A Sample Thesis : Significance of the Study

 

 

Significance of the Study

            This study will be a significant endeavor in promoting good work environment in the workplace and motivations of its employees. This study will also be beneficial to the students and instructors in strategic management, corporate strategies when they employ effective learning in their classroom setting particularly in different concepts related to the use  of effective human resources management. By understanding the needs of the students and benefits of quality education, these instructors and students be assured of a competitive advantage. Moreover, this research will provide recommendations on how to evaluate the performance of a certain institution in accordance to human resources management.

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Moreover, this study will be helpful to the retail industry and business practitioners in training and informing them in the area of human resources management, objectives, and strategies. It will also serve as a future reference for researchers on the subject of human resources and corporate companies. And importantly, this research will educate clients in deciding on whether an industry e.g. business industry is really fulfilling its responsibility to the community or is just showing off to promote its business.

 

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Sample Essay An Introduction to Hong Kong Business Law

HONG KONG BUSINESS LAW

 

INTRODUCTION TO THE HONG KONG SAR LEGAL SYSTEM

 

 

 

Reference Notes:

Vanessa Stott， An Introduction To Hong Kong Business Law， 3rd Edition， Longman

From Chapter 1-The Hong Kong SAR Legal System (pp.23-25)

 

41. The Interpretation of Legislation (法律解釋權)

Judges interpret the Legislation according to established principles out not otherwise (e.g. looking at speeches made in the legislature as an aid to interpretation not allowed)

The Interpretation and General Clauses Ordinance: as a general rule, an ordinance is deemed to be remedial and will be given such ‘fair, large and liberal' interpretation as will best ensure that it attains its objectives (s 19)

e.g.                     (1989).

 

42. The Interpretation of Legislation (法律解釋權)

 

Common law rules:

The literal rule: words    must be given their usual meaning: e.g.   Re an infant (1962)

The golden rule: where the application of the literals        rule       results in more  than one possible interpretation, the court        will adopt the    interpretation which avoids an absurd result: e.g. The Club Lusitanian vote Director of Public Works (1961)

 

43. The Interpretation of Legislation (法律解釋權)

 

The mischief rule: any ambiguity may be resolved by considering the ‘mischief'’ which the ordinance is apparently intended to correct. Mischief means the overall spirit and purpose of the relevant regulation~

Elude generic rule: applies whenever an ordinance refers to class of things: e.g, cats, dogs and other domestic animals': a snake≠a domestic animal even if it is a pet because it is not like a cat or a dog..

 

44. The Interpretation of Legislation (法律解釋權)

 

Power of the Standing Committee of the National People's Congress (人大 常委會) to interpret the Basic Law: e.g. The right of abode cases

 

45. Resolving Business Disputes

 

Arbitration (仲裁) :

Ø          Parties agreed in a contract to appoint an independent person (called an ‘arbitrator') to act like a judge to determine disputes

Ø          Proceedings governed by the Arbitration Ordinance

Ø          Settlement reached: a settlement agreement will be drawn up

Ø          If no settlement, the arbitrator will hear the parties' cases and make his decision (called an ‘Award')

 

46. Resolving Business Disputes

 

Ø          The winning party can apply to court to enforce the Award as if it were a court judgment

Ø          The Court of First Instance has power to confirm, vary, set aside the Award on grounds of error of law

Appeal from The Court of First Instance lies to the Court of Appeal, but only     with leave of the Court of Ape

Internal Marketing

 

Internal Marketing

            To begin our discussion let us first define what internal marketing is. Internal marketing according to Gronroos (1981) aims to establish an open two-way communication and effective coordination of tasks between front line and support staff with a view to getting more motivated and customer conscious staff at all levels of the firm. The focus of Gronroo’s work was on the importance of the internal work effort in meeting the needs of external customers. Berry (1981) on the other hand, views the employees as internal customers. Jobs are viewed as internal products. Berry’s logic is that organizations need employees who are satisfied with their job products in order to have satisfied customers. Ballantyne et al (1995) defines internal marketing as any form of marketing within an organization which focuses staff attention on the internal activities that need to be changed in order to enhance external market place performance (cited in Varey and Lewis 2000, p. 47).

 

Human Resource Management and Internal Marketing

Service Quality: The Focus of HRM and Internal Marekting

            Delivering quality service is now an essential ingredient in the success of organizations around the world. Effective delivery of quality service according to Kundu and Vora (2004) involves finding customers, identifying their needs and meeting or exceeding their expectations. Employees are viewed as the facilitator of effective service. The human resources of the firm are the key to the delivery of quality service. Both Human Resource Management (HRM) and Internal Marketing (IM) consider the employees as the most essential source of competitive advantage. Quality has become one of the top priorities of organizations around the world. Quality is essential to the maintenance of competitiveness and growth (Sureshchandar, et al 2002). Wright and Snell (2002) found that customer-focused organizational culture with aligned HR strategies and practices, is the key to successful strategy implementation.

 

Achieving Service Quality through HRM

            Human resources are considered as the most valuable assets that a firm posses. Employees are the ones who deliver service to customers. Therefore, satisfied employees are crucial to the success of the firm (Rosenbluth 1991). Attracting and retaining the right employees are important. There are different HRM practices and strategies that an organization can employ in order to build a customer-oriented, service minded work force. These are:

1. Attracting the Right People

            Customers are becoming more aware, more sophisticated, and more demanding. Organizations need to attract people who will assume ownership for productivity, quality, profits, and adding value to customers. The recruitment and selection practices of an organization affect its culture, service standards and reputation. An organization that values its people and that depends on the human qualities of its employees need to attract and hire the right candidates (Lovelock 2000). Attracting and hiring the right people needs effective planning. The organization must first identify the best people and then create plans on recruitment and selection. Most of the time, an organization will find itself competing with other firms.

            Internal Marketing can be applied in the recruitment and selection process. Firms are now acting like marketers in their pursuit of the best employees, just as firms use their marketing expertise to compete for customers. Firms now approach job candidates like customers. The company’s promotions, advertising, and other marketing efforts affect both the customers and the prospective employees. More and more companies are using their marketing tools and strategies such its reputation, product image, and online technology to attract job seekers.

