Chaim Potok uses historic events to help shape the plot of The Chosen and create conflicts and challenges for the characters to overcome. Specifically, the Holocaust and the Zionist movement create a feeling of aversion between the Malters and the Saunders by setting the Malters' reform Jewish, Zionist beliefs against those of the Hasidic, anti-Zionist Saunders. In the end of The Chosen, after the strength of Reuven and Danny's friendship has been thoroughly tested, their bond emerges just as healthy as it was prior to their estrangement. The characters' reactions to these events shape the entire second half of The Chosen. When the news of the intense Nazi persecution of the Jews reaches New York, the Malters and the Saunders are intensely disturbed. While David Malter is reading an account of the terror of the Holocaust, Reuven sees him "break down and weep like a child"(180). Reb Saunders shows his grief when he sighs, "How the world makes us suffer"(181). Danny and Reuven are also "tense and distraught"(181) after an original feeling of shock. Although both families' initial reactions are identical, their solutions to the persecution of the Hebrews are radically different. Differences in ideology between the two families of The Chosen cause conflict between the two patriarchs and their sons. The Hasidic viewpoint, which is shared by Danny and Reb Saunders, is that everything that happens on Earth is the result of God's will. Therefore, the Holocaust is what God wanted. Reb Saunders believes that there is nothing they can do but "accept the will of God"(181) and that no human intervention is necessary or even tolerable. Conversely, David and Reuven Malter believe that the Jewish people "cannot wait for God"(182), and that they must "replace the treasures [the Jewish people] have lost"(182). David Malter is not as sure that the future rests solely in God's hands as Reb Saunders is and says, "If we do not rebuild Jewry in America, we will die as a people"(182). The Malters share a more widely accepted view that they live in a world that can be changed for better or for worse by people's thoughts and actions. Therefore, the Malters believe that people must either speak and act against injustices or expect the worst for the world and its populace. The ideas of David, Reuven and other reform Jews sparked new interest in the notion of a Hebrew state in Palestine. Zionism was an idea with a long history, but it starts to involve the characters of The Chosen and picks up intensity after the Holocaust.

Motorcycle Helmet laws Essay

Over the past 30 years, many states have enacted mandatory helmet laws for motorcycle drivers. There have been many states that have rescinded these laws for reasons that may not be known by those most interested – the motorcycle rider him/herself. Currently, less than half of all U. S. states require helmets for motorcycle operators. One who is interested in this topic may wonder how those that are in positions to give the thumbs up or thumbs down regarding these laws make their decision one way or the other. Do they have facts, data and evidence to support their verdicts? Or, are they influenced by stories of horrific motorcycle fatalities recited to them by friends, family, neighbors, coworkers, church members, or acquaintances at the grocery store, garden center and/or the local pub? Could there be a possibility that they might pass a mandatory helmet law due to a knee-jerk reaction to a particularly heinous accident that recently occurred and been covered by television, radio, newspaper and the internet? What are the chances that one of those decision makers was an avid rider who escaped serious injury due to donning a helmet while riding? Those questions might also lead to others, for example, about how much influence lobbyists have when it comes down to the final moments prior to the enactment or veto of a particular bill. Does a lobbyist that is pro-mandatory helmets have more â€Å"clout,† or would, for example, a group of motorcycle drivers have any influence? The typical motorcycle rider and/or the general public most likely has no idea what factors are explored prior to the determination of those who have license to make the decision as to how one should dress if they are heading out on a motorcycle. Despite empirical evidence that supports the use of helmets, avid motorcyclists argue that helmet laws violate the Ninth Amendment, which states, â€Å"no law shall be enacted that regulates the individual’s Motorcycle Helmet Laws 3 freedom to choose his personal actions and mode of dress so long as it does not in any way affect others. † Trends over the past several years have been to review and disseminate accident and other reports written by police and highway patrol officers, hospital workers, witnesses to the scene and road construction workers who may have been at the site at the time of the accident. Figures and findings resulting from the National Highway Safety Act have been accessed. Compilations from states’ motor vehicle divisions and departments of transportation have also been employed extensively to determine if enactment of mandatory helmet laws decreases injuries and deaths from motorcycle crashes. These reports and statistics, however, have not included details regarding factors such as age and/or sex of the driver, style and size of motorcycle, geographical demographics, or the number of months one rides or the time of day that the incident occurred. Published research studies regarding statistics from several states were analyzed for this assignment. Some studies include all states of America, while many others focus on a particular state or group of states. Other types of research reviewed included telephone interviews with motorcyclists, articles by motorcycle groups pertaining to published findings and observations of riders, documenting whether or not they were wearing helmets. This student has a particular interest in this subject as she rides a motorcycle. In the state where she resides (Minnesota) there is no mandatory helmet use law. Unfortunately, she is not aware of the particular reasons that her state has made the decision not to enact this law. Nevertheless, if she were extremely astute, she would have reviewed any statistics regarding her home state. The author is interested in discovering the reasoning that the â€Å"powers that be† chose to allow her to have the freedom Motorcycle Helmet Laws 4 to decide whether or not she will don a helmet prior to embarking on a journey. Her hypotheses as to the reasons are probably so far off base that she would be hesitant to admit them to another. Ultimately, her quest is to evaluate the writings and attempt to discover if mandatory helmet laws do, indeed, decrease injuries and deaths as a result of a motorcycle crash. There are a variety of reasons a motorcycle driver makes the decision as to whether to wear a helmet while riding vs. not wearing one. Some of the factors that influence this decision appear to be age, demographics (urban vs. rural living), and style and size of motorcycle. Other factors involved are where the person is riding (highway, city, side streets, rural areas, etc. ) Weather