Poetry essay Essay Example for Free

Poetry essay Essay ?How does Owen Sheers use language, form and structure to explore ideas about separation and division in ‘Winter Swans’? The Poem ‘Winter Swans’ seems to convey a strong theme of natural love. The poem begins with setting a scene of a peaceful day, where nature seems to be stilled after the torrential weather that is referred to in the first line through ‘The clouds had given their all. ’ It goes on to say that there was then a ‘break’, and throughout the poem the poet uses words such as ‘silent’ and ‘rolling’, ‘stilling’ and ‘slow-stepping’ to capture this scene of peace and serenity, as if the world was resting after being thrashed about by a storm. With the idea of a natural love, there comes the confusion and the inartificial knowledge that love is not materialistic, a feeling and something that can not be brought on by force. Through all natural love stories come feelings of hurt and division. A separation that brings the subjects closer and strengthens the emotion. Sheers uses the theme of leaving, and then returning, or rage, and then peace, or the unknown, and then the known to reoccur throughout the poem, eventually strengthening the love, which could be argued as the main emotion of the poem. The poet also uses imagery such as ‘lakes and ‘swans’, to symbolise the peacefulness, and also to symbolise love. You notice words that show the subject is not alone, with ‘we’ and ‘our’. These words and also the motion of the swans, the lake, and the peacefulness are foreshadowing that the poem will take a turning onto love that is more literate. However I don’t think that the poems theme is so much about love in particular, but about a natural love, a natural pull that brings two people together even after hard times. Sheer’s uses Swans as a metaphor of love, the way swans will smoothly dip in and out of the water, and how they are known to curve towards and away from each other as if dancing on ice. They are the perfect example to show the way love will draw away and then come back. He uses vocabulary ranging from ‘silent’ and ‘rolling’ to ‘righting’ and ‘rough’ to show the separation and how quickly the emotions get confused, and how quickly compassion will turn into anger, and vice versa. The poem begins referring to this in the first stanza with weather, as raging storm. And then a ‘break’. The poet then adds on ‘in which we walked’, showing possibly that the subject and whoever they are with also went through a hard time, but are now peaceful along with the nature. In the fourth stanza it describes the swans ‘halving themselves’ in the ‘dark water’, to portray a hard time, but then ‘returning again like boats righting in rough weather’ It then moves onto the poems only piece of speech, â€Å"they mate for life. † Which rounds off the conclusion of the theme of the poem, that although there are hard times, they will always be pulled back together. The poem then shows this also applies for the people, as at the beginning of the poem it describes them as being ‘silent and apart’, but right at the end it shows them holding hands, symbolising how they are together. The poem’s theme is concluded with comparing them to a ‘pair of wings settling after flight’, to show that finally, the emotion has strengthened, and they can settle after the confusion and separation.

Linking and Illegal Trespassing Essay Example for Free

Linking and Illegal Trespassing Essay Bidder’s Edge was different than EBay normal customers for a few reasons. Bidder’s Edge searched for bids on EBay to compare with bids from other bidding sites to find the best bids for customers. Bidders Edge could have potentially slowed the access to EBay’s actual customers on EBay’s site directly (The Recorder, 2000). I feel EBay gained concern because this process could have lost them potential or current customers. For example, if EBay was being compared to other bidding websites with low bids, then it would be obvious that EBay would not be chosen by bidders. Bidders Edge for me seems a lot like Amazon. Amazon compares several stores prices to find their customers the lowest price. The difference with Amazon is that they only search stores that have granted them the permission to do so. Also unlike a bidding website, all prices are as is. Traditional trespass to personal property is entering a premise without permission, misusing or damaging the owner’s property and also preventing the owner of said property from using the property as the owner intended (Bick, 2000). The difference between traditional trespassing and to personal property differs from the California definition of trespassing to computer services is vastly. Where with the traditional trespass to personal property is easy to prove, the California definition of trespassing to computer services is not. California definition of trespassing to computer services states that the owner of web site has to prove that the use by trespasser has caused injury to web site or owner. Being that a majority of the internet is public access, it can be hard to not allow access to certain individuals and companies while considering themselves a public website. Also an internet site is much easier to access than a physical property and harder to prove.