2. Human Resource Development

            Training and development are important aspects of HRM. Human resource development means competence building, commitment building, and culture building.

            The provision of quality service requires employees that are well-trained and educated. In order to develop the technical and interactive skills of every employee, the organization must be committed to continuous learning. To ensure that the employees possess the necessary knowledge, skills and expertise continuous and extensive training is needed.

 

 

 

3. Employee Empowerment

            Employee empowerment is one of the aims of both HRM and IM. To encourage employee commitment and involvement, successful organizations place great importance on empowering their employees. To be responsive to customer needs, service employees must accommodate customer requests and respond on the spot when things go wrong. Empowerment means giving employees the desire, skills, tools and authority to serve customers (Kundu and Vora 2004).

 

Combining IM and HRM

            The Human Resource department is the unit in the organization that manages the recruitment, selection and retention of employees. HRM is the unit that ensures that the employees are prepared. HRM also facilitates the assimilation of employees into the firm. It is the HRM’s role to ensure that the employees can adapt to the culture and environment within the organization. The employees must also be educated about the mission, vision and goals of the firm. Internal marketing on the other hand is based on marketing principles and models wherein the employees are viewed as internal customers. Internal marketing can be integrated into the Human Resource function or the two departments can form a partnership in order to achieve long-lasting positive results. Ulrich (1998) proposes that in order for an organization to achieve excellence, Human Resource l must become:

• A partner in Strategy execution, helping to move planning into the marketplace
• An expert in how work is organized
• A champion for employees, representing their concerns while working to increase employee contribution and commitment
• An agent of continuous transformation, shaping processes and a culture that improves the organization’s capacity for change

 

            Initially, IM was proposed as a means to improve service through the recruitment, training, development, retention and motivation of employees (Sasser and Arbeit 1976). This view recognizes the importance of Internal marketing and how it can contribute to the HR function. MacStravic (1985) views IM as surrounding the efforts of an organization to recruit, train, motivate and reward its members toward more satisfying marketing behavior. This view is essentially external in focus. However, the importance of internal initiative is important in the enhancement of the potential for success. The internal marketing approach views the employee as the internal customer that has needs and requirements that must be met. Gronroos (1990) proposed that the purpose of IM is to motivate employees toward service-mindedness and customer-oriented performance by an active marketing-like approach, where a variety of activities are used internally in an active and coordinated way. According to Compton et al (1987) the objectives of internal marketing initiatives are:

• To help employees understand and accept their responsibility for the total quality and the interactive marketing performance of the firm
• To help employees understand and accept the mission, strategies, goals, services, understand and accept the mission, strategies, goals, services, systems and external campaigns of the firm
• To continually motivate the employees and inform them about new concepts, goods, services and external campaigns as well as economic results
• To attract and keep good employees

 

            In general, internal marketing serves two main purposes. First, it is designed to complement external marketing efforts through the facilitation of personal interactions between staff and clients. These interactions are seen to be instrumental in encouraging customer attraction and satisfaction. The second and more fundamental purpose of internal marketing is it serves to develop and maintain a motivated and satisfied workforce that contributes to the organization’s external and strategic marketing objectives, as well as to quality, productivity and efficiency (MacStravic 1985, cited in Varey and Lewis 2000, p. 196).

 

Relationship Marketing: The Role of Internal Marketing

            Relationship marketing is considered as a source of lasting financial benefits to an organization. An organization that is able to build a strong tie with its customers is likely to gain customer loyalty. The aim of relationship marketing according to Proctor (2000) is to find ways of enhancing the mutual benefits derived from the relationship. Successful relationship marketing involves the targeting of customers of sufficient value to justify the investment in creating relationship with them.

            The success if relationship marketing lies primarily to those who facilitate customer relationship. It is of great import that the employees are committed to the relationship-building activities and the relationship-building process in maintained. The success of the relationship marketing lies in the hands of those who implement it. Every member of the organization needs to understand his or her role in the relationship building, be committed to it and be motivated to ensure that it succeeds. The role of internal marketing is primarily motivating and educating the employees.

 

Relationship Building with Customers

            Relationship marketing as has been said can be a source of lasting financial profitability for an organization. Building strong relationship with customers requires an active and creative approach. Relationship marketing is about healthy relationships which are typified by concern, trust, commitment and service. Relationship marketing requires an organization-wide commitment to provide high-quality service, which is reliable, emphatic and responsive.

 

Internal Marketing as a Requirement for Relationship Marketing

            There are different considerations in order to relationship marketing to flourish. One requirement is a supportive culture. The organization must also understand the expectations of the customers. A sophisticated customer database is also required. An effective customer database is important as it provides information in actionable format for the development and monitoring of relationship marketing strategy and tactics. Another requirement is a new organizational and compensation or reward schemes.

 

            Perhaps the most important requirement for relationship marketing is internal marketing. The aim of internal marketing according to Proctor (2000) is to convert employees to the new ideology of relationship marketing, to promote the development of the new culture, to persuade them that it is a reasonable approach to business, and to motivate them to develop and implement relationship-marketing strategies. The internal market’s expectations and needs have to be met. If the organization is unable to meet its employees’ needs, it is likely that they will defect to other jobs before being able to build long-lasting relationships with customers (p. 272).

 

Internal marketing is a management approach which enables and motivates all members of the organization to examine their own role and communication competence and to adopt a customer consciousness and service orientation. Customer Orientation and internal marketing are complementary. Internal marketing appears to be a philosophy of emphasizing the importance of employees in the organization’s efforts to satisfy its external customers.

 

            Internal Marketing is important to the success of the service-centered firms. It has been suggested that effective service depend on the success of internal marketing. A firm that values its customers and aims to establish a long-lasting and profitable with them needs to satisfy the needs of the internal customers first. The needs of employees are what internal marketing aim to fulfill. According to the research conducted by Bateson (1995), the creation of two related but different climates is important for service-oriented organizations. These climates are: a climate for service and a climate for employee well-being. The climate for employee well-being serves as the foundation for a climate for service. Employees need to be assured that their needs have been met before they can show interest and concern for meeting the needs of customers. Satisfied employees are motivated to deliver high service value, which then creates satisfied customers (Proctor 2000). The role of internal marketing is to ensure that the needs and expectations of the employees, as internal customers, are met or even exceeded. The success of the internal marketing program depends on the ability of the management to align corporate goals with personal needs and interests. The employees must view themselves as important contributors to the success of the organization.  Internal service quality is connected with the external service quality, customer satisfaction, customer loyalty and profitability. Heskell et al (1994) proposed that high-quality internal services lead to increased service value, leading to increased external customer satisfaction.