conditions and time of day (early morning, rush hour, nighttime) also should be taken into consideration. Maneuvering through hundreds of vehicles on the road and the rising or setting sun in one’s eyes have a bearing on how well a driver can see. The incidence of accidents that result in injury and fatality has fluctuated with the enactment and rescinding of mandatory helmet use. The United States federal government has had a vacillating approach to the use of motorcycle helmets since 1967, when the National Highway Safety Act (NHSA) was first passed, which required states to enforce helmet laws or be ineligible for certain funding programs at the state level. By 1976, Congress responded to pressures from individual states and motorcyclist interest groups by revoking the federal authority to assess penalties for non-compliance. Within 4 years after the NHSA was revised, 28 states repealed their mandatory helmet laws. Congress later enacted the Intermodal Surface Transportation Efficiency Act in 1991, which created incentives for states to enact helmet use; yet by the fall of 1995, Congress lifted sanctions against states lacking helmet law enforcement. This final repeal set the stage for state legislatures to repeal helmet laws entirely. Only Motorcycle Helmet Laws 5 20 states currently require the use of a protective helmet for all motorcycle riders, three states do not require a helmet for any riders, and 27 states require helmet use only under specific conditions. Several studies suggest that injuries and deaths from motorcycle crashes significantly decline after the passing of mandatory helmet laws in a variety of states. Consequently, the impression one perceives is that helmet use is the panacea to obliterating any injuries and deaths from serious motorcycle mishaps. The statistics that are embodied in these studies are Death to Accident Ratios, which compare the number of deaths to the number of related accidents. Limitations of these studies are that many fail to take into account the fact that motorcycle registrations declined upon resolution of the mandatory helmet use. One such study was entitled â€Å"Motorcyclist Deaths Spike as Helmet Laws Loosen. † When one glances at the title of this report, it appears alarming and gives the impression that once a compulsory act is rescinded, anyone that hops on a motorcycle in a state that does not have the helmet law will surely perish. The finer print indicates that southern states are among those with the highest motorcycle death rates. The smallest print, even smaller than the print in the body of the findings (approximately a size 6 font), disclosed that states with a year-round riding season are those that report higher death rates during the year. It takes the findings from a small number of states and proceeds to construe these across the entire country. Consequently, how can this study be proof that motorcycle helmet use decreases injury and death from riding? In the state of Minnesota, for example, in an exemplary year weather-wise, cycle riders have the opportunity to ride for six months out of twelve. In a year where there is an unseasonably long winter, a short spring season and an early beginning for autumn, Minnesotans may have an entire riding season of only three months. Limitations to the majority of studies looked at the findings and drew conclusions Motorcycle Helmet Laws 6 based on the death to accident ratios alone. Very few attempted to delineate the number of months one would be riding, seasonal road conditions or other factors. The use of a causal model distinguished the research methodology of one particular study from other studies. This methodology appealed to this writer, as many factors can influence not only the occurrence of a motorcycle crash, but the resulting predominance or lack of injury and/or death. The causal model considered crash speed, helmet use, alcohol use and other pertinent variables in an attempt to isolate the separate contribution of each determinant of the severity of injury or probability of death. The advantage of this approach was in the ability to estimate the separate effects of several simultaneous and interrelated causes of motorcycle fatalities and injury severities. Previous studies simply divided accident victims into a helmeted group and non-helmeted group. As a result, all differences in fatality rates, injury rates and injury severities between groups were attributed to helmet use. These comparisons failed to consider other differences between helmet users and non-users which influence the probability of death and the severity of injuries. The writer’s hypothesis was that helmeted riders were more risk-averse and thus: (1) had lower pre-crash and thus crash speeds; and (2) were less likely to combine alcohol consumption and driving (Goldstein, 1986). This researcher surmised that the behaviors of riders might make the difference between the probability of fatality and severity of an injury vs. the wearing of a helmet being the deciding factor. A study conducted by the University Medical Center at Brackenridge in Austin, Texas aimed to identify risk factors leading to riding and crashing a motorcycle without a helmet and to compare outcomes of helmeted vs. unhelmeted motorcyclists involved in a motorcycle crash. This retrospective study took place over a 13-year period and employed the analysis of the trauma registry at the medical center. Data was collected regarding pre-injury characteristics such as the use of protective helmet, age, Motorcycle Helmet Laws 7 gender, ethnicity, insurance status, blood alcohol content and whether the patient was the driver or the passenger. Once more, the research conducted (above) delves into the data related to cycle crashes after the fact. And, as the majority of studies that relied on numbers and formulas concluded, unhelmeted riding was associated with more severe injuries, longer hospitalizations, increased mortality and higher hospital charges. The conclusions of this particular report pointed to three basic factors which were a departure from typical research findings. These analysts determined that independent predictors of riding without a helmet included alcohol intoxication, lack of health insurance and riding as a passenger (Brown, 2011). Some of these conclusions make sense and might seem to be obvious. One can easily understand how alcohol consumption would be a risk factor in collisions on motorcycles, as it decreases reaction time and lends itself to disinhibition on many levels. The subject of health insurance led to questions by the author of this paper. How does not having health insurance influence my decision regarding wearing a helmet? Final notations of the writing declare that education and prevention strategies should be targeted at these high-risk populations. It would be intriguing to determine how to locate this particular group to target for education and prevention. What ultimate goal did these researchers have in conducting this study? This student ponders that question and questions the validity of their closing statements. Taken together, the results indicate that mandatory helmet use laws do increase the number