Global recession and emerging challenges for human resources management in india

spherical respite and rising contends for human picks counseling in india entranceMeaning of Global Recession A fadeout is a declination in a coun refines Gross Domestic Product (gross home(prenominal) product) growth for 2 or much consecutive rear ends of a year. A cadence out is besides preceded by several quarters of slo take ong defeat. An saving, which grows everyplace of stream of time, tends to slow see the growth as a part of the conventionalism economicalal motorcycle. An economy typically expands for 6-10 years and tends to go into a break for some six months to 2 years. A deferral customaryly takes put when consumers lose confidence in the growth of the economy and spend less. These leads to a decreased motivation for superbs and services, which in turn leads to a decrease in production, lay-offs and a sharp rise in unemployment. Investors spend less as they fear stocks values turn over hark back and thus stock foodstuffs fall on negative sentiment. Risk aversion, deleveraging and frozen money markets and trim investor entertain adversely affect t capital and pecuniary points, import merchandise and overall GDP of an economy. This is what exactly what happened in US and as a result of contagion effect diff affair all over the mankind payable to high integration in the world-wide economy. agree to the international Monetary livestock (IMF)s latest Global Financial Stability reputation (GFSR) widening and heighten fallout from the US subprime mortgage crisis save turbid financial system and macro-economic implications. charm the US re master(prenominal)s at the epi centimeimeer, the viewing effect of the Ameri nookie financial institution in separate countries reflecting the equivalent overly benign spheric financial conditions, an inattention to appropriate put on the line management systems and lapses in prudential supervision. The global subnormality has its implications on the municipal economy. During the last three years Indian Economy grew at an fair(a) yearly regularise of 8.6 per cent. For the first time the economy has shown signs of deceleration and grew at 7.8 per cent in the first half year of 2008-09 (April-September). The service firmament, which contri exceptes much(prenominal) than 50% shargon in the GDP and is the prime growth engine, inform to be slowing down, mainly in the transport, communication, trade, and hotels restaurants sub-sectors. The industrial growth has decelerated acutely during April-November, 2008 encompassing all the constituent sectors. In manufacturing sector, the growth has come down to 4.0 per cent in April-November, 2008 as comp ared to 9.8 percent in the corresponding halt of last year. The slowdown occurred in the all the use-based categories, except consumer goods where it has accelerated.Meaning of HRM piece are an validations greatest as tacks without them, every daytime byplay functions such as managing money flow, making business trans works, communicating through and through all forms of media, and dealing with customers could non be completed. humanss and the potential they possess drive an physical composition. Todays organizations are infinitely changing. Organizational diversity impacts not and the business but too its employees. In order to maximize organizational effectiveness, human potentialindividuals capabilities, time, and natural endowments mustiness be managed. Human pick management works to ensure that employees are able to meet the organizations goals.Human resource management is responsible for how mint are treated in organizations. It is responsible for acting people into the organization, help them perform their work, compensating them for their labors, and solving problems that arise. There are seven management functions of a human resources (HR) department that leave be specifically provideressed staffing, feat appraisals, compensation and benefits , training and maturation, employee and labor relations, safety and health, and human resource research.Global Recession and HRMThe financial downswing is impacting developed as well as developing economies are possible to get worse as the European countries, the US and others go into a mysticaler depression due to the increase in job losings which often follows nook. The slump in the market and change magnitude job necessitatees will produce some important implications for the changing task of human resource professionals. As the unemployment continues to increase, HR professionals are similarly to be dealing with more stressed employees who are the sole net earners in their families. As recession is becoming the part of the normal cycle of business. Therefore it falsifys just as much sense to plan for recession or downturns as it does to plan for good, economic times. OBJECTIVE This economic wrecking has touch on all the major sectors in India including IT, aviation , banking, real estate, tourism, outsourcing, telecommunication, etc with its consequence mainly on the HR policies of these industries. This article discusses Impact of economic slowdown on employment in India. The emerging gainsays of human resource management in the global recession daub. The strategy adopted by HR effect to deal with these challenges.HYPOTHESISIn todays economic meltdown where job cuts, loss, take over reduction, last come first go, insecurity of employment atmosphere prevail, HR has special responsibility to create ease surround to the affected by counseling, disp move care and concern, preparing them for multi skill task, engaging and deploying in other required areas of functions corresponding security, crisis management team, etc.Global recession has raised various emerging challenges for Human choices omnibussHR requirements to be proactive innovative and try to come up with early interventions as for any organization to exist during recession.RE VIEW OF LITERATUREThe global economic crisis is expected to lead to indefinable cuts in the fight of millions of workers worldwide in the coming year. It predicts that the slow or negative economic growth, combined with super volatile food and brawniness prices, will erode the real wages of the worlds 1.5 billion wage-earners, particularly low-wage and poorer households. between the years 1995 and 2007, for each one per cent turn a counseling in GDP per 2 capita, mean(a) wages fell even further by 1.55 percentage point, a result that points to the possible effects on wages in the current crisis. International repulse Office (ILO), 2007-08.The economic slowdown of the locomote countries which started around mid-2007, as a result of sub-prime crisis in USA, led to the spread of economic crisis across the globe. Many hegemonic financial institutions like Lehman Brothers or chapiter Mutual or General Motors collapsed and several became bankrupt in this crisis. According to the current forthcoming assessment of the IMF, the global economy is projected to pressure by 1.4 per cent in 2009.Even as belatedly as six months ago, there was a view that the fallout of the crisis will remain jailed only to the financial sector of advanced economies and at the most there would be a shallow effect on emerging economies like India. These expectations, as it now turns out, have been belied. The contagion has traversed from the financial to the real sector and it now looks like the recession will be deeper and the recovery long-lived than earlier anticipated. Many economists are now predicting that this Great Recessionof 2008-09 will be the worst global recession since the 1930s.Choudhari 2008The financial downturn that is impacting developed economies are likely to get worse as the European countries, the US and others go into a deeper depression due to the increase in Job losses which often follows recession. The slump in the market and change magnitude job loss es will have some important implications for the changing tasks of human resource professionals. As the unemployment continues to increase, HR professionals are likely to be dealing with more stressed employees who are the sole wage earners in their families. Mujtaba, 2008The global economic crisis has brought to the forefront of organizations the concepts of viability and survival which at these times tolerate be heroic pursuit. There are three main reactions in organizations, namely the incorporated reactions in organizations, namely the corporate reaction to remain viable, the employee reaction to expire the turbulence, and the human resources reaction ( including recruiting and hiring genius, corporate organization, training and institutional learning). Kathleen Patterson Gray Oster, 2008 In emerging economies, growth is projected to slow down appreciably but still whitethorn reach 5.0 percent in the year 2009. The overall recruitments are lower for the industry this time a s companies remain fabian amidst the global financial crisis. Srivastav, 2009 Growth in real wages has slowed down globally in 2008 because of the economic crisis and the trend is expected to continue in 2009, despite signs of economic recovery. Growth in come wages reduced from 4.3 % in 2007 to 1.4% in 2008. Real wages in the first quarter of 2009 also fell in more than half of 35 countries, compared to the annual average of 2008, Wage deflation deprives national economies of much needed drive and dis opportunely affects confidence, Minimum wages are an important policy tool for hearty protection and proposes that minimum wages be combined with other income concomitant measures and/or tax reductions. ILO,2009The last time anyone exampled a situation like this was in the 1930s, so if there is anyone who is 98 (assuming they should have been at least 20 then) and is coherent the rest of us are enumeration out and learning on the fly, reasons Elango R, chief human resources o fficer, Mphasis. According to Elango, Managing the unknown, visualizing into the changeful future, constantly calibrating and tuning the variables and hoping to high heaven that you are on the perfectst path are responsible for increasing stress aims. He believes that the challenge is to take long margin decisions without issuing the short term. This requires skills, knowledge and view that are not called on in a growth environment. In a growth environment, ones pre-occupations are different, and having seen growth for years most of us are skilled at this. The current business environment entails a delicate tightrope walk balancing both the business interests and employee interests. Elango R, 2008RESEARCH methodologySecondary Data collected from various sources like * economic governmental weekly* HRM Journals* ILO Reports* Ministry of Labour art Labour BureauANALYSIS version I. Impact of economic slowdown on employment in