 

Facilitating Internal Marketing

            There are different strategies that an organization can employ in order to facilitate internal marketing. Some of these are:

1. Inform the internal market about the organization’s mission and its role within it.

2. Ensure that the internal information and communication channels work effectively in order to sell ideas and services internally.

3. Implement special motivation programmes directed at front line service providers that recognize that the front-line personnel form a critical means of meeting competition.

4. Apply mechanisms that measure the gap between internal customer expectation and perceptions

5. Recognize a greater desire on the part of employees to play an active role in all aspects of work life that affects them.

6. Use marketing tools and concepts internally with employees.

7. Get managers to accept the need for understanding employee capabilities – their attitudes, know-how and skills and to allow employees to participate in Internal marketing strategy.

8. Continually strive to create an internal environment which enhances employee-customer satisfaction.

9. Establish an open information climate in order to improve interpersonal interactive communication channels and to apply an Internal marketing program.

10. Initiate a programme to educate employees on important industry issues.

11. View the development of knowledge and skills in employees as an investment rather than a cost.

12. Motivate employees through reward incentives to provide excellent service.

13. Demonstrate how the work of every employee fits the broader scheme of business operations and how their work contributes to the firm.

14. Keep employees informed of new developments within the organization (Proctor 2000).

 

Internal Marketing: Focus on Internal Customers

            Internal marketing is about developing employees who are service-oriented and customer-conscious. Internal marketing helps the employees get familiar with the firm’s products and services before they are marketed externally. Exposing the employees to the firm’s marketing campaigns ensures education, understanding and preparedness of the employee. Increasingly, it is important to stress marketing in roles that are traditionally considered non-marketing roles such as in areas of production, inventory management, technical support and so on. This represents an attempt to improve quality, performance and efficiency. The premise of IM is that the internal exchanges between employees must be operating effectively before the firm can successfully achieve superior performance in its external markets.

 

Marketing to the Internal Customers

Employees as Customers

            An organization that seeks to create an organizational culture that is service-oriented and customers focused must view its employees as its internal customers. Organizations offer value for the end customers. As internal customers, the employees must also be offered with value. There are two paths for value-creation. One is the accumulation of value for the customer and the other for employees through their experience of work. Service encounters does not only take place externally, it also happens within the firm, with employees interacting with one another. Employees provide services or information to other employees and units within the firm. Within the organization, an individual with a need interacts with someone that can meet that need. These transactions can be viewed as a chain of events that ultimately produces a service to a client at the end of the line. In order to enhance employee satisfaction and to ensure the quality of the external service, the organization must take the initial step, and that is satisfying the employees. Employees must learn to treat each other as customers or clients.

 

Customer Value

            Organizations are investing in people, worker support, improved recruiting and training practices, and compensation systems linked to individual employee performance. The service-profit chain establishes the relationships between profitability, customer loyalty, and employee satisfaction, loyalty and productivity. The ultimate goal of every marketing strategy is to encourage customer loyalty. Customer loyalty propels an organization’s growth and profitability. Loyalty according to Varey and Lewis (2000) is derived from satisfaction, which is affected by the value of the products and services offered by the organization. The employees are primarily responsible for ensuring that the full-value potential is realized and delivered to the customers. Satisfied, loyal and productive employees essentially generate customer value. Satisfaction and loyalty must not only be stimulated in the customer but in the employee level as well.

            Efforts to generate external customer value should comprise equivalent development of internal functions designed to create value for the internal customer as a way to leverage all other marketing promotional and service-quality initiatives. Such efforts would address variables such as internal communications, workplace design, job design, employee selection and development, employee reward/remuneration and recognition, as well as the tools and technology utilized. According to Varey and Lewis (2000) successfully addressing both internal and external values issues will create a self-marketing environment that will perpetuate itself. As employees become more and more satisfied with their jobs, their performance improves and they start to become ‘part-time marketers’. They start to create greater customer satisfaction and they attract customers and employment candidates.

 

Internal Marketing Mix

            The marketing mix, which traditionally included 4 Ps (Product, Price, Place, and Pormotion), in recent times, come to include a fifth element. The additional element is ‘people’ – an element that exists both within the internal and external marketing mix. The addition of people in the marketing mix has placed greater emphasis on the employees, first as internal customers that have needs and requirements and second, as a source of competitive advantage or as a value-adding component of the product and/or service. The employee embodies both a prospective important resource of the organization as well as an important element of the external value offering. In the external context, this means going beyond the traditional mix and addressing the details of service provided to the customer and attending to the elements that affect the customer experience. The organization needs to establish a strong relationship with the internal customers. This entails the enhancement of the service environment such that this group can be developed as a part of the product offering made to the external market. The employees are seen as a source of competitive advantage. The marketing mix must aim to attract and retain valuable employees. This incorporates issues of benefits, incentives, work environment and skills. It should also create a satisfied customer who believes in, supports and enhances the organization.

            An acceptable product is first and foremost, the requirement of a sound marketing plan. This rule also applies to internal marketing. The product offered in the internal market must be of value to the employees. The product offering of the organization is the employee’s job and role within the organization. In order to satisfy the employees the organization must develop a variety of sources from which employees can derive personal value, and these in turn include financial, psychological and psychic variables. The internal marketing program, also requires a deep understanding of the target group (values and motives) in the same way that a marketing programme for the company’s products and services requires an understanding of prospective customers (Barnes 1989 cited in Vernes and Lewis 2000, p. 202).

 

            Glassman and McAfee (1992) recognize the need to integrate the marketing and HR personnel function to improve coordination between their respective goals. The creation of synergy may be achieved through a focus on the development of value-based relationships in both spheres. I can say that both HRM and IM aim to build a workforce that is motivated, a workforce that contributes to the success of the firm. HRM and IM aim to build a culture that is built on trust and cooperation where every employee is satisfied and empowered. Here are some areas that need a greater integration between the HR and IM personnel:

 

 

 

Recruitment and Selection

            Employee recruitment includes interview, screening, and selection of most qualified candidates, filling of positions through transfer or promotion, and coordinating temporary employment. The aim of recruitment is to identify a suitable pool of applicants quickly, cost efficiently, and legally. Selection or staffing involves assessing and choosing job candidates.