of motorcyclists who wear helmets while riding, thus showing a decrease in serious injury and/or fatality. The threat of being ticketed along with the probability of receiving a fine appear to be the determining Motorcycle Helmet Laws 8 factors as to whether or not a rider wears a helmet. The great majority of studies conducted were quantitative in nature and focused primarily on reviewing summaries of statistics from state reports written by various law enforcement officials. The writer of this text deemed that there may have been limitations in these particular summaries. There were several studies that appeared to employ a more qualitative methodology, however, some findings appeared to indicate the possibility of the researcher having some type of stake in the results of the evaluation, such as the project being funded by an entity that drafts insurance rates for motor vehicles. The overall impression of the qualitative results was that those that chose to delve into this issue came to the realization that many factors contribute to the incidence of injury and death caused by motorcycle collisions. It is important to understand that the ultimate decision as to wearing a helmet while riding vs. not wearing one is the burden of the rider and not of the government. Each rider must take into account those mitigating factors that might influence the success or failure of each ride on his or her motorcycle. Motorcycle Helmet Laws 9 References Auman, Kimberly M; Kufera, Joseph A; Ballesteros, Michael F; Smialek, John E; Dischinger, Patricia (2002). Autopsy study of motorcyclist fatalities: The Effect of the 1992 Maryland Helmet Use Law. American Journal of Public Health 92. 8, August 2002: 1352-5. Brown, Carlos V. R. , MD, FACS; Hijl, Kelli, MSC; Bui, Eric, MD; Tips, Gaylen, RN, MSN; Coopwood, Ben, MD, FACS (2010). Risk Factors for Riding and Crashing a Motorcycle Unhelmeted. Department of Surgery, Trauma Services, University Medical Center at Brackenridge, Austin, Texas. Cotton, Paul (1992). Highway Fund Threat Is No Easy Ride For Motorcycle Law Opponents. The Journal of the American Medical Association 268. 3, July 15, 1992, p. 311. Derrick, Allison J; Faucher, Lee D.(2009). Motorcycle Helmets and Rider Safety: A Legislative Crisis. Journal of Public Health Policy30. 2: 226-42. Eustace, Deogratias, P. E. , M. ASCE; Krishna Indupuru, Vamsi, Hovey, Peter (2011). Identification of Risk Facors Associated with Motorcycle-Related Fatalities in Ohio. Journal of Transportation Engineering/July 2011, 120-125. Goldstein, Jonathan P, PhD (2011). The Effect of Motorcycle Helmet Use on the Probability of Fatality and the Severity of Head and Neck Injuries: Highlights of Helmet Effectiveness Study. The Journal of Emergency Medicine, Vol. 41, No. 4, pp. 441-446. Copyright  © 2011 Elsevier Inc. Motorcycle Helmet Laws 9 Houston, David J. , PhD; Richardson, Lilliard E, Jr. , PhD (November 2007). Motorcycle Safety and the Repeal of Universal Helmet Laws, American Journal of Public Health, 97. 11, 2063-9. Kraus, Jeff F. , MPH, PhD; Peek, Corinne, MPH; McArthur, David L. , PhD, MPH; Williams, Allan, PhD (1995). The Effect of the 1992 California Motorcycle Helmet Use Law on Motorcycle Crash Fatalities and Injuries. American Journal of Public Health, January 1995, Vol. 85, No. 1, pp. 96 – 100. McCartt, Ann T. ; Blanar, Laura; Teoh, Eric R. ; Strouse, Laura M. (1994). Overview of Motorcycling in the United States: A National Telephone Survey, Journal of Safety Research, Vol. 42, pp. 177-184. O’Neill, James MD; Scott, Charry, RRT; Kissoon, Niranjan, MD; Wludyka, Peter, PHD; Wears, Robert, MD; Luten, Robert, MD (2007). Characteristics of Motorcycle-Related Hospitalizations: Comparing States with Different Helmet Laws. Accident Analysis & Prevention, 39, Issue 1, 190-196.

How Much Does It Cost to Use Ethanol

Ethanol is a widely available alternative fuel that can be used in many vehicles that are already on the road, but is it cost-effective to use ethanol or an ethanol/gasoline blend in place of unblended gasoline? A gallon of E85, a blend of 85 percent ethanol and 15 percent gasoline, usually costs a few cents more on average than a gallon of regular gasoline, although prices may vary somewhat depending on location. According to the U.S. Department of Energy, the difference between the two has narrowed since 2014, with a 33 cents per gallon premium for E85 in July 2016. Comparable Cost per Gallon, but Less Fuel Economy A gallon of ethanol contains less energy than a gallon of gasoline, however, so you may get lower mileage with ethanol and be required to fill your tank more often, which would increase your fuel costs. A 10% ethanol blend leads to a 3 to 4% decrease in fuel economy, and a 15% ethanol blend reduces miles per gallon by about 4 to 5%, according to the Department of Energy. E85 will cost you 15 to 27% in fuel economy. For more current information about the cost of ethanol and other alternative fuels, download the most recent Alternative Fuel Price Report from the U.S. Department of Energy. Vehicles That Use Ethanol Cost No More Than Others Vehicles that can use E85 are widely available in many models—sedans, minivans, SUVs, pickups and light trucks—and usually cost about the same as vehicles that run exclusively on gasoline. The U.S. Department of Energy provides an online Flexible Fuel Vehicle Cost Calculator that makes it easy to determine the costs and benefits of using E85 in a flexible fuel vehicle where you live. Hidden Costs of Fuel Ethanol? Some of the costs of ethanol blends are not visible at the pump: The high demand for ethanol has increased the price paid for corn. Meat producers rely on corn as an important feed ingredient, and the higher cost has been reflected in meat prices experienced by costumers.There are complex interactions between pressure to grow corn when prices are high and the resulting reduced availability of acreage for other crops. Less land available to grow food (grains, vegetables) has lead to increased food prices.  Ethanol blended fuels create issues for small motors on lawnmowers, trimmers, chainsaws, and other gas power tools. Ethanol can attract moisture and lead to corrosion issues in the delicate parts of the system, most notably the carburetor. Additionally, ethanol-blended fuel is more prone to separating, producing byproducts damaging to the motor. The problem worsens for those pieces of equipment that are only used seasonally, as they sit idle with fuel in the tank and in the carburetor for extended periods of time. Edited by Frederic Beaudry

Macroeconomics of New Zealand - 1812 Words