The Alignment Of Compensation And Business Strategies Commerce Essay

The Alignment Of Compensation And Business Strategies Commerce Essay Compensation is a key element in the success of any business. Although compensation plans were not always seen as a strategic business initiative, their huge impact on a companys bottom line, recruiting, retaining and motivating people has led to compensation design being considered an important element to achieving success (OConnell, 2007). The alignment of compensation business strategies It is essential that a fair, competitive and attractive compensation plan is created in order to ensure the future success of the company. If the compensation plan is carried out properly it can improve organisational effectiveness, support human capital requirements of a business, and motivate and reward achievement of key corporate strategic and financial goals (OConnell, 2007: 20). It is thus essential that compensation plans are well thought out and effectively designed. Compensation is the answer to attracting, retaining and motivating employees who have the necessary competencies to carry out the business strategy and handle greater responsibilities (Milkovich, Newman Gerhart, 2007). Managers must take note of the rewards that motivate their employees. If this is not done, it may result in a mismatch between the strategies being used by managers to motivate their employees and the motivational rewards that the employees prefer (Arnolds Venter, 2007). This mismatch, as well as failure on the part of managers and employees to reach common ground in the pursuit of organisational objectives, can result in firms failing to successfully implement their business strategies. Employees will perform at a low level, doing only what is least expected of them when the reward systems are not aligned to their needs. They will not be motivated to put in extra effort so that the organisations goals can be achieved (Arnolds Venter, 2007). It is therefore important for all firms to regularly assess the rewards that motivate employees. Different organisations have different compensation policies in place. Matching compensation policies to business strategy leads to greater organisational performance (Montemayor, 1996). Some organisations are quick to introduce a new compensation program based on what they have heard about it. The problem is that it may not fit with their organisations strategic direction. Only programs that can move the organisation further along its strategic path should be identified and implemented (Kaplan, 2007). Ultimately, compensation strategies seek to either decrease costs or increase revenues relative to competitors (Milkovich et al, 2007). Compensation professionals play an important role in helping organisations put their business strategies into effect by introducing appropriate compensation plans. Compensation experts need to be at the focal point where strategy, organisational effectiveness and human capital management converge (OConnell, 2007: 25). It is important that they have a clear understanding of the business, the organisational issues and the direction in which the company is headed. Organisational, employee and business needs must be balanced with the financial and strategic goals of the company. Only then can the right compensation strategy be developed to motivate, reward and sustain high levels of performance. When this balance is found, a company can effectively use compensation to execute and achieve desired business results (OConnell, 2007: 25). For example, if a companys strategy is to be innovative, the strategy will focus on new products and a short response time to market trends. The compensation strategy must be tailored to align with the business strategy. A supporting compensation strategy will thus place less emphasis on evaluating skills and jobs and more emphasis will be placed on incentives designed to encourage innovations (Milkovich et al, 2007). A cost cutting business strategy will focus on efficiency and doing more with less. To support the business strategy, the compensation policy will focus on competitors labour costs, variable pay will be increased and productivity will be emphasised (Milkovich et al, 2007). A company with a customer-focused business strategy will focus on pleasing customers and employees will be paid according to how well they do this. The compensation strategy will thus include customer satisfaction incentives (Milkovich et al, 2007). In order to do better than its competitors, a firm m ust come up with ways in which it can add value by matching its business and pay strategies. When business strategies change, pay systems must also change (Milkovich et al, 2007). Organisations want to see the returns that they are getting from paying incentives, benefits and even base pay. Companies are starting to realise that by sharing in the economic gains of achieving targets, they keep employees motivated to reach increasingly difficult goals. When there is a clear line of sight between work and reward, employees will work harder to achieve the goals and receive the rewards (Ulrich, 1997). It has been suggested that performance-based pay works best when there is success to share (Milkovich et al, 2007: 54). An organisation can pay larger bonuses and stock awards when their profits or market share is on the rise. By paying bonuses fairly, employee attitudes and work behaviours improve, which in turn improves their performance (Milkovich et al, 2007). One of the major challenges in managing total compensation is to understand how the pay system can add value and create a more successful organisation. Internal alignment Internal alignment refers to comparisons among jobs or skill levels inside a single organisation. Jobs and peoples skills are compared in terms of their relative contributions to the organisations business objectives (Milkovich et al, 2007: 19). Internal alignment is not only concerned with the pay rates for employees doing equal work, but also for those employees doing different work. One challenge that managers face is how to determine differences in pay for people doing different work (Milkovich et al, 2007). An employees decision to stay with the organisation, to become more flexible by investing in additional training, or to seek greater responsibility is influenced by the pay that they receive (Milkovich et al, 2007: 19). A compensation system should not stand in the organisations way of retaining talented and productive employees. One of the main causes of employee turnover is inadequate compensation (Grobler, Warnich, Carrell, Elbert Hatfield, 2006). Tensions will result if employees feel that they are not being treated equally and this may cause employees to reduce their future efforts, change their perceptions regarding rewards for their efforts or leave the organisation (Grobler et al, 2006). Managements goal is to minimise turnover and lost production due to feelings among employees that they are not being compensated equitably. In order to ensure greater equity among jobs, a process known as job evaluation may be embarked upon, whereby a systematic relationship between the pay scales for jobs within an organisation is created. Job