 

Training and Development

Training and development such as orientation, performance management skills training, and productivity enhancement are planned learning experiences that teach employees how to perform their current and future jobs. Training focuses on present jobs, whereas development prepares employees for possible future jobs.

 

Performance Management

Through the performance appraisal process, organizations measure the adequacy of their employees’ job performance and communicate these evaluations to them. Performance appraisals are a critical link in the HRM process, as they assess how well employees are performing and determine appropriate rewards or remedial actions to motivate employees to continue appropriate behaviors and correct inappropriate ones. The HRM role in performance appraisal is one of working with other managers in the organization to establish the appraisal process, the performance dimensions to be measured, the procedures to ensure accuracy, and requirements for discussion of appraisal results with employees.

 

Career Development

Organizations are becoming more active in developing career development programs. Many organizations are designing career programs in an attempt to increase overall organizational performance and employee productivity, and to attract, develop, and retain the most qualified employees in this increasingly competitive and global environment.

 

Compensation

The aim of compensation practices is to help organizations establish and maintain a competent and loyal workforce at an affordable cost.

 

Employee Empowerment

Empowering employees is a popular approach to work organizations. It means giving employees the authority, tools, and information they need to do their jobs with greater autonomy, as well as the self-confidence required to perform the new jobs effectively. Empowering is inherently a motivational approach. It boosts employees’ feeling of self-efficacy and enables them to more fully their potential, satisfying high-level needs for achievement, recognition, and self-actualization. Empowerment results in changes in employees’ effectiveness. The result is that people take more initiative and persevere in achieving their goals and their leader’s vision even in the face of obstacles. In order to effectively empower the employees, the manager must:

• Make sure people understand their responsibilities
• Give them authority equal to the responsibilities assigned to them
• Set standards of excellence that will require employees to strive to do all work “right the first time” 
• Provide them with training that will enable them to meet the standards
• Give them information that they need to do their jobs well
• Trust them
• Give them permission to fail
• Treat them with dignity and respect 
• Provide them with feedback on their performance 
• Recognize them for their achievements  (Sims 2002)

 

            Empowerment is a concept that should be detailed in the role and responsibilities of each employee, causing it to pervade the culture of the organization. Empowerment can be seen as a tool through which the responsibility for delivering efficient, quality, customer service in moved down through the ranks of the organization. According to Bowen and Lawler (1992), there are four potential components that may comprise empowerment within a firm. These are the sharing of information on organizations performance, rewards based upon that performance, knowledge that enables workers to understand and contribute to improved performance, and the power to make decisions that influence organizational direction and performance. Employee empowerment gives a sense of involvement. It allows the employee to gain a sense of responsibility and control.

 

Job Design and Redesign

Managers have long been concerned about the monotonous and boring qualities of highly specialized, short-cycle, assembly-line jobs. In an effort to respond to these concerns, many employers set up programs aimed at redesigning their workers’ job. Job design refers to the number and nature of activities in a job; the basic issue in job design is whether jobs should be more specialized or, at the other extreme, more “enriched” and no routine. Job enrichment means building motivators like opportunities for achievement into the job by making it more interesting and challenging. This is often accomplished by giving employees more autonomy and allowing them to do much of the planning and inspection normally done by their managers (Sims 2002).

 

Awards and Recognition

Most people like to feel appreciated. Being recognized for a job well done – and not necessarily just financially – makes a lot sense in terms of motivation theory. Immediate recognition can be a powerful reinforcer, for instance, and can provide some immediate outcomes to counterbalance the employees’ inputs and efforts. Recognition also underscores the performance-reward-expectancy link, and it helps appeal to and satisfy the need people have to achieve and be recognized for their achievement. LeBoeuf (1991) gave eleven types of employee behavior that must be recognized by organizations and individual managers. These are:

• Solid solutions instead of quick fixes 
• Risk taking instead of risk avoiding 
• Applied creativity instead of mindless conformity 
• Decisive action instead of paralysis by analysis 
• Smart work instead of busywork 
• Simplification instead of needless complication 
• Quietly effective behavior instead of squeaky wheels 
• Quality work instead of fast work 
• Loyalty instead of turnover 
• Working together instead of working against 
• Lack of absenteeism and tardiness (cited in Sims 2002 p. 70).

 

Lifelong Learning

Lifelong learning provides extensive continuing training, from basic remedial skills to advanced decision-making techniques throughout employees’ careers. Lifelong learning programs can achieve three things. First, the training, development, and education provide employees with the decision-making and other knowledge, skills, abilities, and experiences they need to competently carry out the demanding, team-based jobs in today’s organizations. Second, the opportunity for lifelong learning is inherently motivational. It enables employees to develop and to see an enhanced possibility of fulfilling their potential; it boosts employees’ sense of self-efficacy; and it provides an enhanced opportunity for the employee to self-actualize and gain the sense of achievement (Sims 2002).

 

            An integrated programme would coordinate the efforts of marketing and HR mangers to identify and address the needs and concerns of employees. This would be aimed at improving the work environment and morale, thereby improving service (Lovelock 1992). The coordination between the marketing and HR departments must become an integral component of the basic business strategy. The HR department must develop a programme of internal relationship marketing aimed at developing the relationship between the employee and the company, thereby addressing both marketing and human resource issues (Varey and Lewis 2000, p. 213).

 

 

 

References

 

Ballantyne, D1997, Internal Networks for Internal Marketing, Journal of Marketing Management, vol. 13, no. 5, 343-66.

 

Barnes, J G 1989, The Role of Internal Marketing: If the Staff Won’t Buy it, Why Should the Customer?, Irish Marketing Review, vol. 4, no. 2, pp. 11-21.

 

Bateson, J E G 1995, Marketing Services: Marketing Text and Readings, The Dryden Press, Orlando, Florida.