Macroeconomics New Zealand 2001 | May 12 2011 | This document contains 1552 words without the Harvard style referencing and the table of contents. | | ------------------------------------------------- Created by: Rausch Pà ©ter ------------------------------------------------- Module: Macroeconomics ------------------------------------------------- Contents Economic profile of New Zealand 3 Rate of GDP Growth 4 Stance of Fiscal policy 6 Government spending 2001 6 Financial System 7 Exchange rate 8 Balance of Payment 9 Works Cited 10 New Zealand’s Macroeconomic situation This is going to be an analysis of New Zealand’s Macroeconomic situation taking into consideration the most important measures of a†¦show more content†¦Direct public debt increased by a net amount of 1,004 million dollar including swaps between 1 July 2000 and 30 June 2001. This increase consisted of a net increase in internal debt of 1,061 million dollar and a net decrease in external debt of 57 million dollar. Government gross direct debt amounted to 34.1% of GDP in the year June 2001, which is a decrease from 35.5% in the previous year. The Budget forecasts operating balances rising to 2%, and net debt being maintained at a highly manageable 18% of GDP by the 2003 financial year. It initiates the transfer of funds into the New Zealand Superannuation Fund, a process that contributes to higher national savings and improves the ability of future governments to meet the costs of an ageing population structure. Government spending 2001 New operating spending is around $700 million in 2001/02, including contingency funding. Initiatives fall into three priorities: investing in education, health and disability services, social services and housing (the fundamentals) Enhancing economic transformation and cultural development (moving New Zealand forward) Investing in our defence and police forces, conservation, bio security, and the environment. 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Johannes Gutenberg and DonatelloTwo Important Figures of...

Research Paper The Renaissance was a cultural movement that spanned the period from the 14th to 17th century. The purpose of The Renaissance was to â€Å"rebirth†. The Renaissance period was to gain knowledge and explore more about life,science,literature and music. Two figures that impacted this period in numerous ways were Johannes Gutenberg and Donatello. Donatello was an early renaissance Italian sculptor who lived in florence. Johannes Gutenberg was a printer and publisher who introduced printing to Europe. These two figures had effects on Science/Technology, effects on art, and effects on culture/society. Donatello and Johannes Gutenberg are two figures with opposing views that profoundly challenged and shaped†¦show more content†¦Without Gutenberg there would be no Reformation. Donatello had a great impact on the Renaissance. He had an affect on art in this time period. Donatello invented the shallow relief technique. The shallow relief technique showed how deep the sculpture was is even though it was very shallow in reality. Many say Donatello Changed modern art forever.Donatello was the first to make a sculpture made of bronze. This lead to others to be creative and think outside the box. Donatello’s creative thinking encouraged and influenced artists around the world. Johannes Gutenberg had an impact on society both then and now. Gutenberg made modern printing possible, and launched an intellectual,religious,and political revolution. Gutenberg printed the first bible in 1455. The printing of books lead to people wanting to gain knowledge and wisdom.He invented the movable type that we still use in today society. Without him there wouldnt be no books,newspapers, and magazines. Donatello had an impact on society both then and now. Donatello work started the the movement of modern art. Many say he is the father of modern sculpture. He urged the expression and character of his sculptors. Donatello is most famous for ow unique his sculptors were.. This made his sculptors pop out and look 3D he was going for a dramatic effect. In conclusion, Johannes Gutenberg had the greatest impact on society then and now. Gutenberg

IHRM Policies and Practices Global Talent Management and Development Free Essays

INTRODUCTION: Talent as described by the Oxford English Dictionary is among other things, (i) ‘a natural aptitude or skill’’ (ii) ‘people possessing such aptitude or skill’’. Talent management is the systematic attraction, identification, development, engagement/retention and deployment of employees with high potential who are of value to an organisation (CIPD/HR INFORM: (2011) Talent Management) One of the principal goals of the Human Resource Management unit of any organisation will be the effective management of the talents embodied in the personnel of the organisation. In fact, the success and effectiveness of the Human Resource Management Policy of an organisation can be measured by its success in this core sector amongst others. We will write a custom essay sample on IHRM Policies and Practices: Global Talent Management and Development or any similar topic only for you Order Now This is driven by the simple truth that â€Å"people make the organisation†. Consequently, the â€Å"right† people with the right skills and orientation will drive progress and growth in the organisation while the â€Å"wrong† people may lead to collapse. With the advent of globalisation, a phenomenon that has integrated formerly independent and distinct national societies and economies, including the various organisations operating in them, across the world through trade and technology. Globalization means liberalization and global integration of markets, it is primarily an economic phenomenon; It is inevitable and benefits everyone, as it spreads progress and democracy throughout the world (Steger (2005) and Fairclough (2006)). Despite the obvious advantages of global integration such as a wider market reach and larger talent pools to pick from, the fact remains that societies, norms, values and business principles vary widely from region to region. A good example of this difference can be seen in the advertising campaign launched in 2002 by the international banking group HSBC as a result of a worldwide customer survey. One of the adverts include a set of three different numbers, each considered to be unlucky in three different countries; 888 is an unlucky number in China, 4 is an unlucky number in Japan while 13 is an unlucky number in the United Kingdom. While readers living in the United Kingdom may be familiar with the number 13 being an unlucky number, it is assumed few people will know that 4 and 888 are also considered unlucky in some other countries. (http://www.hsbc.com/1/2/newsroom/news/2002/new-campaign-for-the-worlds-local-bank) Although Human Resource Management may be at different stages of development in different countries, there is a gradual shift towards convergence- at least across developed nations. This happens for a variety of reasons but principally because it is assumed there is ‘one best way’ of managing Human Resourses and its associated practices, such as job design, work organisation and quality control which is permeating throughout the developed world (Marchington and Wilkinson, 2006, p.26). Managing people globally is an increasing challenge for Human Resource practitioners. Research conducted by the CIPD (Chartered Institute of Personnel Development) in 2009 with 4,000 HR professionals indicates that 30% of respondents see themselves as having international responsibilities (CIPD Research international membership Internal , 2009). Eighty-seven per cent said that ‘keeping up with global developments’ is important to them. This suggests that even if an