evaluation is the systematic determination of the relative worth of a job within the organisation that results in an organisations pay system (Grobler et al, 2006: 404). When comparing jobs, the following factors are taken into account: the skills needed to complete the job, the efforts needed to perform the job, the responsibilities of the job holder, and the working conditions of the job (Grobler et al, 2006). Job evaluation is preformed in order to develop a system of compensation that employees will consider to be fair, and in this way internal consistency among jobs is obtained. Internal consistency thus refers to the relationship between the pay structure, the design of the organisation and the work (Grobler et al, 2006). It is important to design a pay system that supports the work flow, is fair to employees and directs their behaviours toward organisation objectives (Grobler et al, 2006: 404). Many organisations are dividing their employees and creating different compensation plans for the different employee groups. For example, the executive team will be compensated one way, while a different approach will be used for the sales team, and yet another set of rules will apply to those working in the admin department. In todays business environment, a one-size-fits-all approach is no longer effectiveness (OConnell, 2007). Compensation methods have undergone a number of changes over the years such as the use of performance pay and other contingent systems of reward, the flattening of pay scales with fewer but broader pay grades and flexible cafeteria-style benefit systems (Brewster, Carey, Grobler, Holland Warnich, 2008). This new approach to compensation is known as strategic pay and is much more suitable to todays changing organisational environments and structures. Strategic pay flows from and implements an organisations business strategy. The old methods of compensation were associated with job-evaluated pay structures, time and seniority (Brewster et al, 2008: 188). These old methods were appropriate for hierarchical organisations who operated in a stable environment. Internal pay structures must be designed in such a way that employees will be motivated to achieve the organisations objectives. There must be a clear line-of-sight between each job and the objectives of the organisation. It is also essential that the structure is fair to all employees (Milkovich et al, 2007). To motivate employees, management can build the following ideas into their strategic pay structure: increase the proportion of pay contingent on performance, increase the potency of variable pay by making base salaries only moderately competitive, broaden the range of incentive schemes to include linking pay to group and organisational performance as well as individual performance, identify new performance measures of business success, and introduce flexibility into compensation plans so that rewards extend beyond monetary ones to include prizes and recognition (Brewster et al, 2008: 188). Pay structures vary among organisations depending on the number of levels within the organisation, the pay differentials between the levels, and the criteria used to determine the levels and differentials i.e. work content and its value. People are usually paid more if their job requires more knowledge or skills than another job, if their working conditions are unpleasant, or if their job adds a great deal of value. One reason for pay differentials is to motivate employees to work towards promotion and a higher-paying level (Milkovich et al, 2007). Internal structures are shaped by both external and organisation factors. External factors include: economic pressures; government policies, laws and regulations; stakeholders; and cultures and customs (Milkovich et al, 2007: 75). Organisation factors include: strategy; technology; human capital; HR policy; employee acceptance; and cost implications (Milkovich et al, 2007: 75). With regards to economic pressures, one job is paid more or less than another because of differences in relative productivity of the job and differences in how much a consumer values the output (Milkovich et al, 2007: 76). It will only be worthwhile to employ an additional worker if they can produce a value equal to the value of their wage. This is referred to as marginal productivity (Milkovich et al, 2007). The supply and demand for labour, products and services all affect internal structures. Organisations are constantly forced to redesign their work flow and employees must continuously learn new skills in order to keep up with changes in competitors products and customers tastes. Unpredictable external conditions require pay structures that support agile organisations and flexible people (Milkovich et al, 2007: 76). Government policies, laws and regulations also have an impact on the internal pay structure. Our law gives everybody the right to fair compensation. This is also known as the right to a living wage. Laws have also been put in place to govern minimum wages (Brewster et al, 2008). Pay-related legislation tries to achieve social welfare objectives by regulating economic forces (Milkovich et al, 2007). The government has influenced compensation by legislating pay levels, hours of work, pay for overtime and holidays and non-discriminatory pay practices (Grobler et al, 2006: 187). The Basic Conditions of Employment Act has a direct impact on a companys compensation strategy. Unions, stockholders and political groups also influence the internal pay structure. In order to promote solidarity among members, unions generally prefer small differences among jobs and seniority-based promotions. Stockholders compare the salaries paid to executives with the salaries paid to others in the organisation. Stockholders are interested in this difference (Milkovich et al, 2007). If the pay structure is not aligned to the organisations strategy it can become an obstacle to the achievement of the organisations goals. Another factor that has an impact on internal structures is human capital. Human capital refers to the education, experience, knowledge, abilities and skills required to perform the work (Milkovich et al, 2007: 78). The technology used will influence the organisational design, the work that needs to be performed, and the skills or knowledge that is needed to perform the work (Milkovich et al, 2007). The organisations other HR policies also have an impact on the internal pay structure. The more levels an organisation has, the more promotions it can offer, but the pay differences between the levels may be smaller. It is believed that when promotions take place often, even if they do not include pay increases, employees develop a sense of career progress (Milkovich et al, 2007). Some companies develop talent from within the organisation. This also se rves to retain top talent. These candidates are promoted when job vacancies arise. The result is that they do not have to employ expensive talent from outside the organisation. It is also easier to manage these individuals as they are already aligned with the culture and business priorities of the organisation. This leads to a greater return on the companys investment (Barnes, 2009). Another important