 

Berry, L 1981, The Employee as Customer, Journal of Retail Banking, vol.  3, no. 1, pp. 33-40.

 

Glassman, M and McAfee, B 1992, Integrating the Personnel and Marketing Functions: The Challenge of the 1990’s, Business Horizons, vol. 35, no. 3, pp. 52-59.

 

Grönroos, C 1981, ‘Internal Marketing: An Integral Part of Marketing Theory’, in J H Donnelly and W E George (eds), Marketing of Services (pp. 236-238), American Marketing Association, Chicago.

 

Grönroos, C 1990, Service Management and Marketing: Managing the Moments of Truth in Service Competition, Lexington Books, Lexington, MA.

 

Heskett, J L, Jones, T O, Loveman, GW, Sasser, W E and Schlesinger, L A 1994, Putting the Service Profit Chain to Work, Harvard Business Review, pp. 164-74.

 

Kundu, S C and Vora, J A 2004, Creating a Talented Workforce for Delivering Service Quality, Human Resource Planning, vol. 27, no. 2, pp. 40+.

 

LeBoeuf, M 1991, The Greatest Management Principle in the World, Putnam, New York.

 

Lovelock, C 1992, Managing Services, Prentice-Hall, Englewood Cliffs, NJ.

 

Lovelock, C 2001, Services Marketing: People, Technology, Strategy, Addison Wesley Longman, New Delhi.

 

MacStravic, R S 1985, Internal Marketing for Hospitals, Health Marketing Quarterly, vol.  3, pp. 47-54.

 

Proctor, T 2000, Strategic Marketing: An Introduction, Routledge, London.

 

Rosenbluth, H 1991, Tales From a Nonconformist Company, Harvard Business Review, pp. 26-36.

 

Sasser, W and Arbeit, S 1976, Selling Jobs in the Service Sector, Business Horizons, vol.  19, no. 3, pp. 61-65.

 

Ulrich, D 1998, A New Mandate for Human Resources, Harvard Business Review, vol.  76, no. 1, pp. 124-34.

 

Varey, R J and Lewis, B R 2000, Internal Marketing: Directions of Management, Routledge, London.

 

 

 

 

 

 

 

Reframing

 

            This paper will discuss the issue regarding reframing. It will attempt to argue that the knowledge of reframing is more important. It will try to argue that reframing is more important than common sense in managing people and business organizations. Before embarking on a discussion with regards to the topic, a small definition and clarification of the term must be made.

            Common sense refers to ideas and concepts in which people agrees upon. “Common” refers to the common outlook or perspective that a people have when viewing and solving a situation while sensing if this avenue or line of thinking links up with what they “sense” is right, just or moral. The phrase can also mean the beliefs, customs, propositions that are inherent inside the culture that is used to explain various phenomena and events. Common sense can also mean the judgment or conclusion that is drawn by an individual without using any means to verify or confirm his/her opinion by using systematic or methodical instruments and applications. Common sense therefore tends to rely on human experiences and beliefs that are gained thru years of exposure and understanding while using the human perspective as the standard.

            Reframing meanwhile has different and varied meaning depending on the subject that it is being used. Reframing can refer to the altering or shifting the meaning or the value of an object or a situation by redefining its context and description.  Reframing is further divided into two, these are context reframing and meaning reframing. The first classification takes an undesirable characteristic or attribute and finding a situation or event that would lend its usefulness and value. Meaning reframing meanwhile refer in taking an undesired attribute and finding a description where the attribute can take a positive value. Reframing is also the process of changing the way a thought is presented so that it maintains its fundamental meaning but is more likely to be supported despite the negative effects that it will bring. Reframing in the short run therefore means expressing a negative view or opinion without getting positive reactions from your listeners.

            In this essay I will argue that reframing is an important tool in managing and handling people. I will claim that the method advocated by reframing is more useful and helpful when compared to simple common sense as applied by other people.

            Knowledge in reframing is important since this tool is vital in solving conflicts, quarrels and petty arguments in the workplace or in everyday setting. The process of reframing is used by a leader in ironing out difficulties inside his/her group. As stated earlier reframing teaches people in knowing how to rephrase questions and suggestions with eliciting negative replies. In a team it is but common that frequent disagreements and quarrels can occur due to different opinions with a specific kind of material that will be used or the particular brand of paint or steel beam that will be incorporated in the project. Men being universally biased have certain favorites and ideas that they defend even if these ideas and opinions are flawed. With the help of reframing, each member can voice out his/her opinion without fear of being opposed or humiliated. Reframing changes the mood of a team that is discussing an important project. A hostile environment becomes friendly, appreciative and enthusiastic without the hassles of debates and divergence. These receptive surroundings can further make each member of the group responsive to share its ideals. Reframing also smoothens out the process of exchanging ideas since each suggestion; proposal or idea can be received by the members of the group without dispute.

            Reframing is also an important tool for a leader because this process carries with it conflict resolutions frameworks that can be useful when a team/group hits a snag. The leader can act as the mediator or go between two parties. The leader or a mediator thru reframing can help the contending parties to restate what each party have said  in a way that lessens the hostility or resentment between the two groups with the aim of enabling cooperation between the two opposing sides. Reframing helps the contending parties since it creates a common definition and universal outlook of the problem while generating acceptable solutions.

The process of reframing can occur if one or both parties are not aware of the source or root of the conflict. In reality, human emotions like humiliation, fear, anger and revenge hinder each party from knowingly solving a problem or issue. Reframing thru a mediator helps both parties to explore and resolve the conflict. Reframing helps both parties to understand the underlying causes of disagreements. While a process of understanding is in effect, each party will try to view a situation from the other’s point of view making it easier for them to think about solutions to the problem.

The advantages mentioned by reframing can be duplicated by using common sense but applying common sense is limited and restricted to specific situations. For example, two members of the group are having a disagreement and the leader decided to straighten out the conflict between the two. The most logical step that the leader can take is to invite the two parties to sit it out and talk about their differences. Although this step can be valid in specific situations, common sense cannot be applied since inviting the two parties and making them discuss their problem can even further damage their already fragile relationship. There is also no outside person free of any bias and prejudice that can guide and steer the discussion in a way that would help both parties to arrive at a solution.  The two parties cannot solve their own problems because they are emotionally charged and their sentiments are clouded by hate and anger. Using common sense to solve inter office conflicts is not also effective since the two parties are just required to forgive and forget without focusing and going to the source of the problem. At this condition, the source problem would manifest itself in other ways. Without the knowledge of reframing therefore, a simple discussion could worsen the condition.