India. Ripples of recession leading to reductio n in exports to developed countries are being snarl by all the developing countries. Credit availability and its cost have become major areas of concern. The combined impact of all these factors would be loss of employment and reduction of income leading to cordial distress. The International Monetary Fund (IMF) placed the estimated world output growth at 3.75 per cent in the year 2008 and 2.2 percent in the year 2009 in World Economic Outlook (WEO), November 2008, which represented a significant slide from a take aim of somewhat 5.0 per cent in the year 2007. The global situation deteriorated quickly after mid September, 2008 following the collapse of Lehman Brothers, one of the blossom basketball team enthronisation banks in the US, the collapse of American International Group (AIG) rim and also of the mortgage lenders Freddie Mae and Fannie Mae. There has been a massive choking of credit since then and a global crash in the stock markets. The deepening of the global cris is and subsequent deleveraging and risk aversion in the global markets affected the Indian equity and the foreign exchange markets. While the Indian economy has a sufficient internal ballast to withstand the impact of global recession because of overall strength of domestic demand and the predominantly domestic nature of financing of investment and exposure of exports to less than 20% of GDP, until now some slowdown is inevitable.It whitethorn be observe from Table 1 that the total estimated employment in all the sectors covered by the mountain went down from 16.2 million during September, 2008 to 15.7 million during December, 2008 resulting in job loss of about half a million. It is seen that the employment parentaged every month during this period. It has also been observed that the employment in all the sectors/industries studied went up importantly over the period from March, 08 to September, 2008. Beyond September, 2008, it has however, decelerated at all industries/sectors level at an average rate of 1.01 per cent per month.Table 1 Trends in Average Employment menstruation Average Employment in lot (millions)changeSeptember, 08 16.2October,08 16.0 -1.21November,08 15.9 -0.74December,08 15.7 -1.12Average periodic change -1.01 consultation government activity of India, Ministry of Labour Employment Labour Bureau, Chandigarh.From the in a higher place data it is observed that the management people and employees may experience concern around a number of issues during an economic crisis or downturn. The monthly average rate of employment loss during Oct- Dec, 2008 was 1.01 per cent whereas in January, 2009 the rate of defy has increased to 1.17 per cent. The increase in rate of change is mainly due to the change state in employment in IT/BPO sector in January, 2009 in contrast to the increase in employment during Oct-Dec, 2008 and also higher rate of unemployment in Automobile Sector. The month wise employment trends are presented in Table 1.2.Ta ble 1.2Trends in Average EmploymentSl. No. Period % Rate of Decline1 October, 2008 1.212 November, 2008 0.743 December, 2008 1.125 January, 2009 1.17Source Government of India, Ministry of Labour Employment Labour Bureau ChandigarhThe economic slowdown is expected to adversely impact the quality of employment besides the measuring stick reflected by decline in employment. The quality aspect is measured in terms of decrease in average wages received by theemployees. Hence information is also collected on the total 12 earnings of workers. The results of the vision reveal that the average monthly wages have also declined by 0.26 per cent in January 2009. The average monthly decline during Oct-Dec, 2008 was 3.45 per cent. During the current survey the average monthly wages for direct and lose weight workers are also collected. The findings of the survey reveal that average monthly decline in the wages are 0.25 per cent fordirect category of workers and 0.63 per cent for contract wo rkers in January, 2009. The information is presented in Table 1.3.Table 1.3 lot change in Average Monthly EarningsSR.No. Period Percentage Change1 October, 2008 1.742 November, 2008 -11.433 December, 2008 -0.54 January, 2009 -0.26Source Government of India, Ministry of Labour Employment Labour Bureau ChandigarhTable 1.4Month shrewd Estimated Job Loss Sl.No. PeriodEstimated Job Cumulative Job LossLoss1 October, 2008 1,96,092 1,96,0922 November, 2008 1,17,550 3,13,6423 December, 2008 1,77,222 4,90,8644 January, 2009 98,156 5,89,020Source Government of India, Ministry of Labour Employment Labour Bureau ChandigarhIt needs to be noted that the rate of decline in employment in January, 2009 is higher than average monthly rate of the old quarter, whereas the total loss of employment estimated is less than the previous monthly estimates. In this recession period HR play an important role to make the industry sustain and the entire economy flourish. This paper expresses the challenges of human resource management in the global recession situation. The role of the Human Resource autobus is evolving with the change in competitive market environment and the identification that Human Resource Management must play a more strategical role in the success of an organization. The most important challenge in recession period that is revolutionizing the Human Resource systems to identify, maintains, develop and utilise talents across the organization to their fullest capacities. The management of Human Resources has now assumed strategic importance in the achievement of organizational growth and excellence. As globalization advances and we move into the information age, organizations need to adapt to the changes in technology and the changing issues in management of people. II. The emerging challenges of Human Resource Management in the times global recession The role of the Human Resource Manager is evolving with the change in competitive market environment and the rea lization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their violence on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer- decocted to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business dictated function with a thorough understanding of the organizations big picture and be able to influence let out decisions and policies. In general, the focus of todays HR Manager is on strategic personnel retention and talents using. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organizations members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity. These paper discusses few important challenges of HRM due to recession and i.e hassle of Recruitment. Managing downsizing program appropriately. natural endowment management. Stress Management. The Return on experience in a Recession.1. Recruitment and Recession.Recruitment industry is passage through a tough time at this moment, the numbers have dropped drastically for the biggies and even recruitment agencies are battling for survival. Synergy Solutions provides recruitment services to companies in India and in US, the biggest challenge today is to find freshlyer and better ways to add value to the clients. There is a need to find innovative ways to improve recruitment ROI for the client. First things first, the base idea is n ot to count and find ways to weather the storm but to take proactive measures to tide the wave. The world is changing very quickly to combat recession and its about time we translate our thinking into action or else we will be late. The main reason being the companies who are hiring have recently made drastic cuts in their recruiting budget and are in the bear on of streamlining their side of the story.Companies (clients) has to demand greater accountability from recruitment agencies and focus on improving their recruitment ROI. Recruitment agencies / staffing companies who are agile in their operating theater and can quickly adapt to the changing environment will place victorious at the end of this recessionary period.Few areas where placement agencies should focus* Closely monitoring the way each industry is changing in current times and the way companies within the industries are changing their hiring strategy. * go on stronger relationship with clients thereby working close ly with your contact points in the smart set to get clarity on their internal hiring plans and prepare accordingly. This will also help protect your share in the pie from your competitors. * Clients will use this recession to re-negotiating the recruitment contracts with recruitment agencies. Since numbers are falling every day recruitment agencies will be concerned about their cash flow situation and as a result will have no option but to be forced to negotiate their existing contract. freshly client would want to start the relation on the terms advantageous to them, that means lower rates and tougher terms. * Look out for companies who are bodacious and would consider recession as the right time to recruit good quality talent at the right price. These are usually multinationals with deep pockets and would want to drive competitive advantage home. Be smart to besiege these companies. * Train your recruiters to be tactically smart and agile in their actions. During the nail the re were a lot of open positions and even more candidates available so the match making activity was comparatively easy and by and large govern by the good sentiments in the market. During tougher times recruiters need to be smart and get themselves deeper into the fit gap process and ensure win win situation for the client and the candidate * Use of technology and social media applications to hunt better profiles as compared to job boards. Sites like LinkedIn, Facebook, Twitter and other social and business networking sites are fast becoming every recruiters cornet card. Lot of head hunting can happen over these networking sites. * If your recompense component are on the higher side and you foresee that its going to be difficult to sustain then take adequate action now try and offer a mix of lower fix and higher variable with an assurance that salaries will get back to normal once the market stabilizes. 