factor influencing the internal pay structure is whether or not the employees involved accept it. In order to assess the fairness of their pay, employees compare the pay that they receive to that which others receive for doing different jobs in the same internal structure. They also look at what others are paid for doing the same job at competing employers (Milkovich et al, 2007). The procedures for determining the pay structure must be fair as well as the pay structure itself. It has been suggested that employees and managers will accept low pay if they believe that the way in which the pay was determined is fair. It is likely that the pay procedures will be considered fair if they are consistently applied to all employees, if employees participated in the process, if appeals procedures are included, and if the data used are accurate (Milkovich et al, 2007: 80). Pay structures do not stay constant. They change in response to external factors. An organisation will achieve much better results if the structure is aligned. The structure must be perceived as fair by the employees and it must motivate them to achieve the organisations goals. If there is a big pay differential between an entry level job and the highest level job in an organisation, it can encourage employees to stay with the employer and increase their training and experience. It can also result in greater co-operation with co-workers and for employees to look for more responsibility within the organisation (Milkovich et al, 2007). External competitiveness External competitiveness refers to the level of pay that an organisation offers in comparison with its competitors (Montemayor, 1996). This has a huge impact on the attraction and retention of talent as well as on labour cost objectives. With a high pay level, the organisation will be better able to acquire a competent workforce. By increasing the pay level, total labour costs will increase but it may also result in improved labour costs per unit (Montemayor, 1996). The efficiency wage theory states that paying above market levels can promote employee motivation that would offset any increment in labour costs (Montemayor, 1996: 891). The pay systems of many organisations are market-driven i.e. based on what competitors pay. In the hope of attracting the best applicants, some organisations set their pay levels above that of their competitors (Milkovich et al, 2007). In order to compete with the external market, organisations must ensure that the pay that they are offering is sufficient to attract and retain employees. Employees are likely to leave an organisation if they believe that their pay is not competitive in comparison to what other employers are offering. Organisations must also ensure that they control their labour costs so that they can supply their products and services at a good price and remain competitive in the global economy (Milkovich et al, 2007). It is essential that when companies prepare their business strategies they decide how they are going to compete in the marketplace. For example, they can choose to compete on price, or they may prefer to differentiate themselves based on products or ser vices, they could even decide to segment the market and only focus on a particular group of buyers. Understanding the competition is key (Kaplan, 2007). Employers can better differentiate themselves from their competition by introducing learning and development programs and creating a fun and flexible work environment. These are also known as relational rewards. These initiatives will enhance employee commitment to the organisation (Kaplan, 2007). Employers that are highly-rated usually receive more employment applications as people want to work for the best organisation. The high ratings also result in improved retention of staff and greater profitability as committed employees usually provide better customer service (Kaplan, 2007). Job applicants who receive more than one offer will compare the offers and the pay scales. More weight is often placed on the salary being offered rather than on the other types of compensation, like benefits and intrinsic rewards (Grobler et al, 2006). In order to remain competitive within the local labour market, employers usually offer salaries that are similar to those offered by competitors. Employers thus need to know what the going rate is for jobs within the local labour market. Wage surveys as well as published market data can be used to determine the average salaries for various positions. These methods assist the organisation in maintaining external consistency with other organisations (Grobler et al, 2006). An important strategic decision must be made as to whether the organisation should mirror what its competitors are paying, or whether it should design its own pay structure that differs from its competitors but is aligned to the business strategy. The pay level can be set above, below or equal to that of competitors. The mix of pay forms must also be determined relative to those of competitors (Milkovich et al, 2007). The following three factors shape external competitiveness: labour market factors, product market factors and organisation factors. Together these factors influence pay-level and pay-mix decisions (Milkovich et al, 2007). As mentioned above, organisations usually claim to be market-driven. Looking at the demand and supply of labour gives one a greater understanding of how the markets work. The demand side deals with the actions of the employer i.e. the number of new employees they require, and what they are willing and able to pay them. The supply side deals with the potential employees i.e. their qualifications and the pay that they are likely to accept (Milkovich et al, 2007). The market rate is found at the point where the demand for labour meets the supply of labour. In the short run, the only way that an organisation can change its level of production is by changing its level of human resources. The other factors of production, such as technology, capital and natural resources are fixed in the short run. The marginal product of labour is the additional output associated with the employment of one additional person (Milkovich et al, 2007: 207). However, each additional employee hired will produce less than the previous employee due to the fact that the factors of production are fixed. Each employee thus has fewer resources to work with. The additional amount that each new employee produces is known as the marginal product (Milkovich et al, 2007). When the marginal product is sold, the money that is generated from the sale is known as marginal revenue. Employers will hire new staff until the marginal revenue generated by the last hire is equal to the costs associated with employing that person (Milkovich et al, 2007: 208). At this point the employ er is maximising their profits. Therefore, in order to determine how many people to employ, a manager must establish two things: the pay level that is set by the market forces and the marginal revenue generated by each new employee (Milkovich et al, 2007). This, however, is not so easy to do in reality. With regards to labour supply, the model assumes that many people are seeking jobs, that they possess