From the definition of word common sense as stated in the beginning of the paper we can see that common sense springs from human experience and the upbringing of an individual.  The foundation of a common sense is based on the external factors that are around the individual. Common sense refers to the mores, laws and tradition that is imparted by culture into a specific society. These aspects of common sense make it weak when it is applied to people. First, not all human beings share the same experience, knowledge and familiarity. Each human being is unique. Unique not only because each one of us are different but each one of us solely experiences events and incidents in the course of our life. These experiences are then processed and labeled as common sense. Each group of people was born and lived in a environment and society that is different from other people thus each group of people creates a concept of common sense that is based on its surroundings. The “common sense” that is imparted to an American youth in New York is different from the “common sense” that is shared by an Iranian rug vendor in Tehran. Each culture and even within culture, the definition and composition of the phrase “common sense” is varied. An American company cannot impose its culture and way of thinking on employees who are predominantly Asians or South Americans.

An American executive cannot use the techniques that he learned in his society in order to persuade the employees of a factory to increase its production. Using common sense while it is being imposed on a group of people that have a contradictory system of common sense will result in failure. Using common sense to handle and manage people is bound to fail since in every culture, there are people who will counter, oppose and contradict the existing norms and common sense that is established in a community. There are individuals who do not recognize authority, patterns and rules ineffectively ruining the application of common sense to handle people. In a community, common sense cannot be employed to persons who oppose social norms because common sense is part of the social norm that they are fighting.

Common sense is also based on the experiences that a person. Business executive or a mediator learned through years of practice and training. Common sense is formulated when an individual has gained almost all knowledge in his field. This reasoning is another reason why the use of common sense in handling people will fail. Since common sense is based on the knowledge accumulated through years of training and practice, not all leaders and executives have earned and have learned common sense. There are ill experienced executives, manager and leaders without leadership skill. If these individuals would use the “common sense” that they have learned, they would fail miserably since they are ill equipped to deal with the situation. In using reframing, these leaders, managers and executives are provided with a guide and a manual to solve problems that will develop in the organization or group that they are handling. Reframing is used to help and to assist inexperienced leaders in solving problems and conflict.

Common sense is also subjective and bias since a person solely relies on his/her past experiences to provide answers and to formulate decisions. Personal biases and prejudices can cloud the judgment of that person when making an important decision. Common sense is affected by the feelings, outlooks and disposition of the person unlike reframing which are sets of formulated rules and guidelines in solving problems that is free from any bias and other external factors.

Reframing is has rigid structure to further help individuals in solving conflicts and quarrels inside the workplace or in their lives. Reframing dictates that to resolve conflict and effectively handle people, each party must focus its concentration of a specific issue one at a time to systematically and logically prioritize what problems are more pressing and in dire need of attention. By listening to the position of each party, a leader can expand and solve the problem which is a better practice than just talking about narrow misconceptions and erroneous beliefs that is innate inside the two parties. To solve the problem in the workplace like underperformance and inefficiency, a reframing plan of action is to focus on specific terms like pay increase, benefits or advancement while highlighting broad spectrum areas such as overall employee benefits and conditions. In this approach, the contending parties have a broad topic to agree upon.

Another strategy that is used in reframing is identifying overall goals and aims that all parties and members of the group can accept. And cooperatively work towards it. In the abortion controversy in the United States, for example, the two sides are probably never going to agree about whether abortion is moral or not. But they can agree on the idea that women should be helped to avoid having unwanted babies. Since they are provided with common and overall goals they can work together without sowing conflict and disagreement. To effectively convey reframing techniques to the receiving party, metaphors are used. These metaphors must be clearly understood by both parties and can help them relate to each other. Reframing also uses avoidance in managing and skillfully handling people this technique is applied in a situation where there is conflict. The leader or the mediator either avoids a certain topic or directly reframes or shift a certain topic so that both parties will commonly agree on certain points.

            As a closing therefore, let this paper reiterate that reframing is more useful and more helpful to an individual in handling and managing people when compared to the use of common sense. Common sense has some inbuilt disadvantages. Some of these disadvantages can be seen on how common sense is built by an individual or a group. Common sense is biased, prejudiced and it solely depends on the experiences and perspective of the individual using the method. This technique is limited since common sense can only grasped and understood by people who came from the same culture. Common sense also has a flaw sine every culture exhibits and develops varied common sense that totally depends on the consciousness and environment of a society.

            When common sense is compared to reframing, the logical choice that is presented to an individual is to use reframing in solving conflicts and handling people. This technique is universal and can be applied to all persons and individuals from every situation. Reframing can be easily used since it is a guide and a manual that can effectively steer discussions into agreements while diffusing clash between members of  a group or a company. Since reframing has its axis on the proper presentation of ideas, outlooks and opinions without the negative thoughts and feelings that are associated with the said message.

Research proposal on How HRM policies applied to employees with cancer?

How HRM policies applied to employees with cancer?

 

1.0  Abstract

This paper proposes to search HRM policies as applied to employees with disability, more specifically employees with cancer. The purpose of this exploratory study is to investigate how HRM policies are applied to employees with cancer by means of evaluating the efficacy of such policies. The rationale behind this is the alarming findings of survey conducted by CIPD where 90, 000 of people working are diagnosed with cancer but majority of the companies (70%) do not have a formal policy in place. A significant number of employers are not aware that cancer is now considered as a disability. By investigating how and why HRM policies must cover employees with cancer, the study may be able to establish practices and recommend additional policies, which may lead to more effective HRM policies. Semi-structured interviews will be conducted in two sets. The first set will be for HR managers and policymakers and the second set will be for employees with cancer.    