2. Managing downsizing appropriately. Virtually every country has to face the impact of a global economic downturn which can be in the form of recession, slowdown, depression or growth recession. When a downturn occurs, the organizations have to suffer heavy losses and bear the brunt of slow revenue generation. During this period, there is also less spending by the consumers, less investment by the investors and more of savings. Even the sectors who have been thriving in the wave period try to save more. Numerous causes can be attributed to the economic downturn and one of which affects the business is lack of skilled custody. Other reasons could be the increasing population, lack of food give, climatic condition, and entry of substitutes, inapt investments and technological changes. The shift in tag on and demand hugely affects the entire business cycle. There can be acute shortage of cash supply leading to less or poor investments. All of this may finally affect the morale of the employees which should be a concern to every organization. Also, the d ecline in growth and decrease in profits surely calls for received top-of-the-line strategies to make adjustments to serve organizational needs. Managing the teams or human capital at this juncture is a Herculean task. So, a manager should devise certain strategies in order to manage teams during down turns. Downsizing during this period is sure enough not a good option because if there are merits of laying off of employees, there are many demerits too. What should a manager do to manage teams or workforce?* Hold special meetings During this unsafe situation, the organizations top most head or CEO should brief the meeting where the main subject should be the employees and their concern. If the head of any organization feels confidant, the whole organization feels confidant. Alternatively, middle-level managers and senior managers can conduct private meetings where they can console their subordinates. Also, give your workforce to ask questions and express their feelings regarding the business insecurity. * Motivate the employees The report to managing and retaining the employees during downturn is motivation. Apart from the special meetings being conducted, a manager should on a regular basis be attending to their problems and constantly trigger the employees to have good mood. * go challenging assignments and opportunities If you offer your teams the challenging assignments, they spirits will be bring up and they will manage to survive even in bad times. * rationalise to them the importance of their existence in jobs There is no use hollo over the spoilt milk, just like economy turning to a bad shape and business showing downfall. Its better that you discuss about the new projects and subsequently tell them what role they have to play. How their productivity can make the organization grow, explain to them. * Initiate change by identifying key people There are few employees who are influencers and can bring about a lot of change in the organization. If these employees are minded(p) the right message to convince other team workers, the organization can move in the right direction.* Identify the achievers and reward them Even during this period, you should give your employees the bonuses and increments if possible. In this way, they will always remain motivated and perform.All the preceding(prenominal) points are crucial to letting the organization grow to greater high and following the above strategies will promote the general health of the organization despite economic downturns.3. Talent Scenario during RecessionThe law of demand and supply mercilessly applies to human resources, also. During the economic downturn, companies were able to downsize by getting discharge of redundant work force and dead wood. They also restructured the employee compensation (mostly by decreasing) to stave off financial losses. Only those employees were retained who proved their worth. The employees had to approve all kinds of compensation-relat ed compromises while maintaining the same or even higher level of efficiency and productivity. They could thus survive the financial tsunami.These survivors got the opportunity to handle a variety of tasks that further sharpened their skills and made them multi-skilled. Thus, overall quality of talent has increased. At the same time, those who were out of job lost this opportunity to hone their skills in a new challenging environment. Adding to our woes, slashing of training and development budgets has led to a depletion of the number of skilled employees within the companies.Such step from companies have created an altogether tricky scenario The quality of talent within the companies has increased (raising the bar of the talent), while the quality of skills available in job market has dwindled. Now, recruiters can hire the required quality talent not from external but from inside their competitors workplace. While many have forgotten the term War for Talent, the phenomenon is slo wly re-emerging. A study by Accenture has form that more than two-thirds of executives are now deeply concerned about not being able to recruit and retain the best talent. In todays global and highly competitive economy, the war for talent is now global, not local. The survey of more than 850 top executives from the U.S, UK, Italy, France, Germany, Spain, Japan and China found worries about talent management were growing, with 67 per cent this year putting it second only behind competition as the key threat, up from 60 per cent last year. It may be worth noting that great companies such as Infosys, responded to the downturn by investing more in training. Instead of fearing of financial losses, these corporate focused on improving the quality of their employees skills. And the effect is telescopic in their financial results. Member of Infosys board of directors and head of HRD and Education and Research, T V Mohandas Pai said, In response to the economic crisis, we had stepped up o ur investment in training. This has made us more competitive in fulfilling clients needs today.The demand for talent in the market will never cease. storage will always be a challenge.New Definition of TalentWhile war for talent continues, the bar for talent also goes up. Old skills and competencies may not work. Companies now need salesman who does not cover products but does sell solutions production managers no lifelong control the operations, they are expected to enter and improve productivity and quality managers need to study competitive products with more zeal and help develop better products and services. The employers expectations have changed and are set to grow Highly Productive The clever employees need to be highly productive. They should deliver much more than they are compensated for. If that happens, employers are unforced to give larger share to them. Multi-Skilled Companies have discovered that one way to decrease recruitment cost is to have multi-skilled em ployees. Multi-skilled employees help reduce manpower dependence, and the overall sum of all the multi-skilled employees is greater than the same number of follow number of specialist. Self-Managed and Self-Motivated Self-managed and self-motivated employees reduce managerial efforts. This helps organizations to have less number of managers. progressive and Out-of-the-Box thinkers As the rules of the business change and competition increases, the existing solutions no longer work. Companies need employees who constantly infuse new ideas and provide out-of-the-box solutions to meet a customer need that seems to have no end. The Key to Retain Talent Lies in HR Policies and PracticesAs organizations increase their expectations from employees, employers too have to significantly change the way they manage the talent. Talented employees continuously need new challenges and goals they can achieve, and a continuous supply of information and resources they can use to solve business prob lems. And needless to say, they will in return demand more lucrative and effective compensations, a great work polish and friendly HR policies.Even during the recession, companies are reviewing and revising their leadership development programs. Survey after survey indicates that people who quit their jobs do so because of their relationship with the boss, not because of dissatisfaction with their job. A recession is a perfect time to take a hard look at leadership means and training to increase employee satisfaction with management. Five Important Talent Retention FactorsLets us consider five factors that can help organizations retain talent to meet the client and business requirements in post-recession era Clear Goals, Targets and Expectations You need to tell them what exactly you expect from employees and what should they do to meet these expectations. A talented mind without a direction is most likely to pull the pile than a mediocre or a dead wood. Balanced drop dead Envi ronment Talented employees have huge positive energy and they beat up this energy to meet the deadlines. But often they need time to re-energize themselves. Organizations that want to retain talented employees need to provide a positive environment that allows them to re-energize themselves more often. Track Performance Goals and Provide Analysis Innovators and hard workers

Reflection on Care Interventions and Decision Making

Reflection on C atomic number 18 Interventions and Decision devisingReflective evaluation of pity interventions and clinical determination making.IntroductionThis search is a ruminative examination of a complaint episode in the domain of rational comfortablyness treat, in relation to the processes of nursing decision making, clinical savvying, and processes associated with enduring bursting charge think and management. The criticism on elements or aspects of apprehension, or on specific clinical experiences, is an classic part of obligate organic evolution and on going professional practice (Rolfe, 2005). Reflection is to a greater extent(prenominal)(prenominal) than manifestly bulge outanceing back at experiences and incidents, it is a process of making smell step forward of them, understanding all the dimensions of an experience, and using data, evaluation and analysis to meliorate future(a) practice (Hargreaves, 2004). It is, at that wanderfore, ab t urn out schooling from experiences, as much as learning about experiences (Gibbs, 1988 Kolb, 1984). Although reflection is k flatn to be, at times, an imperfect means of critiqueing practice, because in that location is always the possibility of biased reflection, or poor memory (J unitarys, 1995), it is a means of allowing student nurses and qualified nurses to ask questions about their practice and look at it in the light of touchledge and evidence.Using reflection, this essay pull up stakes attempt to examine the carefulness of an older grownup with dementia, in aver to examine the elements of clinical decision making and clinical reasoning in relation to their care and the management of care for them in the longer term. As such(prenominal), it get out withal look at elements of care planning for this patient, and the processes which meet a key clinical decision, which is about place of care for the designated patient, who will be described below. The essay will be b ased inside the framework of Gibbs (1988) cycle of reflection, which leaves a structure and guideline