accurate information about all job openings and that no barriers to mobility exists (Milkovich et al, 2007: 209). It is not so simple in the real world. For example, the supply curve slopes upward and shows that as pay increases more people will want to take jobs. In the case where unemployment is very low, supply may not increase with offers of higher pay as everybody has a job (Milkovich et al, 2007). The model provides a useful analytical framework but oversimplifies reality. In certain instances employers pay more than the market-rate. For example, if there are negative elements to a job such as very expensive training, small chances of success, weak job security and unpleasant working conditions, employers may decide to pay higher wages in order to compensate for the negative characteristics. This is referred to as compensating differentials (Milkovich et al, 2007). As mentioned above, in terms of the efficiency wage theory, high wages can in fact increase efficiency and lower labour costs. This can be achieved by attracting more qualified applicants and encouraging existing employees to work harder or smarter. It is assumed that the pay level determines effort (Milkovich et al, 2007). An organisations ability to pay is also an important issue. The greater an organisations profits in comparison with its competitors the more it is able to share with its employees. These organisations will usually pay more that their competitors and may even pay bonuses in line with their profitability (Milkovich et al, 2007). Employers can design their pay levels and mix in such a way that a signal is sent to both current and future employees as to the kinds of behaviour that they require. This is known as signaling. For example, if the organisations base pay is below the market-rate but they offer good bonuses, they may be sending a signal that employees who are risk takers are required. If the organisation pays the market wage and offers no performance-based pay, a different signal is sent and different people are attracted. Signaling helps to communicate expectations (Milkovich et al, 2007). There are also two theories that help us to understand employee behaviour. A job seeker will not accept a job offer if the wage is below a certain amount irrespective of the other benefits or job attributes. This is known as the reservation wage. It may be above or below the market-rate (Milkovich et al, 2007). The second theory is the human capital theory. In terms of this theory, those who have improved their productive abilities by investing in themselves through education, training etc will earn higher wages (Milkovich et al, 2007). The next factor that shapes external competitiveness is the product market and ability to pay. To a large extent, product market conditions determine what the organisation can afford to pay its employees. The organisations ability to change what it charges for its products and services is affected by the demand for the product and the amount of competition (Milkovich et al, 2007). An employer who increases their wage level will either choose to increase its prices, thereby passing the higher labour costs on to consumers, or it can choose to keep prices fixed and pay the increased labour costs out of their revenues. If an employer is operating in a very competitive market they will not easily be able to increase prices (Milkovich et al, 2007). Lastly, organisation factors include characteristics that are unique to each organisation and their employees such as: industry and technology, employer size, peoples preferences and organisational strategy (Milkovich et al, 2007). The industry in which an organisation competes influences the technologies used (Milkovich et al, 2007: 216). Lower wages are paid in labour-intensive industries than in technology-intensive industries. When new technology is introduced within an industry, pay levels are also affected (Milkovich et al, 2007). Large organisations generally pay more than small ones. In big organisations, talented people have a greater marginal value as they are able to influence more people and decisions resulting in larger profits for the organisation (Milkovich et al, 2007). Better understanding of employee preferences is increasingly important in determining external competitiveness (Milkovich et al, 2007: 217). It is, however, difficult to measure preferences. It has been found that pay is more important to people than they are willing to admit (Milkovich et al, 2007). With regards to organisation strategy, some employers compete by adopting a low-wage, no services strategy. These organisations, such as Nike and Reebok, often rely on outsourcing to manufacture their products. Other organisations may choose a low-wage, high services strategy or even a high-wage, high services approach (Milkovich et al, 2007). Employers will pay more than their competitors if the job has a direct impact on the success of the organisation. Pay levels will equal that of competitors in jobs that have less of an impact on the success of the organisation. Evidence shows that those organisations with higher-skilled workers who make use of high-performance work practices and computer-based technology also pay higher wages (Milkovich et al, 2007). The integration of internal alignment external competitiveness In order for a compensation strategy to be successful it must blend internal consistency with market competitiveness, and must be structured to recognise the credentials, knowledge and performance of the individuals involved (Martocchio, 2001). An appropriate compensation policy is designed around the organisational structure, competitive position, leadership style and the strategic plan of the organisation (Santone, Sigler Britt, 1993: 86). A mentioned above, one of the main causes of employee turnover is inadequate compensation. The competitiveness of pay will affect the organisations ability to achieve its compensation objectives, and this in turn will affect its performance (Milkovich et al, 2007: 221). It is common for organisations to match the rates paid by their competitors. If organisations fail to do so, the existing employees will be unhappy and the organisations ability to recruit will be limited (Milkovich et al, 2007). Such a policy will result in the organisations wage costs being similar to that of its product competitors and the organisations ability to attract new employees will thus also be similar to its labour market competitors (Milkovich et al, 2007). Job evaluation, whereby the worth of a job within an organisation is determined, is performed in order to develop a system of compensation that employees will find fair. In this way, internal consistency among jobs is obtained (Grobler et al, 2006). However, if a competitor is willing to pay an employee a higher wage to do the same work, the employee will leave their current job to earn better pay elsewhere. An employer must therefore not only consider what they are willing to pay for a particular job but also what the competitors are paying for the same job. This is important if they want to attract and retain quality workers. Conclusion It is important that companies ensure that their reward systems are aligned with their