 

2.0  Introduction

Cancer in the workplace is now a pressing issue in the global business context. Cancer is now considered as a disability, requiring employers to provide adequate and most appropriate support to the employees with cancer. Several disability discrimination provisions set forth that employers are hemmed in making reasonable policy adjustments to cater to the needs of the employees with cancer particularly the human resource management (HRM) policy. This paper presents a proposal to research and explore how HRM policies are applied to employees with cancer. The basic purpose of this research is to analyse the fit between the standing provisions of HRM policies with the conduct of those employees suffering from cancer, and be able to determine if the policies are well-designed to promote the quality of life of these while in the workplace. It is hoped that the study will be able to establish business prudence specifically in human resource (HR) division in relation to policy-making intended for employees with cancer.

 

3.0  Background

According to the Personnel Today (2007), one in three people will develop cancer and, and that 90, 000 of people of working age are diagnosed with cancer annually. Although many of those who will acquire such illness can be cured or can control the cancer for months or years, cancer, however, might influence the functionality of an individual, affecting their physical and/or mental abilities as well as the emotional state in many different means thereby making them vulnerable to discrimination and unfair treatment in the workplace. As the condition of the employees change, the necessity for employers to consider their responsibilities to employees under such situation increases. Employers are required to take into consideration a diverse means by which they could accommodate the needs of the employees (Connor 2007).

 

In reality however, 82% of employees with cancer are unfairly treated at work following diagnosis. The employers are evidently failing to make the reasonable adjustments. The Chartered Institute of Personnel Development (CIPD) also noted that an information gap exists on the part of the employers. More than 20% of the employers are not aware that the Disability Discrimination Act (DDA) already classified cancer as a disability. Aside from this, 70% of employers do not have formal policy for managing employees who are affected by cancer and that just 14% of the organisations formally track the incidence of cancer in the workplace.

 

In November 2006, CIPD, along with Cancerbackup and the Working with Cancer (WwC) group, released a guideline for employers, HR and line managers. The guideline states that any policy should act as a framework for all concerned and must reflect the following key principles: respect for the employee’s dignity and privacy; maintain the employee involvement and engagement; ensure that the employee will not suffer financial detriment; continue to be provided with employee benefits; adopt a flexible approach; continuously provided access to development opportunities; provide the employee with information and support and support the team affected by the employee’s situation. Anyhow, under the DDA, no employer should act to discriminate against a person because of their disability. Since cancer is now classified as a disability, employees with cancer are protected by the Act.

 

Further, policies are perceived to be an important instrument in every organisation. The process of implementing such guidelines through effective policy-making in HRM division purporting the proper management of cancer in the workplace is then necessary. The more pressing issue, however, is, in cases that HRM policies are in place, how companies adapt, employ and put into action these policies for the protection and defence of employees with cancer. How do firms especially the HR policymakers take commitment for guaranteeing a safer and secure workplace as well as the quality of work life for employees with cancer is unclear. Whether the practices, systems and processes which lead to the efficient and effective implementation of policies and procedures are adequate enough to ensure that the employees with cancer are given the priority to must be also examined.  

   

4.0  The objectives of the project

The main purpose of the research is to investigate how HRM policies are applied to employees with cancer. In lieu with this, the project will specifically aim to:

• Analyse the implementation of HRM policies to employees with cancer as well as the issues, problems and challenges in achieving effective utilisation of HRM policies
• Evaluate the effectiveness of the application of HRM policies for employees with cancer as well as the processes, systems and instruments in implementing them and recommend other suitable policies if necessary
• Establish HR practices and processes in applying HRM policies to employees with cancer and determine how policies impact the employees with cancer
• Increase the overall understanding of HRM policies as applied to employees with cancer and contribute to the current HRM and health in the workplace literatures

 

5.0  The justification for the project

The results that will be gathered from this study will be beneficial to the all the employees and their families who are experiencing discrimination in the workplace because of their disability as well as the persistent dearth from the employers’ side to address the issue of cancer in the workplace. By assessing the effectiveness of HRM policies as a tool for to combat unfair labor treatment for employees with cancer, it can formulate plausible recommendations directed towards its importance. These recommendations will eventually be applied and help resolve the problems in order for the employees to know their rights and know when to act. This study will also be significant not only for the employees with cancer but also for the rest of the world through its emphasis on the issue.  Furthermore, the study is also significant to MBA and HRM and Medical students as this study can serve as a useful material for future studies and research workplace disability and the proper conduct of companies. It can also help in discovering new issues that can be explored in future research. Finally, this study is significant because it will become one of the few studies that will link HR policies and employees with cancer.

 

6.0  The primary research question

The research will attempt to answer the following queries:

1)    How and to what extent do the HRM policies reflect the provisions in DDA and the CIPD guidelines?

2)    Under what circumstances do these HRM policies warrant the safer, secure and indiscriminating workplace? How do HRM policies contribute in the quality of work life of employees with cancer?

3)    How do HRM managers and policymakers perceived their roles in making the workplace conducive for employees with cancer?

4)    Are there any problems encountered in implementing HRM policies for employees with cancer? What are those?  

5)    What are the perceptions of employees with cancer regarding the HRM policies inexistence?

 

7.0  An overview of appropriate literature

The study will review a document and present related literatures. As discovered, studies about HRM policy implementation for employees with cancer are limited. Nevertheless, this will include literatures from Michael Armstrong, Helen Collins, John Bratton and Jeffrey Gold and Randall S. Schuler and Susan E, Jackson. These authors are in arguing that HRM policies are the blood of organisations as they intend to effectively manage their people. They also noted that the importance of HRM policies lies on ensuring that in dealing on the matters of the people, the approach chosen is in line with corporate values. HRM policies, which are also regarded as a strategy and a source of competitive advantage, are implemented to support the chosen initiatives or course of actions in a given situation. Literatures about health in the workplace particularly disability laws, regulations, acts and provisions will be also reviewed, as well as the literatures that cover management and promotion of health at work, cancer in the workplace, risk factors for cancer in the workplace and strategies in the workplace for employees with cancer.

 

8.0  Research design

The research will operate within the cross-sectional design, as I will be collecting data using questionnaires, semi-structured interviews, structured observation, and document analysis. The benefit of this would be that Ì would be able to focus on the breath of the research. Exploratory research will enable the study to look at the problem in both descriptive and exploratory manner. This approach is a preferred mean of finding out “what is happening to seek new insights” or “to ask questions or to assess phenomena in a new light” (Saunders et al, 2003; Robson, 2002). This study will use the principal ways of conducting an exploratory research, which include: literature search; talking to experts about the subject; participative observation and conducting survey and interview.