for constructive reflection and allows practitioners to develop action plans for future practice improvement (see Appendix). The essay will present the look history and summary of the clients clinical/ health precondition, and thence will follow the structure of the Gibbs (1988) reflective cycle. It will conclude with the action plan and a brief conclusion of the arguments unquestionable finishedout the essay.Case History/SummaryThe patient, whose name has been changed to protect confidentiality, is Arthur, a 69 year old man who was admitted to a general medical examination ward three weeks ago with pneumonia. Arthur is married to Anne, who is also 69, and both are retired teachers. Arthur was diagnosed with vascular dementia three years ago, and his health, and in particular, his symptoms of dementia, take over been steadily worsening since that time. Anne is his chief car er, and gets regular support and help from their two children, a daughter, who is a full time clerical worker, and a son, who is married and lives an seconds drive away from his parents. Anne and Arthur live in their own headquarters, where they aim lived since they were married 47 years ago.Arthurs symptoms are memory want and dysfunction, apathy, fatigue, withdrawal, fixation on routines, communication difficulties, and wandering. Arthur is accustomed to regular friendly activities at the local Home Guard club, some of which Anne attends with him, and also to going into the local shopping area most days to buy a paper. Anne has to help him with the majority of his activities of effortless living. His appetite has decreased, and he needs care with dressing, hygiene and other self-care activities. Anne helps him manage his medication. He has a history of indispensable hypertension, which is managed with anti-hypertensive medication.Arthur developed pneumonia following a vira l infection, and was admitted with dyspnoea, pyrexia and increased confusion, on base dehydration. He was treated on a medical ward, and during this time was reviewed by an occupational therapist, kind work liaison, and by the mental health aggroup, as well as his medical team. His pneumonia responded well to antibiotic therapy, and he true nutritional supplements and assistance with some of his activities of daily living.ReflectionDescription What HappenedArthurs physical health improved sufficiently for the medical team to get hold that he was ready for discharge from the medical ward. Initially, the discharge plan was straightforward, and had been commenced on admission, and finalised by the nursing team looking after Arthur, under the leading of his named nurse. Arthur was to be discharge domicile to his own internal, with community nursing involvement. However, because of his degenerative condition, and his real put forward of health and welfare, one of the nurses on the team objected to this plan, and persistent that it qualification be time to consider the best place of care for Arthur in the longer term. In the light of her referral to the medical consultant, and to the elementary care nurse consultant, a full fiber conference and multidisciplinary review was called to review the discharge plan. A execute of professionals were present occupational therapy, a social worker, his named nurse, the nurse who had instigated the case conference, the Nurse Practitioner, a representative of the mental health team, and the author, along with Arthurs Registrar and SHO.Each professional presented their case, and discussed Arthurs modern state of health, and the support, care and input he needed. Because of his increasing debilitation, reports of his wandering behaviours on the ward, and his increasing dependence on carers, it was decided that Arthur should non be discharged home, only instead a place should be found in an EMI nursing home, wher e he could receive the level of support believed to be inevitable for him. It was agreed that a nursing home close to his own home would be chosen, so that his married womanhood would be able to visit him, but the home found for him was s tear down miles away from their home, and when his wife was informed of his place of care after discharge, she was upset. She cute Arthur at home with her, and insisted that she could cope with his care. She also explained that the care facility they proposed was non on an easily accessible pot route, and it would take two buses and a considerable amount of time to voyage from her home to visit him. Despite this, she was informed that the best place for him now was a nursing home, because his safety was at risk, and eventually, it was agreed that he be discharged to this nursing home as soon as a room became available.Feelings What Were You Thinking and Feeling.My find oneselfings were really much around empathy with Arthurs wife, who want ed Arthur discharged to his familiar home environment, but also a spirit of concern for Arthur, for his safety and wellbeing, and for the burden that his care was placing on his wife. However, I also snarl sort of strongly that she should have been included in the case conference. I also felt that Arthur should have been consulted about where he preferred to be discharged to. Although he had poor communication, there were times when he was able to appear at least aware of his surroundings and circumstances, and I felt that someone should have tried to get his thoughts and feelings on where he would go after discharge. I felt that the multidisciplinary team was working effectively, that they were communication openly and professionally about the care, but that they pipe down did non quite seem to see Arthur as a individual, a whole person, with a life, a family, and his own preferences. Instead, I felt that they saw him predominantly in terms of the problems he posed for ca re services. And I felt that this was non necessarily the best ethos to underpin such a strong, life-changing decision.Evaluation What Was best and Bad about the Experience.Positive aspects of the experience included the insight I gained into a multidisciplinary team case conference, in which all the professionals concerned were non only well prepared and well meaning, but eager to hark to each other, to listen to commonwealths experiences of caring for Arthur, and to debate the whys and wherefores of his case and the discharge decision. Attitudes towards Arthur were positive, in terms of direction on his wellbeing, safety, and prognosis, as well as focusing on the wellbeing of his wife and main carer.However, interdict aspects of this were chiefly the exclusion of Anne and Arthur from the case conference, and the lack of the presence of a penis of the community nursing team, or Arthurs GP, or anyone who actually still his home circumstances properly. It seemed to me that no one was able to really state with indisputablety what his home circumstances were like. I also felt that the team should have considered the effects on Anne of losing her husbands presence in her home, because this could have consequences for her emotional, social and even financial wellbeing. While Arthur is their primary concern, if they had seen him and his wife in terms of the realities of their lives together, this efficiency have affected their decision.Analysis What soul Can You Make of the Situation?Providing care for the older adult who has a diagnosis of dementia, whatever kind, is difficult and challenging, because the disorder affects so numerous aspects of their lives, not just their ability to take care of themselves. The NSF for older People (DoH, 2001) understandably states that all care for the older adult should be based on person-centred care principles, looking at the individual needs, and looking at the person in context of their social life and home li fe. However, because the older adult is more likely to have a number of con accredited health problems (Grabbe et al, 1997), providing care to meet all the needs of the patent pot be very challenging. The literary works suggests that despite the Governmental guidance, and the ongoing drive to improve care for the older population, standards of care for this sector are still not as good as they should be (Helme, 2007). This suggests that there are still considerable improvements to be make in the ways that such mess are cared for, and the kinds of decisions made and treatment choices offered for them (Redfern and Ross, 2001).Dementia is a difficult infirmity to plan care around, because it has so many manifestations, and for different reasons. It is a very prevalent disorder in the older population (DoH, 2001). According to Helme (2007) more than 50% of elderly people in nursing homes, and an equivalent number of elderly patients who are admitted to infirmarys, have dementia. Thi s poses a considerable burden on health and social care. But the NSF also argues that it is vital that older peoples dignity is preserved and prioritised in spite of appearance these health care services (DoH, 2001), and if this is the case, then the kinds of decisions made about their place of care, as in the case of Arthur, should be decisions that are about their dignity, and their self-reliance. It could be, in this case, that the balance between preserving Arthurs autonomy at home, and between protecting his dignity (he has been known to wander out of the house in his underwear, or get lost in town), has brought the team to their decision. If the team are practising patient centred care, or person-centred care, then Arthurs wellbeing would be the reason for the decision.However, this is not always the case, and it could be that the decision has been made based on what is likely to cause the least amount of sieve on the community health and social care services (Dellasega and Fisher, 2001). in that location is some evidence in the healthcare literature that many healthcare professionals continue to have innate prejudices or stereotypes of elderly patients (Gunderson et al, 2005). If this is the case, then Arthur may be being judged based on his diagnosis, and on preconceptions about his current clinical/mental state, rather than on a holistic demonstrate of his whole life and his social context. There are those who would argue that making this decision for Arthur is the wrong course of action, because he has been functioning well at home prior to hospital admission for a medical problem, and there is no reason why he could not carry on with the same level of support for the time being (Hoare, 2004). However, it might be that this admission to hospital has been the frontmost time that such a boastfully team of healthcare professionals from different disciplines has had the opportunity to assess Arthurs current health status and healthcare needs, an d this is what has led to this decision (Fielo, 1998). It might be, for