individual’s role is focused in one country, they cannot ignore the wider world of global Human Resource Management. The challenge for Human Resource Management operating globally is to understand varied markets for both products and people. To assess this global talent challenge we need to understand the drivers of learning and talent development in all of the countries we seek to operate in and from. This has implications for firms competing globally, those with operations abroad and those seeking to exploit these alluring but difficult new markets. In addition, much of our domestic skills debate in the UK is fuelled by a preoccupation with the skills the UK needs to develop to compete with these emerging nations. Much of the hype about emerging economies omits the talent, culture and human capital dimension, which is crucial to really understanding how business operates. This article aims at identifying the current differences in policies and practices across the world, the various options being employed to remove these differences as well as to critically evaluate the changing landscape of Global Talent Management and Development. TALENT MANAGEMENT AND DEVELOPMENT ACROSS THE WORLD Each country or region faces a unique context in managing and developing talent. The factors that shape each country’s context are wide ranging and may include government laws, market forces such as supply and demand, geography, religious and ideological belief systems, level of technological advancement etc. In the following paragraphs, snapshots talent management practises in selected countries and regions will be examined. THE WEST (EUROPE AND AMERICA) Western countries have always been at the forefront development in Human Resource Management. Over the years, there has been a gradual evolution in the European Talent Management and Development system fuelled by the understanding that the right skills must be identified and cultivated to maintain an organisations’s competitiveness and to drive growth and development in the organisation. One of the new pioneering moves of managing talent is that organisations are now tending towards taking ownership of the training programs for their staff. This gives the advantage of having training programs developed to match the specific needs of the organizations. They also go further to partner with various government institutions to ensure these programs meet the relevant academic standards of the country. For instance, it was revealed in the magazine of the Chartered Institute of Personnel And Management (CIPD 27 January 2011) that the supermarket chain Sainsbury’s has put in place a strategy for developing talent to match its business expansion ambitions. As part of this strategy, it has been recently announced that six food colleges will be created. As many as 10,000 staff, more than 6 percent of the workforce, will attend the colleges each year to train and improve skills ranging from knife handling to customer service. Another phenomenon related to that discussed in the preceding paragraph is the development of industry-wide as well as globally-accepted standardised training and examination techniques which result in the award of internationally-recognised professional certification by leading organisations. This hugely successful initiative has fast-tracked the development of large numbers of professionals to take up many vacant job places especially in the Information technology industry. Examples of such programs include the Microsoft Certified Professional (MCP) by the software company Microsoft. Other companies running a similar program include CISCO and Oracle, Learning and development teams within the Human Resource management departments of organisations have been the standard driving force for training and development of personnel. They are usually taxed with the burden of identifying training needs and organising how these needs are met. They still have very important roles to play in talent management especially in smaller organisations where the cost-effectiveness of specialist talent management resources may not be justifiable. A move by large organisations in Europe is the establishment of dedicated â€Å"Skillpool Management and Succession Management† planning teams within the wider Human Resource Management Team. Succession Planning according to an article in People Management magazine of the CIPD is; â€Å"a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors†. The business case for succession planning is very sound considering the fact that it is very difficult to get people of the right skills especially at top management or specialist functions in the organisation. The cost implication of contracting out the recruitment process or handling it in-house as the case may be can be substantial without any guarantees of success. Even when the recruitment process is successful, the new employee may require upwards of six months to start performing at full capacity. On the other hand, identified potential successors within the organisation already have most of the relevant business-related information and will require much less runup times in their new roles. Business-critical functions are also at risk if succession planning is not put in place. In the event of loss of staff in these roles for any reason, an organisation may easily be brought to its knees if a successor is not identified on time. A good example of this situation is the case surrounding the founder and CEO of Apple – Steve Jobs who had been hospitalised repeatedly. Because a successor has not been formally identified, investor confidence in the company has been wavering with shareholders demanding a rectification of the situation. The succession planning team will usually perform some of the following duties; †¢ identify the key roles that would require succession identify all possible successors to these roles including both short and long term successors†¢ develop succession plans by genuine engagement of all concerned parties. †¢ develop job (or job group) successors and development plans for individuals†¢ analysis of the gaps/training needs revealed by the planning process and development of mechanisms to fill the gaps †¢ regular review of the process. It is worth noting that the whole succession planning process has to be carried out as an intrinsic part of the HR policy of the organisation with full support of the organisation’s management. Coaching and Mentoring is also an effective talent management technique applied in organisations across Europe. In this case, senior personnel pair up with younger colleagues and pass on their knowledge to them over time. This is a very effective tool and is used intrinsically in succession planning. For this to be effective however, it will need the support and commitment of both the mentor and the mentored. Recruitment agencies and so called â€Å"head hunters† are also widely used across Europe to attract talented employees, often from rival organisations. As previously defined, talent management involves the identification, attraction as well as retention of suitably skilled personnel into an organisation. INDIA Due to the long-term economic and