organisational goals, strategy and culture. Strategic compensation allows for employees to earn incentives if they accomplish company goals. Compensation has a huge effect on recruiting, retaining and motivating people. The compensation strategy of an organisation also has a direct impact on its performance. Internal alignment and external competitiveness should be integrated when forming the pay structure. Practical Core strategy details ABSA SARS Objectives -Attract and retain high quality individuals with the optimum mix of skills, competencies and values. -Motivate and reinforce superior performance. -Encourage the development of skills and competencies required to meet current and future objectives. -Employees should share in the success of the business. -Drive productivity, service quality and cost efficiency. -Enable employees to perform at their peak. -Build a skills inflow through the graduate and youth recruitment programme. Internal alignment -Remunerate people fairly and consistently according to their contribution. -Ensure that employees of equal value are remunerated more or less equally. -Parity in the immediate environment is the most important. -Fair remuneration. -Recognition system. -Employee development. -Talent management. Externally competitive -Set cost to company (CTC) at the market median. -Reads the market regularly to strategically position itself at mid-market for fixed remuneration packages with differentiation between employees via variable reward programmes. -Differentiates aggressively between levels of performance. -Emphasis on variable pay i.e. incentive and commission schemes. -Incentive system in place. Employee contributions Direct rewards (standard): Fixed remuneration (CTC), allowances, overtime, leave encashments, variable/ performance based pay (long and short-term incentives). Direct rewards (non-standard): Commission. Indirect reward: Recognition rewards (prestige awards, service heroes, long service awards). Bursaries for employees and employee dependants. Benefits: free banking, staff interest rates, disability support fund, leave. -Fixed remuneration, allowances. -Overtime. -Government subsidies. -Incentive pay. Management -Open and transparent communication. -Objective remuneration decisions. -Show genuine care and concern. -Create an enabling environment. Rewards/ compensation strategic map LOW HIGH Objectives Attraction and retention Superior performance Quality service Please see attachment Internal al

A Critique of The Giver :: Giver Essays

A Critique of The Giver The purpose of this book was to show us a possible version of a "Utopia". It was a fantasy oriented book, that was suppose to make you think about the possibilities for the future. The setting is a supposedly perfect society where everyone is taken care of and no one is different. The author Lois Lowry does a fine job portraying this supposedly "ideal" society. This book began with a description of sameness and release the two general principles the society functions on. It then continues while Jonas (the main character) waits to receive his assignment in the community. Waiting to find out what his assignment is, and what it entails doing are rises in action. The climax is when the plan to escape the society is being conceived and the actual escape itself. The falling action is when he is escaping from the search planes and trying to keep himself and Gabriel alive. The ending is when he feels triumph at the top of the hill and then sleds down it to his new family, his first memory that belongs to him. There were many characters in this book the main one being Jonas. Jonas is a child in this supposed "Utopia" who ends up with the most important assignment of all the "Receiver of Memory". The Receiver holds all the memories of the whole community so the community does not have to be bothered with feelings and the emotional baggage that comes with them. Jonas's trainer the "Giver" is a old man who passes the memories on to Jonas and eventually thinks of the plan to escape. The Giver also adopts Jonas and Rosemary as his own kids in a way. He had a previous "Receiver" named Rosemary who applied for and received release. Release is the term for death in this community. So when Rosemary was released her memories went back to the community. Jonas and the Giver were talking about this when the Giver got the idea of how to get Jonas away from the community and get the community back its emotions and feelings. Gabriel was a another influential character he was a baby staying with Jonas's family till he was

Othello as the Greater Evil in William Shakespeare’s Othello Essay

Othello as the Greater Evil in William Shakespeare’s Othello What makes one person to be considered evil, while another is considered righteous? The character Iago, in William Shakespeare’s Othello, could be considered evil because of his plot against Cassio and Othello. Othello, could be considered righteous, because he believes his wife has been unfaithful. The line between these two labels, evil or righteous, is thin. Ultimately, actions speak louder than words. Iago is evil in his actions towards Othello, but between the two, Othello is the most evil for reacting to lies in the most violent of ways. The evil in Iago becomes visible from the very beginning of the play. He explains at the beginning how he was passed over for the position of lieutenant by Othello, who gave the position to Cassio. This gives Iago cause for not only hating Othello but Cassio as well. Iago’s hatred for Othello becomes even more apparent by his simple statement "I hate the Moor" (Oth. 1.3.588). His hatred for Othello is partly based on his belief that Othello had an affair with his wife, Emilia. He says, "And it is thought abroad that twixt my sheets / He’s done my office" (Oth. 1.3.588). This belief is based purely on rumor and nothing more. It is during this speech that Iago gives insight into his plot to make Othello think that Cassio and Desdemona are having an affair. This will ultimately be the fuel that exposes the evil in Othello. Othello’s deep love for Desdemona is the reason behind the deep hatred he begins to feel. Early on Othello proclaims how happy he is and how much in love he is with Desdemona. "For know, Iago, / But that I love the gentle Desdemona" (Oth. 1.2.572). Othello also seems consumed with passion for Desdemona.... ...ay. These lies may have been planted by Iago, but it is Othello’s own decision to carry out these murders. Should Iago’s soul carry the blame for the lies that had an evil result?   Works Cited Mc Elroy, Bernard. Shakespeare’s Mature Tragedies. Princeton, New Jersey: Princeton University Press, 1973. Shakespeare, William. "Othello, The Moor of Venice". Literature and Ourselves. 2nd ed. Ed. Gloria Henderson, Bill Day, and Sandra Waller. New York: Longman, 1997. 563-682. Vanita, Ruth. "’Proper’ men and ‘Fallen’ women: The unprotectedness of wives in Othello". Studies in English Literature. 34 (1994): 341-58. Online. EBSCO Publishing. 18 June 1999. Available WWW: http://www.epnet.com. Zender, Karl F.. "The Humiliation Of Iago". Studies in English Literature. 34 (1994): 323-40. Online. EBSCO Publishing. 18 June 1999. Available WWW: http://www.epnet.com.