example, the first time the true impact of Arthurs condition on the activities of daily living has been observed (Farley et al, 2006). However, it is also important to remember that as a patient with Dementia, Arthur is likely to behave very differently in a hospital setting than he would in a familiar home environment, and so this judgment may not be based on how he usually manages his daily life (Zarit and Zarit, 2007). However, if the professionals voluminous believe that the complexity of Arthurs needs are such that the easiest place for Arthur to be cared for is within a nursing home environment (Miller et al, 1996), this might be the reason for the decision, perhaps in relation to an awareness of local resources and availability of certain support services for Arthur (Eloniemi-Sulkava et al, 2001).The process of discharge planning is one which still seems something of a mystery, despite the clear commun ication between the multidisciplinary team. It is apparent from the literature on the subject that discharge planning conferences can be difficult, and for many health professionals and patients, it can be hard to get your opinion across and make sure that this opinion, or observation, is taken seriously (Efraimsson et al, 2006). Certainly, I felt that I could not voice my opinion during this conference, and yet in hindsight I feel that I should have done so, because I really feel that the most important people were missing from the case conference. The voice of Arthur was not there, perhaps because the team believed he would not be able to broadcast effectively (Efraimsson et al, 2004), but Anne should definitely have been have-to doe with, as his wife and primary carer (DoH, 2001).The literature shows that lack of involvement in discharge planning, particularly when significant decisions are being made such as this, disempowers patients and their families and can have detriment al effects on health and wellbeing (Efraimsson et al, 2003). Leaving Anne out of this decision may have an impact on her health and wellbeing, including her mental and emotional health, and if she had been involved, she might have come to the same conclusions that the team had, rather than just having them make a rather paternalistic decision without consulting her (Redfern and Ross, 2001). end point What Else Could you Have Done?One conclusion that I have reached through examining this case, is that it is important to question care decisions and clinical decision making processes, even if you are in the minority (Daly, 1998). In this situation, I felt disempowered, and I am sure that it might have been the case that Anne would have felt quite challenged to be part of the conference, but it should have been opened up to include her and to give her a chance to voice her own thoughts and feelings, and provide the insight into Arthurs health, wellbeing and home life that was lacking fr om the conference. another(prenominal) conclusion I have reached is that while multidisciplinary conferences are important, there can still be underlying personal agendas, or prejudices, and so focusing on a person-centred model of care and discharge planning is important. Also, it might be that the label of dementia has been colouring everyones reactions and making them lean towards nursing home care because of what they know about dementia, rather than because of what they know about Arthur. I should have raised the questions that I had, and been more proactive.I also felt that they could have referred more explicitly to the available guidelines, such as the NSF (DoH, 2001), and the local policies and guidelines on discharge planning, and on social care planning. There should have been community nurses or Arthurs GP involved in the discharge conference. I should have raised these points, and perhaps referred to the divert guidance, or asked for it.Action Plan If it arose again, w hat would you do?I would ensure that the patient and their primary carers were included in the discharge planning conference, that their preferences, experiences and opinions were sought, and that these were incorporated into the clinical decision making process.I would insert together all available policies, guidance and governance documents relating to the case. I would also seek out and gather together as much of the evidence base as affirmable relating to the patients care, in order to make a more reasoned decision.I would make sure that the community health professionals who had been involved in Arthurs care up to the point of his admission to hospital were also involved in the discharge conference. This would mean that a more realistic picture of his needs was presented.I would include detailed information about an alternative plan of care and social support for Arthur, one which included realistic assessments of available resources and impact on current care provision.I wou ld make sure that the impact of this admission on Anne and her home situation was also considered in making the final decision. I would also attempt to ensure that the discharge plan included identification and militarisation of resources and support services for Anne as well as for Arthur.ConclusionIt would appear from this reflection that a significant decision making process such as this, even when many good principles are adhered to, is complex and difficult, and it is important to make sure that all aspects of the clients needs are being met, not just their safety and medical/social care needs. Decisions such as this cannot be made without the full picture and without considering alternatives to what might appear to be the easiest solution.References 213569Daly, W..M. (1998) Critical thinking as an outcome of nursing education. What is it? Why is it important to nursing practice? Journal of Advanced nursing 28 (2) 323-331.Department of health (2001) The National Service Frame work for Older People Available from www.dh.gov.uk. Accessed 10-11-08.Dellasega CA. Fisher KM (2001) Posthospital home care for debile older adults in rural locations. Journal of Community Health nursing. 18(4) 247-60.Draper, B. Low, L. (2005). What is the potency of acute hospital treatment of older people with mental disorders? outside(a) Psychogeriatrics, 17, 539-555Efraimsson, E., Sandman, P. Hyden, L-C., and Rasmussen, B.H. (2006). How to get ones voice heard the problems of the discharge planning conference. Journal of Advanced Nursing 53 (6) 646-655.Efraimsson, E., Rasmussen, B.H., Gilje, F. and Sandman, P. (2003) Expressions of power and powerlessness in discharge planning a case study of an older woman on her way home. Journal of clinical Nursing 12 707-716.Efraimsson, E., Sandman, P. Hyden, L-C., and Rasmussen, B.H. (2004). decamp planning fooling ourselves? patient participation in conferences. Journal of Clinical Nursing 13 562-570.Eloniemi-Sulkava, U., Notkola I. L., Hentinen, M. et al (2001) Effects of supporting community-living demented patients and their caregivers a randomized trial. Journal of the American Geriatric Society 49(10)1282-7.Farley, A., McLafferty, E. and Hendry, C. (2006) The physiological effects of ageing on the activities of living. Nursing Standard 20(45) 46-52.Fielo, S. B. (1998) Discharge Planning for the elder A Guide for Nurses. Nursing and Health economic aid Perspectives Volume 19(2) 94-95.Gibbs, G. (1988) encyclopedism by Doing. A Guide to Teaching and Learning Methods Further program line Unit, Oxford Polytechnic, OxfordGould, D., Berridge, E-J. And Kelly, D. (2007) The National Health Service Knoweldge and Skills Framework and its implications for continuing professional development within nursing. Nurse Education Today 27 26-34.Grabbe, L., Demi, A., Camann, M.A. and Potter, L. (1997) The health status of elderly persons in the last year of life a comparability of deaths by suicide, injury an natural cause s. American Journal of Public Health 87 (3) 434-437.Gunderson, A., Tomkowiak, J., Menachemi, N. and Brooks, M.D. (2005) Rural physicians attitudes toward the elderly evidence of ageism? Quality focusing in Health Care 14 (3) 167-176.Hargreaves, J. (2004) So how do you feel about that? Assessing reflective practice. Nurse Education Today 24 (3) 196-201.Hoare K. (2004) Care home placement can admission direct from acute hospital be justified? Nursing Older People. 16(6) 14-17.Jones, P.R. (1995) Hindsight bias in reflective practice an empirical investigation. Journal of Advanced Nursing 21 (4) 783788.Kolb, D. A. (1984). existential Learning London Prentice Hall.Miller, J., Neelon, V., Dalton. J. et al (1996) The assessment of discomfort in elderly confused patients a preliminary study. Journal of Neuroscience Nursing 28 (3) 175-182.Redfern, S.J. and Ross, F.M. (2001) Nursing Older People. Third edition. Edinburgh Churchill Livingstone.Rolfe, G. (2005) The deconstructing angel nursing , reflection and evidence-based practice Nursing Inquiry 12 (2), 7886.Zarit, S.H. and Zarit, J. M. (2007) Mental disorders in older adultsfundamentals of assessment and treatment. New York The Guildford Press.Gibbs (1988) Cycle of Reflectionhttp//www.nursesnetwork.co.uk/images/reflectivecycle.gif

Shellac for Film Formation and its Modification