socio-political relationship between India and the West (especially the United Kingdom), India has absorbed some of the afore-mentioned talent management systems, at the same time other underlying cultural and socio-political issues cannot be ignored. On one hand, elite talent of the type turned out by the top universities is highly attractive and highly mobile, with Indian engineers and specialists beating a well-trodden path to better prospects in areas such as the Gulf countries, the USA and Europe. Indian companies look increasingly to the global talent market to source key people from abroad. The other main challenge in India that is linked to talent is leadership development. For Indian companies and those with operations in India, the challenge is for managers who depend too much on technical skills to acquire the critical people skills that will make them effective leaders. Talent retention is a major issue in India because there are many opportunities for the cream of Indian employees to exploit (CIPD, Talent Development in The Bric Countries). On the other hand, despite the popular notion of India being dominated by high-level IT skills, its talent pool is much patchier and there are major issues in developing the skills that expanding business requires. As a result, key talent is scarce and most HR activity is based on rapid recruitment. A talent-focused approach will help companies develop their business in the sub-continent. India has been one of the most dynamic high-growth economies. It’s easy, however, for the recurring picture of high-tech back-office functions, staffed by high-tech graduates, to be seen as typical of India. In fact, high-tech employment accounts for a small overall proportion of the service sector, which itself counts for about a quarter of employment. The sector includes employment in all areas of the service economy, from high-tech, low-cost airlines to the grinding bureaucracy of the Indian railways. These industries occupy the most qualified layer of people. More typical of India is agr icultural employment, which constitutes 60% of employment, while manufacturing accounts for less than 15% of the workforce. Most of India’s 510 million labour force has poor levels of general education and there is widespread illiteracy. A minority of wealthy individuals have access to the best education at both secondary and university levels. The rest of the ‘tertiary’ education sector has been assessed by the OECD as mediocre (OECD 2007). There is also a growing deficiency in soft/employability skills, with the focus on the technical skills India is renowned for in the public imagination. Most graduates have poor ‘non-technical’ skills, which impedes their effectiveness as workers and reduces their productivity (Rao and Varghese 2009). This also reduces the effectiveness of management, especially when coupled with some of the cultural issues The persistence of informal employment is also a barrier to productivity and growth. Indeed, a recent OECD report indicates that employment in firms of ten or more employees accounts for less than 4% of total employment, while formal structured employment of the type necessary to developing employee commitment and skills accounts for only 15% of total employment. According to Indian HR experts, India’s problem is not a labour shortage but a talent shortage (Rao and Varghese 2009). This talent shortage effectively drives up wages and exacerbates shortages in growth sectors. That is why the issues of managing talent, improving leadership development and managing work–life balance top the HR Agenda in India (CPA 2008). CHINA China faces talent problems from top to bottom. First, it faces a huge and ever expanding rural population drawn in from subsistence agriculture, which needs to be re-skilled to enter the nation’s factories. Many of these labourers are still put to work in primitive, low-productivity factories managed in a distinctly authoritarian manner. As a result, their skill and therefore productivity is impaired, and the value and quality of Chinese manufacturing suffers. As in India, labour costs are increasing because cheaper labour costs are offset by low productivity. Many of the workforce are not just unskilled but illiterate. This trend is set to continue as many more move from the rural interior to the industrial east. In the middle of the labour market things are more positive but, like the cliche of Bangalore in India, not all Chinese industry is manufacturing high-tech games and 3G phones. Skilled technicians, managers and sales people account for only 4% of the Chinese workforce, when the nation requires nearly a fifth to be equipped in these areas. Many Chinese people with technical skills, such as engineering, computing and the sciences, emigrate, and the country needs to import graduates in the key business skills such as accountancy, marketing and commerce. However, arguably, graduates are orientated too much towards the technical side of business and need to be grown and developed as managers and leaders (Yang and Wang 2009). All nations have what management specialists refer to as ‘institutional factors’ in how people are managed. In China these issues loom large. State-owned enterprises are still beset by the residual suspicion of enterprise and individualism. The standard Western view of people as the most important asset is portrayed as callous and instrumental. Conversely, in the private business sector, especially the home-grown factories, the perceived indulgence and inefficiency of communism is turned on its head with workers quite literally ‘sweated’. Many SMEs adopt a’ clan management ‘ style, often using harsh supervision that leaves little room for engagement, involvement and strategic people management practices. To comply with international labour standards and a highly restrictive state employment regulations, many entrepreneurs set up ‘shadow’ factories, with one operation for inspection and audit and another for production. Often these have separate workforces which –though labour costs are low – is ultimately, unsustainable (Harney 2008). BRIDGING THE GAP How then can international organisations having business interests across some or all of these vastly different geographical and socio-political landscapes function effectively. This is the million-dollar questions that International Human Resource professionals across the globe have been grappling with. The truth is that there is no easy answer and there are varied schools of thought on the issue. Multinational companies have navigated these difficult terrains over the years, learning from mistakes and evolving with time. Most countries have strict regulations with respect to employment of citizens and non-citizens and the first rule for any responsible corporate citizen will be to work within the legal framework of the host nation. However, employment is only the initial phase of the talent management portfolio with other phases such as deployment and career development requiring attention. A thorny issue that also arise for Human Resource practitioners is that of diversity. Step into any high-street bank, chain store or other customer-facing