Exercise Addiction Essay -- Exercise Dependence

Exercise is often thought of in a positive light. It is common belief in today’s society that a healthy diet and a regular exercise routine will lead to a long, healthy life. And in the simplest sense of the word, it will. It has been a tried and true method to control and lose weight, lift a person’s mood, boost energy, combat a variety of health conditions and diseases, promote better sleep patterns, and even increase libido. (Mayo Clinic, July 23, 2011). So with all of these being possible and probable benefits of working out, why would it possibly be anything other than good? Certainly, something with so many benefits can’t be a bad thing? However, we may overlook the fact that it is like any good thing; in excess it can become dangerous very quickly. In society, there are increasingly more athletes that are pushing themselves so hard to the point they are making themselves sick. Whatever happened to exercising for simple joy, or competing becau se of a love for sport? The motivations behind an individual’s exercise habits are directly related to whether they develop an addiction. There is even a term for this over exercising phenomenon: Exercise Addiction, or Exercise Dependence. Exercise dependence is a craving that a person would experience, manifesting itself in the form of compulsiveness in relation to exercise behaviour. It can show in physiological symptoms, such as withdrawal, or psychological signs like anxiety and depression. (Hausenblaus, Downs. 2000). Some of these psychological symptoms can be observed in anyone who is competitive and/or elite in their chosen sport, but it may not necessarily mean that they are â€Å"addicted†. It is not nearly as likely to see such behaviours in moderate exe... ...iate control that they are more at risk for addiction. Research still needs to clarify many facets of this affliction, so that the general public can access and be educated on the topic. If this is achieved, the incidence of exercise addiction should decrease, and eventually become just a shadow of its current state. Works Cited http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1751359/ http://drugabuse.gov/scienceofaddiction/brain.html http://www.msnbc.msn.com/id/32573781/ns/health-fitness/t/runners-high-can-turn-real-addiction/#.Ttg0LPLTpMY http://www.anorexiaathletica.com/ Carroll, D., S. Rodgers, I. Cockerill, and D. Bamber. "Diagnostic Criteria for Exercise Dependence in Women." National Centre for Biotechnology Information. British Journal of Sports Medicine, Oct. 2003. Web. 4 Dec. 2011. .

Life Sketch for a Funeral

I was looking at pictures and talking o my mom, she said she remembers him sleeping with Christine on his chest. (Insert letter from Ryan to Christine) Dad was always very supportive of us kids. He did not like cheerleaders, and never failed to let me know that, but he always paid for me to participate because he knew it made me happy. If I happy, he was happy. Mom, Dad, and I moved to Utah in 1993 so Ryan could attend the university of Utah. One of his favorite classes was photography and Lisa remembers taking Christine to the photo lab to spend time with him. In August 1995, the family moved back to Idaho and lived In Mud Lake on the farm.I would ride with Ryan In the stacker, or â€Å"snacked† as I called It. Ryan was taking classes at the SIS extension during that time. Ryan and I-Sis were serving as Primary teachers In their ward there- a calling that Ryan loved because he got to be with kids. That was a good time for our family, and we later moved to Roxbury. On August 1 6, 1996, I got my baby brother, Nathan Grant Hill. Dad spent a lot of time with Nathan as a baby because Lisa was working full-time. Lisa remembers he was so happy to have a son. Nathan spent a lot of time with his Dad in the combine. As he grew up, Neaten loved to go fishing and camping with Ryan.He especially liked the homemade bows and arrows and walking sticks that Ryan would carve for him. Ryan and Neaten went on a week-long hunting trip. Ryan bought Nathan a new bow. They didn't get anything, but they had a good time. Even though they loved the outdoors It wasn't always smooth sailing. Neaten and dad were going down the Alpine Slide together, and hit a curve going too fast, and instead of riding the sled down the mountain, Dad was ruling Nettle's face Instead. Neaten has scars on his head from getting hit with tree branches on the head from dad collecting fire wood.Neaten came out with battle wounds, but they always have a good laugh about it later- well, at least dad laughed at Ante's expense. Neaten and Ryan shared a special connection through their love of sports and music. Ryan only missed one of Ante's football games. When Neaten chose his number, he chose the number 11 because he didn't want to be Just like his Dad, but he knew the numbers 1 and added up to 2, which was his Dad's number. When Nathan started wrestling, Ryan posted on his Backbone account, â€Å"Neaten took first in his first wrestling tournament. I love football, but I goat say wrestling Is intense. He loved to watch Neaten wrestle.Lately, Neaten liked playing a game with his Dad where he would play clips of songs and then ask Ryan who sang It, when It was made, and whether It was famous. If my dad would say the song was popular and my Neaten didn't agree he would come back with â€Å"Nobody's heard this song! † When Christine and Nathan were young, Ryan worked as a snowmobile guide in Park City. He was a great guide and met some interesting people, Including ten calculator Attorney General, Ana Kept In touch Walt many AT them. A few days before Christmas in 1996, Ryan got in a snowmobiling accident that hatred his elbow and broke his forearm and scapula.Uncle Dave can remember sitting on Ryan while they tried to reset his dislocated shoulder and thinking how strong he was even in that condition. The first thing he asked when he was coherent was whether his snowmobile was alright. We can all remember being so grateful to have him home that Christmas. In 1998, Ryan moved back to Utah. That summer and fall, he and Lisa, Christine, and Nathan spent almost every weekend camping in the High Ninths. They loved to camp together. It became a family tradition to camp in Zion's National Park over Easter and then drive into SST. George for the annual Easter egg hunt.It was around this time that Ryan got very interested in food. We can all remember the strange things he liked to eat, like oysters and Kipper Snacks. He loved Tobacco sauce and would add it to everyt hing, seriously- everything. But, he not only liked to eat food, he loved to cook it. He had become an amazing cook. He made turkey and oyster dressing for the Hill Family Thanksgiving