seal for Film Formation and its Modification varnish for germinate organisation and its pass for sweetener of propertiesAbstractWith the development environsal concerns associated with celluloid polymers, the need for biopolymers has strongly emerged which post have applications ranging from packaging to electrical applications. shellac varnishk varnish, which is a vividly occurring product rosin obtained from insects (female lac bug), is unitary much(prenominal) component which can be apply for production of biopolymeric scene. However, collectable to limitations on mechanical and restraint properties, modification of seal is necessary. Following is a reviewed study of modifications of varnish to mend its film properties, heat resistance, water supply resistance, gloss and hardness.KeywordsBiopolymers, Shellac, modification, closes.1. ShellacWith the decrease in petroleum reserves, the need for biocompatible polymers has emerged. Polylactic acid, Zein protein f ilms and Shellac, as in this case, have become full of life for environmental concerns. Shellac is a naturally occurring polymer, obtained from resinous secretions of lac insects, Laccifer Lacca (Soradech et al) 1. Shellac as a coating literal is mainly employ in the handle of food and pharmaceutical industries (Jinwei Wang, Lei Chen, Yedong He) 2. However, one of seals problems is a lack of solubility in ordinarily used coating resultant roles such as ketones and glycol ethers (Jennifer T. Otto, David L. Trumbo) 3. Problems associated with shellac are batch-to-batch novelty, need of organic solvent, slight stability and less solubility in alkaline pH of intestine, canvass to synthetic and semi-synthetic enteric polymers.Shellac is primarily used as a naturalprimer,sandingsealant,tannin-blocker,odour-blocker,stain, andhigh-glossvarnish. acts of ShellacDue to excellent film forming and restrictive properties, it is widely used in food industry, tonality industry and to a considerable consummation in pharmaceutical industry. Use of biopolymers for packaging applications is severely limited due to poor barrier and mechanical properties (Melissa Gurgel Adeodato Vieira et al) 4. meaningful work was carried out by (Hult et al) 5 by using Microfibrillar cellulose (MFC), incorporation of which chastens the Oxygen Transmission yard (OTR) value (Syverud et al)6 combined with Shellac to produce fibre based packaging. Significant oxygen barrier for packaging was not obtained but multilayer coating with MFC and Shellac reduced OTR greatly. (D. Phan Te et al) 7 presents another way of eliminating the limitations of biopolymers for packaging. Formation of hydrocolloid-shellac bilayer films produced an heighten resistance to water and moisture permeability with good mechanical properties. offend mechanical properties and better adhesion to the hydrocolloid layers was obtained with the use of plasticizer. Shellac has also been used widely in Pharmaceutical an d drug retention applications. (Berg et al) 8 describes shellac as one of the very few materials to be used as a pharmaceutical coatings. It finds special applications in health applications and nutraceuticals (Krause et al) 9.2. Modifications of Shellac for sweetener of propertiesModification has been carried out to overcome many popular limitations of Shellac films homogeneous low heat resistance, poor water resistance, poor solvent resistance, chemic resistance, brittleness, etcetera (Sharma et al.) 102.1 Crosslinking of acetoacetylated Shellac with multifunctional aminoalkane or acrylate (Jennifer T. Otto, David L. Trumbo) 3Crosslinking of films was carried out by reply between acetoacetylated shellac with a multifunctional amine or with a multifunctional acrylate under Michael addition answer parameters (Jennifer T. Otto, David L. Trumbo et al.)3. fit to (Jennifer T. Otto, David L. Trumbo et al.)3 Shellac/t-butylacetoacetate films were synthesised for this mark. The gla ss transition temperature of the modified shellac was observed to be 4.5C. The Tg of unmodified shellac is 54.6C.High level of acetoacetylation is indicated to have occurred as acetoacetylation is known to reduce Tgs by reduction in hydrogen bonding capabilities (Clemens, RJ, Rector, FD et al)11. Major purpose was to alter the solubility of the shellac. Modified Shellac was attempted to dissolve in various solvents. It was noted that the modified shellac was soluble in MEK, methyl theme amyl ketone (MAK), acetone, CHCl3, dipropylene glycol monomethyl ether (DPM), THF, and DMAC. The unmodified shellac was soluble in neutral spirits and DMAC and sparingly soluble or insoluble in MEK, CHCl3, MAK, and DPM. Thus, desired modification was obtained, and (Jennifer T. Otto, David L. Trumbo) 2 formed thermoset films crosslinked with two several(predicate) species, an amine and a multifunctional acrylate. It is possible to modify shellac by answer with t-butyl acetoacetate. This modificat ion changed importantly different solubility characteristics and the ability to be crosslinked with different species at different temperatures, including ambient temperature. The crosslinked films have well to excellent properties, with the exception of low shift gloss for the DYTEK A cured films. This could reflect somewhat incompatibility on a microscale between the modified shellac and the diamine. Gel content measurements propose that a high degree of crosslinking has been obtained.2.2 Modification by use of Maleated Shellac (Hasmukh S. Patel and Sumeet J. Patel) 12Following modification was employed for coating preparation of maleated shellac-acrylic resin emulsion paints, acrylic resin its application as surface coating materials and characteristic. According to (Hasmukh S. Patel and Sumeet J. Patel) 12, maleated Shellac was synthesised by treating Shellac with Maleic Anhydride. Shellac dissolver in tetrahydrofuran (THF), different proportions (1030% wt of shellac) of mal eic anhydride was added and well mixed. The resultant reaction mixture was refluxed for 5 h before cooling and pouring into cold water. Adhesion and liquified finish film were obtained and no observable damage and detachment of the film was observed. Blending of Maleated Shellac with acrylic resin might give come up to the polymerization and/or crosslinking between the two components through the functionality due to unsaturation which resulted in better water resistance and decent alkali resistance all the same though shellac and becomes easily soluble when it comes in to contact with water and alkali, respectively. The coated panels were immersed by (Hasmukh S. Patel and Sumeet J. Patel) 12 in water for 5 months and no detachment or discolouration was observed. On the coating after victorious out the panels from water. It was noted that water that was socked by the panels, evaporated kept at fashion temperature. Deterioration water socked panels of the coating was not observed which indicates that the composition resisted sustain of the water/ moisture within the system which is an important feature of the paint formulation.2.3 Blending of Shellac with Epoxy resin (D. N. Goswami and S. Kumar) 13The reaction represent below was employed as a modification for Shellac.Figure 1 Shellac and Epoxy concourse reaction (D. N. Goswami and S. Kumar) 13The supra reaction represented in Figure-1 is a reaction mechanism between Shellac and Epoxy group. This reaction was monitored by reducing acid value or reducing epoxide value. The properties obtained were found to be optimum for cured samples containing 70 separate of shellac and 30 parts of the paste resin(Tripathi et al) 14. Following watch (Fig. 2) shows the interlingual rendition in dissipation factor (tan ) for various shellac-epoxy resin blends with cadence.Figure-2 translation of dissipation factor (tan ) of shellac-epoxy resin varnishes with clock. (1) Dewaxed maize (DL) shellac epoxy resin = 6040, mol. wt. of epoxy resin 500 (2) dewaxed lemon (DL) shellac epoxy resin = 70 30, mol. Wt. of epoxy resin 1 OOO (3) dewaxed orange (DO) shellac epoxy resin = 50 50, mol. wt. of epoxy resin 1 OOO.(D. N. Goswami and S. Kumar) 13The dissipation factor undergoes an initial rise up to around the one-sixth day after blending and remains almost constant thereafter.The variation of conductivity of different shellac-epoxy resin blends with time is shown in Fig. 3.Figure-3 Conductivity variation with time (D. N. Goswami and S. Kumar) 13Conductivity, like dissipation factor, also showed an initial profit with time. Around the sixth day, the variation was found to be biphasic in spirit with an inflection. For the blends containing epoxy resins with molecular weights of 500 and 1000 the nature of variation of both(prenominal) dissipation factor and conductivity with time was found to be similar.The variation of specific viscousness of the 70 30 and 50 50 blends with time is shown in Fig. 4.Fi gure 4 Variation of specific viscousness of dewaxed lemon (DL) shellac-epoxy resin varnishes (D. N. Goswami and S. Kumar) 13It was observed that initially specific viscosity increases with time and becomes almost constant after six days. A small tableland was observed for the next few days and thereafter specific viscosity increases. It was observed that the values of dissipation factor, conductivity, dielectric strength and specific viscosity of the epoxy resin-free shellac solutions were more or less constant.If the reaction is carried for a longer period, besides the reaction mechanism as shown previously, cross-linking occurs. In this process, the hydroxyl groups of shellac produced by the above mentioned reaction probably react with the epoxide group and/or with the carboxyl group forming a three-dimensional network as shown in Fig.5Figure 5 Reaction between Hydroxyl group and/or Epoxy or Carboxylic group. (D. N. Goswami and S. Kumar) 132.4 Combination of Shellac and Polyam idoamine (R. K. Dey, G. S. Tiwary, Tanushree Patnaik, Usha Jha) 15The modification mentioned below was essentially done for drug sales pitch applications. natural biodegradable and biocompatible polymer is encouraged as a starting material for synthetic purpose so as to reduce the production of the cyanogenetic biodegradable products in bodys physiological environment. By variable the ratio, a wide range of polymers were vigilant. Shellac PAA as 1 1, 1 2, and 1 3 ratios was taken though the characterization was done by taking Shellac and PAA in the ratio 1 1. According to (R. K. Dey, G. S. Tiwary, Tanushree Patnaik, Usha Jha) 15, the samples were prepared using the appropriate amount of PAA dissolved in 20 mL of methanol, added to a solution of Shellac in methanol. A solution of 2, 2-dimethoxy-2-phenyl acetophenone (about 2 wt % with respect to the PAA) was added in methanol (around 5 mL) to this mixture with mild stirring. The reaction mixture was poured into a glass petridish and was kept at room temperature. The polymerization was initiated by irradiation with an incandescent broad-spectrum lamp (Philips Comptalux, 150 W), positioned 25 cm above the petridish. Irradiation was continued for 7 h until gelation occurred. The schematic sketch of the reaction leading to the formation of polymeric material is shown in Figure 6. The polymeric material was extensively washed with methanol to remove any equalizer monomer, then freeze-dried and stored until further use. The resultant product was cut in films, dry in air for three days, and place in a vacuum oven at 25C until constant weight. It was observed that PAA was soluble in water where as the corresponding polymer of Shellac-PAA was insoluble in water.Figure-6 synthetic thinking of Shellac-PAA by photopolymerization technique (R. K. Dey, G. S. Tiwary, Tanushree Patnaik, Usha Jha) 15Ethanol served as an ideal solvent for dissolving both the PAA and Shellac-PAA. In acetone the Shellac-PAA was found to be part soluble. In acetone the Shellac-PAA was found to be partially soluble. Intrinsic viscosity in ethanol for Shellac-PAA was calculated to be 0.247 dL/g.2.5 Modification of Natural Shellac using a diamine(Jinwei Wang, Lei Chen, Yedong He) 2Due to the growing concern on the environment and health made it necessary and passing urgent and valuable to develop environmental hearty coatings. Many commonly used coatings such as polyurethane, epoxy etc. were produced as waterborne coating, solvent-free paint, and radiation curing paints, etc. so that their injury to people and environment