 

The research will utilise both primary and secondary research. In primary research, a semi-structured questionnaire will be used as the survey tool for the study. Accordingly, semi-structured interview questions will be developed to provide the researcher the opportunity to ‘probe’ answers, which can be done in instances where there is a need or want for the interviewees to explain further or build on their responses. It is planned that the questionnaire will have open-ended, probing, hypothetical and reflective questions aside from the 5-point Likert scale ranking questions. The researcher plans to conduct two separate survey and interview: one for the HR managers and policymakers and the other for employees with cancer. A secondary research will also be conducted in the study. Sources in secondary research will include previous research reports, newspaper, magazine and journal content. Existing findings on journals and existing knowledge on books will be used as secondary research. The interpretation will be conducted which can account as qualitative in nature.

 

Data gathered using these instruments will be collated for analysis. Data analysis will primarily be characterized by statistical approach. Initially, after gathering empirical data, contextual or thematic content analysis of the literatures will be adopted. Contextual analysis refers to the method of analysing the contents of literature and research and identifies how the themes relate to the study. Qualitative data analysis will be used to collect relevant themes from the survey and interview responses and categorize them accordingly. From those themes, the study will develop insights regarding the subject. The researcher will use statistical formula of weighted mean and percentage.

 

9.0  Practical and ethical issues

Access to different documents and reports that are otherwise undisclosed for external people would be a challenge as well as access to target respondents. Because project purports on having document analysis, this particular initiative is deemed important. In order for the management to entrust with me the documents needed and allow me to conduct survey and interview, I will ensure them the contents will be subjected to commercial confidentiality. Negotiating skills will be thoroughly applied. To uphold ethics within the entire process, written consent will be secured, outlining the obligations and liabilities

 

The respondents of the questionnaires will be able to choose whether to identify them or stay anonymous. I will establish with the data providers the use of my data and will ask their permission in case of publishing data. Before sending out the questionnaires and doing interviews, I will check them with my supervisor. Participation consent forms and interview consent forms will be also accomplished (examples are provided in 12.0). And before getting interviews recorded, I will ensure if it is acceptable by person interviewed. I will ensure that the data will be kept confidentially. All the data collected by the researcher will be computed and saved into Thumb drive for future retrieval, which is accessible only to the researcher involved in this study.

 

10.0      Timetable

        TASK

1st

2nd

3rd

4th

5th

6th

7th

8th

9th

10th

11th

12th

Read Literature

 

 

 

 

 

 

 

 

 

 

 

 

Finalize Objectives

 

 

 

 

 

 

 

 

 

 

 

 

Draft Literature Review

 

 

 

 

 

 

 

 

 

 

 

 

 

Devise Research Approach

 

 

 

 

 

 

 

 

 

 

 

 

Review Secondary Data

 

 

 

 

 

 

 

 

 

 

 

 

Organize Interviews

 

 

 

 

 

 

 

 

 

 

 

 

Develop Interview questions

 

 

 

 

 

 

 

 

 

 

 

 

Conduct Interviews

 

 

 

 

 

 

 

 

 

 

 

 

Analyze secondary & primary data

 

 

 

 

 

 

 

 

 

 

 

 

Evaluate data

 

 

 

 

 

 

 

 

 

 

 

 

Draft Findings Chapter

 

 

 

 

 

 

 

 

 

 

 

 

Complete remaining chapters

 

 

 

 

 

 

 

 

 

 

 

 

Submit to tutor and await feedback

 

 

 

 

 

 

 

 

 

 

 

 

Revise draft and format for submission

 

 

 

 

 

 

 

 

 

 

 

 

Print, Bind

 

 

 

 

 

 

 

 

 

 

 

 

Submit

 

 

 

 

 

 

 

 

 

 

 

 

 

 

11.0      References

 

Cancer and Working: Guidelines for Employers, HR and Line Managers 2006, CIPD, Cancerbackup and WwC Group.

 

Connor, C 2007, Handle with care: how to look after employees with cancer, Personnel Today. 

 

Robson, C 2002, Real World Research, 2nd ed., Blackwell, Oxford.

 

Saunders, M, Lewis, P and Thornhill, A 2003, Research Methods for Business     Students, 3rd ed, Prentice Hall Financial Times, London.

 

 

12.0      Appendix

 

A) Sample Signature Page for Research Involving the Employees with Cancer

 

You are making a decision whether or not to have _____________(Name of the Respondent)_______________ participate in this study. Your signature indicates that you have read (or been read) the information provided above and decided to allow him/her to participate.

You will receive a copy of this signed informed consent document.

 

Signature of a Relative or Legally Authorised Representative                                                           Date

Or Legally Authorized Representative

 

Signature of Investigator                                                                                                    Date

 

Signature of Witness

 

Assent of the Employee

 

                        [Name of the Employee]                 (name of the employee) has agreed to participate in research titled                       [Title of Project]                     .

 

Signature of the Employee                                                                                                                        Date

 

Waiver of Assent

The assent of ______________________________ (name of the employee) was waived because of:

Age _________

Maturity ________

Psychological state of the employee________

 

Signature of a Relative or Legally Authorised Representative

Date

 

 

B) Interview Consent Form

 

Title of Research __________________________________________

 

1. I agree to be interviewed for the purposes of the student research named above.

2. The purpose and nature of the interview has been explained to me, and I have read the assignment and/or information sheet as provided by the student.

3. I agree that the interview may be electronically recorded.

4. Any questions that I asked about the purpose and nature of the interview and research have been answered to my satisfaction.

5. Choose a), b) or c):

a) I agree that my name may be used for the purposes of the research only and not for publication.

OR

b) I understand that the student may wish to pursue publication at a later date and my name may be used.

OR

c) I do not wish my name to be used or cited, or my identity otherwise disclosed, in the research.

 

Name of interviewee_______________________________________

Signature of interviewee____________________________________

Date______________________

 

6. I have explained the project and the implications of being interviewed to the interviewee and I believe that the consent is informed and that he/she understands the implications of participation.

Name of interviewer________________________________________

Signature of interviewer_____________________________________

Date_____________________