a couple of years ago and raised the bar for all Thanksgivings to come. He regularly cooked prime rib dinner for the Erickson family on Christmas Eve. Lisa said he could spend 25 minutes kicking out a steak.He loved to cook, but he especially loved to cook for his siblings. While Aunt Stephanie and Uncle Ryan and Aunt Megan and Uncle Shawn were attending BUY, Ryan would invite them over regularly for Sunday dinner and a game of Sequence, until I decided to choke on a game piece, and dad had to stick his finger down my throat to make me throw up. We will miss his good cooking. Ryan started working for OMG in 2002. This was the start of a very successful career in sales. He quickly moved up and became the top salesperson at the company, which later changed its name to Prosper.Most recently, he was leadi ng a sales team at Property. He was good at what he did and became a leader to those he worked with. His co-workers have commented that he was a great leader, mentor, and boss. People genuinely enjoyed working with Ryan and appreciated his kindness, consideration, and generosity. Even those who had worked with him Just a short time, thought of him as a brother and best friend. Lauren Joined the family on September 4, 2003. Lisa calls Lauren their â€Å"Evolve child. † She would not go to anyone other than her Mom and Dad. Ryan did not do anything without holding Lauren.Ryan decided to take Lisa to New York for her birthday after Lauren was born, but they could not leave Lauren so they ended up taking her with them. Ryan read to Lauren every night and Lisa thinks this is why she is such a good reader. Ryan always took his time to answer her questions and never rushed to be done reading. That same year, the family made another whirlwind trip to New York for Thanksgiving. When w e decided to go we spent about an hour on the computer, and six hours later they were on a red-eye flight bound for New York City. They stayed and had Thanksgiving dinner at the Plaza.New York was one of the most memorable trips our family took. Going to see all the sights my dad had random facts to share with us. He was always like a walking encyclopedia! When we first got to New York we walked out of the taxi and the Hotel Bellman at the Plaza saw that my mom had 3 children and was pregnant with another. He asked â€Å"Is there nothing better to do in Utah? † Madeline arrived on April 1, 2005. We all knew that Muddy was Ryan's favorite, no matter now much en terra to any It when en got none Trot work, en would ask where Media was and then spend time all night with her.He told Lisa he Just felt like she needed that time with him. Not long after Media was born, Ryan and Lisa were sealed to their children for time and eternity in the Salt Lake Temple on November 19, 2005. The only way I remember this day was because it was the same day that Santa came to the mall that year. It was a beautiful day and one they had looked forward to for a long time. One of my dad's favorite quotes was, â€Å"l never said it would be easy, I only said it would be worth it. † Making it to this point wasn't easy, but without a doubt it was worth it.It marked how far our family had come. My dad worked with all his soul to get our family there, and because of that hard work we will be together forever. He always knew that was true, and made sure that his children knew that too. Soon after Media was born, Charlie followed. And when we say soon, we mean it- 9 months and 18 days! Charlie was born on January 18, 2006. Grandma Chris calls Media and Charlie the â€Å"Irish twins† because of how close they are in age. Lisa was determined to have all her babies before she turned 30 and she did.There were some scary moments prior to Charlie's birth because of some issues t it his heart, but when he arrived Ryan and Lisa were thrilled because they really wanted another boy. â€Å"Chuck,† as they call him, looks Just like his Daddy. He also has his sense of adventure. The day of the accident, Charlie was riding his neighbor's dirt bike and couldn't wait to show his Daddy how good he could ride. Ryan was a great Dad. He was extremely patient with his children. He would rather be doing something with his kids than anything else. He taught all of his kids how to ride a bike when they were very young.One of their family traditions was participating in he Freedom Festival activities over the Fourth of July in Provo. Ryan sometimes ran the K and the family always attended the Stadium of Fire with Grandma Knells family. But, their favorite thing to do together as a family was to go boating. The happiest times I can remember were out on the lake. Lisa introduced Ryan to boating because the Erickson are avid boaters. Tom recalls teaching Ryan to water ski on one ski. Ryan could ski with two, but was determined not to be outdone by Lisa who already had slalom skiing mastered. Tom spent most of one day trying to get Ryan up on one ski.He tried and tried and would not give up. Tom kept asking Ryan if he wanted to take a break and Ryan Just kept saying, â€Å"Hit it! † No one could ever say that my dad wasn't a hard worker. Needless to say, Ryan eventually got up and he was hooked. He was happy to go boating with Tom and Chris, with or without Lisa. Eventually, Ryan bought a boat for his family and it became their safe haven. They put hundreds of hours on the boat on Lake Powell, Utah Lake, Deer Creek, Carbondale, and others. They boated during the day and at night. We would go out when it was a full moon, and would hook glow sticks to our life Jackets.The only thing you could see was a little light going back and forth, and in my dad's case that light was moving pretty dang fast. Ryan spent many hours taking Christine and her fr iends on the boat. I don't remember a time when I asked him to go out on the lake with my friends and he said no. I know that we drove him nuts most of the time, but he knew that I loved it. He was always extremely patient in helping us learn to ski, something he must have learned from Tom ;). His kids have wonderful memories of their times together as a family on the boat. The last family vacation they took together was lastAugust. Again on ten spur AT ten moment, Lisa cellar to take ten Kilos to calculator. Three hours later, she and the kids were on the road. We would have left earlier, but I had to teach a cheer camp. The second I was done, we were on the road. Ryan surprised them all by catching a flight and knocking on their hotel door at 1 a. M. We were planning on leaving the day after he got there, but He moved the family to a hotel on Huntington Beach and we got an even longer vacation. The kids remember it being the nicest hotel they had ever stayed at. They had a wonderf ul trip and made lasting memories.