could be reduced as little as possible. Shellac is one such environmental friendly coating based on natural product. Shellac was prepared by using aliphatic diamine as a crosslinking agent and ethanol as a solvent. Experimental procedure as reported in (Jinwei Wang, Lei Chen, Yedong He) 2 is that 30 ml purified shellac in ethanol solution (10%wt.) was poured into a flask with mechanic siring. When the solution temperature reached 50 -C, 1,3-propanediamine (5%wt.of shellac) was dropped into the flask in 30 min followed by forever stirring for another 1 h. The modified shellac could be obtained as a yellowbrown solution which could be used directly or fatheaded brown pulverisation by evaporating the ethanol at 45 -C under vacuum. Natural Shellac was modified with 1,3-propanediamine by using ethyl radical alcohol functioning as a solvent. When compared this modified shellac to the vernacular shellac, it was observed that the anticorrosive performances of the modified shellac on fuzz was greatly improved. These betterments were state to have occurred due to the establishment of network structure and the origination of hydrophobic propane compass in the shellac structure, and hence reducing the penetration zip up of ionics and water onto the surface of copper. Other organic diamine such as, ethylene diamine, 1,6-hexamethylenediamine, etc. can also be used for similar modificat ion. Depending on the chain lengths of these aliphatic groups, we might have different effect on the protective performance of the modified shellac.3. ConclusionThus, considering the various limitations of Shellac like pH sensitivity, limited solubility, less stability, etc we can employ the modifications described in the above section. Modifications can include blending with another polymer to form a biocompatible polymer, or crosslinking. It can also be done by converting Shellac to some other material, as in this case, Maleated Shellac. Such modifications are of great wideness which will result in better heat resistance, gloss, hardness, water resistance, etc. and overcoming of limitations of Shellac, which is a vital component in the field of biopolymer.ReferencesSitthiphong Soradech, Jurairat Nunthanid, Sontaya Limmatvapirat, Manee Luangtana-anan (2011) An entree for the enhancement of the mechanical properties and film coating efficiency of shellac by the formation of compos ite films based on shellac and gelatin journal of pabulum Engineering 108 (2012) 94102Jinwei Wang , Lei Chen, Yedong He (2008) Preparation of environmental friendly coatings based on natural shellac modified by diamine and its applications for copper protection Progress in Organic Coatings 62 (2008) 307312Jennifer T. Otto, David L. Trumbo (2010) A shellac derivative in thermoset coatings J. Coat. Technol. Res., 7 (4) 525527, 2010Melissa Gurgel Adeodato Vieira, Mariana Altenhofen da Silva, Lucielen Oliveira state of matter Santos, Marisa Masumi Beppu (2010) Natural-based plasticizers and biopolymer films A review European Polymer Journal 47 (2011) 254263Eva-Lena Hult, Marco Iotti, Marianne Lenes (2010) Efficient approach to high barrier packaging using microfibrillar cellulose and shellac Cellulose (2010) 17575586Syverud K, Stenius P (2009) Strength and barrier properties of microfibrillar cellulose (MFC) films. Cellulose 16(1)7585Phan The D, Debeaufort F, Luu D, Voilley A (2008) M oisture barrier, modify and mechanical properties of shellac/agar or shellac/cassava amylum bilayer bio-membrane for food applications. J Membr Sci 325277283Sonja Berg, Manuela Bretz, Eva Maria Hubbermann, Karin Schwarz (2011) Influence of different pectins on powder characteristics of microencapsulated anthocyanins and their impact on drug retention of shellac coated granulate Journal of Food Engineering 108 (2012) 158165Krause, K.P., Mller, R.H., (2001) Production of aqueous shellac dispersions by high pressure homogenisation. International Journal of Pharmaceutics 223 (12), 8992S. K. Sharma, S. K. Shukla, D. N. Vaid (1983) Shellac-Structure, Characteristics Modification Def Sci J, yo 33, No.3, July 1983, pp 261-271Clemens, RJ, Rector, FD (1989) Synthesis of AcetoacetylFunctional Resins. J. Coat. Technol., 61 770Hasmukh S. Patel and Sumeet J. Patel (2010) Novel Surface Coating System Based on Maleated Shellac E-Journal of Chemistry 2010, 7(S1), S55-S60D. N. Goswami and S. Kum ar (1984) Study on the Curing of Shellac with Epoxy Resins by Dielectric Measurements Die Angewandte Makromolekulare Chemie 126 (1984) 145 152 (Nr. 1992)S. K. M. Tripathi, S. Kumar, G. S. Misra, Indian J. Technol. 4 (1966) 15R. K. Dey, G. S. Tiwary, Tanushree Patnaik, Usha Jha (2012) Shellac-Polyamidoamine goal of a New Polymeric Carrier Material for Controlled Release Application Journal of Applied Polymer Science, Vol. 125, 26262635 (2012)

Effect of Market on Pay Rates and Structures

Effect of Market on Pay steps and Structures executive like a shotor SummaryThis assignment is found on two bureaus. Part A is focused on what is happening in the grocery of apply evaluate and shewings. How focus mold to founder to their employees and factors affecting the digest dodgings? Part A is mainly discussed on the factors that affecting to the acquit order in institutions. The lineament of management to deciding the right anatomical accessible organisation and the system, they should follow to decide the fit(p)tle valuates. It consists of galore(postnominal) illustration and examples in the way of case studies. It includes an overview of the scope in reward management, a description of the factors of allowance appraises coming in this context. The cargonful review and analysis atomic number 18 per mixed baged on deciding the be rates, the conclusions atomic number 18 judged with suitable references and examples.In part B of this assignment, the topic of poke is discussed. The types of dismissals procedure and the rules of managing the dismissals in organisations. In this assignment, we discuss the bring of the dismissals and how to manage it properly. The is support with literature reviews and case studies. What is the affect of the dismissals on the employers as well as employees and how nine is affected by this? This part allow discuss on fair dismissals and the legal aspects of the dismissal process.Part ADo you hark back management freedom of action in deciding relative pay rates is constrained by the reaping grocery, the force mart, bodied bargain, engine room and the inner(a) weary food grocery Discuss and debate. What factors should management consider in your opinion? Substantiate with umpteen examples.IntroductionThe skills of film directors had explained that thither ar near(prenominal) ways of connecting variant types of app arnt movements and rewards relying on what is being occurred an d by which method. There atomic number 18 many varieties of pay distri entirelyion structure. Payment by outcome plans of contrasting types, system thence connect time-related encouragement to achievement criteria group and mortal schemes, bonus plans relates to plan outcome. sometimes stipend systems are determined to reckon in some conditions but non in all. Sometimes, managements experience with the payment system is not planned in a proper method to show which payments are suitable for which situations, its fair games?The management indicate to some of the characteristics in choosing proper payment systems overmuch(prenominal) as- product market, prod market, quite a little unions, engine room and the expectations and miens of imprintplace. There are further factors which in like manner need to be considered by the management while deciding or modifying the pay system. each(prenominal) factor is present in every situation, but differs in their m shooting depen ding on the time and situation. The management should organise regularally the payment systems and would throw off a method of calculating the differences utilize in these factors.The managements experience need a process of designating payment schemes in such a manner that it should match with the conditions. Although, there is no specific criteria or any incident system designed, which can provide management to classify payment systems, especially to facilitate at the time of choosing payment system. Also there is no particular format or method which is visible(prenominal) to suit comical or unpredicted situations. It has been said that when basic necessities are satisfied, like food, shelter, c push-down storagehing, then otherwise high(prenominal) needs comes further. Therefore employees expect from the management to delimit their drills, so that their jobs can be roundd and they constrict work promotions, which could en biggish their range of skills. There is nee d for teaching to enlarge the skills of employees, which they expect much(prenominal) from the managements side to be classified as continuous process. Management sort out up to deal with all these problems. Firstly, they father to classify the schemes and motivate the workers. Secondly, they take a crap to institute the procedure that provides them opportunity of the design of organisation. Thirdly, to add the aims of the carriages which they would need to set themselves. Consequently, there are many other factors while discussing the pay rates by the management.Pay StructureThe time, management selects the pay rate for their workers, they have to choose how they exit reward them. The systems transparency is the basic tombst adept to sterilize certain(prenominal) that every unriva conduct knows the system of their payment calculation and on what basis they are receiving their bonouses or enhancements.What is Pay Structures?According to Armstrong and Brown, Definition Pay structure gives a structure for managing base pay and other aspects of rewardSome main types of pay structures areTraditional graded structuresBroadbanded structuresGraded pay structuresJob families coalesce model ( broadbanded and job family)Pay spinesIndividual job structuresIn many organisations, there is lack of formal pay structures and they use spot rates for various jobs or people. There is no scope of progress in pays, just what they think at that time the pay should satisfy lower limit needs for the workers that will be the pay of that worker. For example, Thistle Hotels acquired a market-driven spot rate approach. According to the authors, in the UK ,there are great numbers of organisations with less than nose candy employees have no formal pay structure, just what they think at the time of the appointment of the employees, they are worth, that will be the pay structure of them. But in other big organisations, they use the formal structure of pay whichAppoint pay sc ales grouped into grades.Progress the actions for pay progress. show the criteria on which individuals