business and the chances are that the people who serve you will reflect all the rich diversity of 21st century Britain. But enter these same companies’ headquarters and take the lift up to their executive suites and you are likely to find yourself in a mid-20th century time warp. The people here will be overwhelmingly white, male, able-bodied and of a certain age – a photo of their wife and kids will doubtless be on their desk. It isn’t so much that large organisations actively discriminate against people who don’t fall into this narrow category. A minority no doubt do discriminate, but prompted by legislation, skills shortages and demographic change, most employers are recruiting from an ever-widening base and take the diversity agenda seriously. The trouble is that there is often little joined-up thinking between activities that come under this agenda and what employers are doing to nurture top talent. As one HR director quoted in a recent report on the management of executive talent, put it: â€Å"Ideally talent and diversity should happen together but in reality we are terrible at it. On average, our senior managers are right-wing, white and middle-aged.† According to Jonathan Smilansky, the author of the report, The Systematic Management of Executive Talent, diversity in this context is often seen as being about political correctness rather than something that can have an impact on the bottom line. (CIPD: People Management Magazine 07/2005) â€Å"The real turning point for a number of businesses is when they realise that if your managerial population does not reflect your client base, you can’t understand your consumers and therefore you can’t provide them with the kind of service that you want to,† says Smilansky, a partner in the executive assessment and development consultancy Hydrogen. A representative employee base from top to bottom is essential for a company’s development and success and the challenge for Human Resource practitioners is to proactively identify and nurture diverse talents across board in every organisation. Organisations need to have proactive, concise, measurable and achievable mission goals for equal opportunities for all employees. Another effective means of bridging the gap across countries in terms of talent development is the development of a uniform approach across the whole organisation. The organisation develops a standard company policy that guides the talent management practices across all its spheres of operation. Words of caution though, for this â€Å"policy† to be effective, it must take into account the various factors that operate in the individual nations and communities where the policy will be used. It may not be very successful if it attempts to enforce standards of one particular geo-political area onto other. Compromise may be the best way forward. The concept of Cross-posting and work exchange is also a tool for bridging gaps across socio-political divides in organisations. The idea is that a worker recruited in the United Kingdom for example who has been identified as a potential for a position that would require familiarity with customs in Hong Kong is transferred to the Hong Kong branch of the organisation for a number of years so as to gain firsthand knowledge of the practices in Hong Kong to prepare him for the future position. Cross posting within an organization is not only beneficial for preparing individuals for future roles but also helps integration within the organisation with employees gaining better insight into how other cultures and people work. EMERGING TRENDS From the foregoing, organisations have gradually moved towards various styles of managing global talent development. Intense competition and harsh economic climates have shaped this key aspect of human resource management in diverse ways. HRM practitioners are innovating and experimenting with new ideas on how to tackle growing talent shortages and have come up with various ideas. Below are critiques of some of these new trends: Imported Talent: Many organisations especially in Europe are now increasingly looking to sourcing workforce from eastern countries like China and India as well as African countries. They are ready source of cheap and reasonably equipped skill pool that organizations can tap into. The professionals themselves are willing to relocate to Europe on the promise of a better life. This provides a solution to the issue of aging populations across Europe by supplying a ready working class to support the young as well as the old and retired. Everybody wins except the countries where these expatriates are coming from who end up training a manpower pool for other countries without benefitting from the ideas and innovations of the people that they had invested so much in. The â€Å"brain drain† syndrome is a well-flogged issue. On the other hand, there is the argument that these expatriates remit money back to their home countries to families and relatives left behind, running up to millions of pounds annually. The better of these two rewards to the home countries of these professionals is left for the reader to decide; financial remittance or intellectual contribution to the building up of their home nations. Offshore Jobs/Outsourcing: Another radical approach to the international talent management conundrum is the outsourcing of total companies, production plants, departments or operations to other countries where talents are readily available and cheap, thus helping to bring down the overheads of organisations and improve profits. Typically, this outsourcing is from western nations to the east. There are heated arguments for and against this idea. The argument in favour is obvious; lower operating costs and higher profits. The argument against takes a more holistic and long term look at the issue to arrive at the conclusion that moving jobs and talents to other nations will impoverish the local community/nation at the long run. Head-Hunting: This is a short-term solution to the talent deficiency problem. It usually involves poaching identified potentially beneficial personnel from other organisations with the lure of better compensation packages and or promotion. The advantage is that it promotes healthy competition amongst organisations in the area of compensation packages and salaries for employees. However, it does not address the underlying problem of inadequate number of qualified personnel in any given industry. CONCLUSION Global Talent management is a dynamic and critical aspect of Human Resource management and indeed the total management of the organisation. Organisations that ignore this fact do so at their own peril. It is the opinion of this writer that in order for organisations to remain competitive both in the short and long term, they will have to develop and implement a Global Talent Management Policy that takes into account all aspects of their operations, the surrounding socio-cultural factors in the host countries where they operate as well as equal opportunities for all employees. It may not always be the most cost-effective approach in the short term, but investments made now will definitely yield positive long term results. BIBLIOGRAPHY CIPD (2011) People management Magazine,p.20, (27 January 2011) CIPD/HR INFORM: (2011) Talent Management CIPD (Chartered Institute of Personnel Development) 2009 CIPD: People Management Magazine 07/2005 CIPD, People Management Magazine(2011)Talent Development in The Bric Countries CIPD Research international membership Internal , 2009 Fairclough, N. (2006) Language and Globalization. London and New York: Routledge. HARNEY, A. (2008) The China price: the true cost of Chinese competitive advantage. London: Penguin Books. Marchington and Wilkinson(2006) Human Resource Management at Work p.26 OECD Country and Labour Market Reports 2007, 2008, 2009 and PISA test scores for similar years. RAO, T.V. and VARGHESE, S. (2009) Trends and challenges of developing human capital in India. Human Resource Development International. Vol 12, No 1. pp15–34. RAO, T.V. and VARGHESE, S. (2009) Trends and challenges of developing human capital in India. Human Resource Development International. Vol 12, No 1. pp15–34. Steger (2005) Steger, M. (2005) Globalism: Market Ideology Meets Terrorism, 2nd edn. Lanham, MD: Rowman Littlefield and) Fairclough (2006 Yang and Wang 2009 YANG, B. and WANG, X. (2009) Successes and challenges of developing human capital in the People’s Republic of China. Human Resource Development International. Vol 12, No 1. pp3–14. http://www.hsbc.com/1/2/newsroom/news/2002/new-campaign-for-the-worlds-local-bank How to cite IHRM Policies and Practices: Global Talent Management and Development, Essay examples

Journal of Contemporary Criminal Justice †MyAssignmenthelp.com

Question: Discuss about the Journal of Contemporary Criminal Justice. Answer: Introduction: Burma represents a country with abundance of natural resources, richer cultural heritage and tremendous ethnic and mystical beauty. In other words, Burma is in possession of a colorful mix of culture, history, traditions and myths and is one of the largest countries in the Southeast Asia (Seekins 2017). However, in terms of per capita GDP, Burma is one of the poorest countries of Southeast Asia. The primary reason being the widespread poverty and lower levels of enrolments in school along with higher drop put rates. In spite of the cultural heritage and the wealthy natural resources, the countrys history is tainted by political violence, poverty and violations of the human rights. Reason for Change of Name from Burma to Myanmar Burma went through a succession of military coups during the 60s, 70s and the 80s after receiving independence in the year 1948 (Luyt 2017). However, the leader of the Coup, General Saw Maung, took a decision of changing its name to Myanmar. This was justified stating that Myanmar seemed more inclusive when it came to considering the ethnicity and the cultures of the minority in comparison to Burma. Moreover, Myanmar was derived from a name of ethnic majority. The Rohingya Crisis refers to huge migration of Rohingya people from the state of Myanmar in the year 2017(Ahsan 2016). They were collectively termed as the boat people by the international media. After facing decades of repression and discrimination under the successive Burmese governments, the people of Rohingya decided to migrate. They even faced denial of citizenship under the Citizenship Law of 1982 that made them biggest stateless population across the world. Those who were displaced by violent waves of the 2012 and 2016 faced restrictions on movement and lack of access to the necessary health care that have resulted in the dire humanitarian conditions. The later part of August 2017, saw around 671, 000 Rohingya Muslims flee to the Rakhine State of Burma for escaping the large scale military campaign of ethnic cleansing. The security forces of Burma committed atrocities like sexual violence, mass killings, widespread arson and various other crimes against the humanity although the civilian and the military officials have denied such an offence (Hasan 2017). Such atrocities became unbearable to the Rohinga Muslims that finally led to their migration. Nation Affected by Rohingya Crisis According to the estimated figures put forward by the United Nation, close to one million refugees of Rohingya found shelter in the refugee settlements of Cox Bazaar, Bangladesh (Gee 2017). This has been a strenuous situation for Bangladesh leading to the overcrowded condition is camps. The other nation that seems effected includes the neighboring countries like the India, China, Laos and Thailand. The key regional powers both India and the China has been cruel towards the Rohingya crisis. China blocked the attempts of meaningfully addressing the abusive treatment of Rohingya using its veto that helped in developing diplomatic ties with Burmese regime. Bangladesh also pushed the Rohingya back to the Myanmar. However, the United Nations (UN), United States along with the Organization of Islamic Cooperation led to the issuance of standard condemnations thereby sending the foreign ministers for the urgent talks with Myanmar. How Diplomacy Managed and Solved the Crisis China adopted a three-point plan that helped in solving the Rohingya Crisis (Prasse?Freeman 2017). The first point ensured the restoration of stability and order so that people can start living in peace. The second point put forward that all the parties must support and encourage Myanmar and Bangladesh should strengthen the exchanges and try finding out ways for solving the issue based on equality. It was also put forward that United States should take two-fold approach one ensuring the safe return of the Rohingya and the second ensured providing aid to Bangladesh for coping with the situation. The nations that has been actively involved in the Crisis in addition to China, India, United Nations and United States are Austria, Belgium, Canada, Denmark, Finland, France, Greece, Ireland, the Netherlands, Poland, Spain, Sweden and Turkey Steps Undertaken For International Crisis Management I would have opened safe routes to the refugees Ensured the resettlement of the refugees including the people with medical issues and torture survivors Ensured that no lives are lost in the process People fleeing atrocities like the Rohingya allowed crossing the borders without travel documents Prosecution and investigation of trafficking gang that exploits migrants and refugees Ensured protection of the refugees under available refugee convention or through UN agencies References: Ahsan Ullah, A.K.M., 2016. Rohingya Crisis in Myanmar: Seeking Justice for the Stateless.Journal of Contemporary Criminal Justice,32(3), pp.285-301. Gee, J., 2017. Bangladesh, Southeast Asia Worried by Rohingya Crisis.The Washington Report on Middle East Affairs,36(7), pp.39-40. Hasan, M.M., 2017. The Rohingya Crisis: Suu Kyis False Flag and Ethnic Cleansing in Arakan.Irish Marxist Review,6(19), pp.50-61. Luyt, B., 2017. A wound that has been festering since 2007 The Burma/Myanmar naming controversy and the problem of rarely challenged assumptions on Wikipedia.Journal of Documentation,73(4), pp.689-699. Prasse?Freeman, E., 2017. The Rohingya crisis.Anthropology Today,33(6), pp.1-2. Seekins, D.M., 2017.Historical Dictionary of Burma (Myanmar). Rowman Littlefield.