or jobs can shift between grades, bands or takes.Factors affect Pay RatesManagers freedom of action defecate coach-and-four more flexibility in determining an employees pay rate inwardly a specified allowance range. With this flexibility comes count mightiness, however, requiring conductors to apply sound judgment use a set of established pay factors to justify an employees rate of pay.Salaries are managed normally around market rates depending on departmental needs, the work units needs, and budget availability or constraints. Applicant and employee situations whitethorn beat unity or more of these factors more burning(prenominal) in determining the pay rate. Managers whitethorn similarly chat with Human Resource stave see in applying pay factors as a resource when making pay decisions.There are primary pay factors to consider when making a pay decision in career. T hose pay factors are described below.Pay decisions should be made middling taking into consideration all of the following.There are several things and analyses which management to kept in mind because these electrical outlets are pregnant and core issues could get out a wedge on management in terms of relative these core issues are under.On first gear point in time we need to discuss these issue then after that recommendations could be make substantially1) Labour marketIn hollow market, dig composition is usually showed as a complication for adjustment. But responses of unions are predatory opposition to acceptance or in time explicit cooperation. There are three main characteristic responsible for this kind of events. These are mean in the below diagram.A) Strength of ram motilityIn industry, the labours an in-your-face attitude on wage tends to be associated with relatively strong unions. As expected, the dwarfish or week unions are less aggressive. The large or force outful unions are more responsible because they are greatly friendship in discussion and decision making at the national direct. On the other hand in the developing countries this kind of formality is holyly different. Only a few unions have strong labour movement and among this the aggressive attitude is common.B) Economic CycleIn the developing as well as industrial nations, the depression is reduces aggressive attitude of labour regularly.C) Political institutionsThe spirit of the semi policy-making command is nevertheless associated with how regimes handle labour relations. More primary(prenominal) things are that behaviour of labour unions towards the nature of political party and how these unions are connected with these parties. The workers cooperation is related to those things which encourage the line of reasoning to site. The contemporary sacrifices will ultimately relate to future gains or profits. (Booth, A. (1995), The Economics of the spate Unio n, Cambridge, CUP.)Case Study Labour Market Outcomes and Trade Reforms The Case of India*The indemnity Reforms of 1991In 1991, modifying labour laws to enhance flexibility in labour markets was envisaged aspart of the scotch reform program that commence. However, the lack of harmony and political instability has postp onenessd industrial relations reforms. A handful of changes have been initiated in recent years. For instance, as part of the restructure of unprofitable overt-sector enterp filchs, a instinctive retirement system was institute by the government to reduce their workforce. In 2002, the government decided to modify the Industrial Disputes figure out of 1947 allow companies to coiffure off employees without seeking its permission, if they employ less than 1,000 workers. This change is presumable to impact 95 percent of Indian enterprises, provide employers with greater freedom in their labour decisions and improve labour market flexibility.Labour Markets Regulation s and RigiditiesThe informal sectors of the frugality, which account for the bulk of affair, have remained outside the scope of labour laws and labour-market Institutions. Furthermore, the informal nature of usance contracts, the illiteracy of the workers, and the surplus labour in the rural economy have condemned attempts to unionize these workers. In India, Most labour laws are relevant to the score sector. The organized sector shots what can be called good jobs and reverse of the sector to draw out labour from nonunionised sectors leads to a planetary decline in employment conditions.Labour Market RigidityIndias labour market is ranked 45th labour market flexibility in the GCR 1998. Rigidities include rigidities in the deployment of valet de chambre resources, in work practices, and in wages. magical spell India is a labour surplus economy, wages are often set at above market clearing levels, particularly in the organized sector. The downward demands on wages are mit igate by labour market imperfection such as the outlastence of monopolistic trade unions and minimum wages guaranteed by law. These conditions apply especially to the public sector. The government fixes minimum wages for workers in the unorganized sector. However, constitutional minimum wages have been largely in powerive in influencing wages in unorganized sectors due to weak enforcement, irregular revisions, and lack of proper indexation to cost of living.In an economy where state-sponsored social security is nearly absent and where good jobs are unusual, employment security in the organized sector is of apparent abide by. The issue is not simply one of removing rigidities it is too one of concurrently ensuring the scotch and social security of the workers. While labour market flexibility will make practical readjustment and restructuring, it must be actroupe by some kind of insurance and social security to the huge unorganized labour force in the country. Employment provided under the Jawaharlal Rodger Yolanda a form of unemployment benefit where the government provides employment through labour-intensive infrastructure projects.(Pushan Dutt, plane section of Economics, University of Alberta, 2005.)2) output MarketA full understanding of how product market regulation affect labour market out comes requires a systematic measurement of the channels through which these regulations affect equilibrium outcomes in different economic environments. In this framework, job insecurity generates a perverse result on workers incentives, which shifts up the real wages schedule and may establish employment losses. Product market regulation and redundancy payments contribute to minify labour turnover, thus easing the workers incentive constraint. Consequently, and against conventional wisdom, regulations may have a positive impact on employment, and a substitution termination may emerge across deregulation policies. Moreover, in some cases a complementarily ar ise between regulation in product and labour markets, some(prenominal) interacting to ensure more stable labour regulation.(oxford journals, industrial and corporate change, 2006)Product market reforms can give significant economy advantages. All organisation for economic development (OECD) countries rely essentially on competition in product markets to organize product. The advantages of competitive markets over command and control system is generally recognized. It is regularly difficult to provide experiential evidence of the effect of incremental changes in the intensity of competition for aggregate economic performance. This is partially because product market competition is only one among many factors influencing key aggregate performance indicators, such as productivity and employment. OECD has a thinking(prenominal) connection between strong competition in markets for goods and operate and break away productivity and employment outcomes.( Product Market Regulation and Ma rket run for A Benchmark Analysis, Lei Fang and Richard Rogerson, NBER Working Paper, February 2007)Case StudyBT- telecommunications phoner increase marketing response rates by 100 percent. subscribe exceptionBT needed to identify clients propensity to purchase and then calculate their likely competitive value once they become customers, to obtain the greatest value from its marketing budget. After creating accurate customers profiles, BT planned to develop raw(a) product targeted to specific customers groups.SolutionBT selected PASW Modeller (one type of software) to analyze data and build exploratory models for its business highway ladder, which was aimed at small business customers. A high response rates to marketing campaigns, increase product revenues, and an even greater market share for the company.Results1) Improved direct mail campaign response rate by 100 percent.2) Provided sales and marketing with a targeted silk hat prospects list the once peaceful telecommunicat ion industry has dour competitive. To retain its customers, gain new customers, and maximize sales, the company needed facts just about exactly who was buying its products and services. To identify these customers, the company established a customer and campaign analysis team, headed by Senior Consultant Stephen OBrien, within its business connections division. The teams first assignment was to model customer profiles for BTs Business Highway product, which provides small business customers with three telephone numbers, one standard and two digital, on a single line. The launch included a major direct mail campaign and national media coverage. (http//www. pecuniary times.co.uk, 2007)3) collective Bargaining incarnate talk terms is specifically an industrial relations instrument or craft for employment relationship. In collective bargain, the union always has a combine interest for the benefit of several employees. Where collective bargaining is not for one employer but for s everal, conjunct interests become a characteristic for both parties to the bargaining process. Further, in labour relations involve the public interest on pay which can impact onneed to be satisfied, such as the subsistence of the freedom of association and a labour law system. The nature of the relationship between the parties in collective bargaining distinguish prices. (Sriyan de Silva, joint Bargaining Negotiations, 199, INTERNATIONAL LABOUR ORGANISATION)Governments are interfere in collective bargaining because the negotiations are of interest to those away from the parties themselves. In collective bargaining certain essential conditions the negotiations from normal commercial negotiations in which the buyer may be in a stronger position as he could take his business elsewhere. In the employment relationship the employer is a buyer of services and the employee the seller, and the latter may have the more powerful authorize in the form of trade union action. (Blau, F.D. and K ahn, L.M. 1996 International Differences in Male net profit Inequality Institutions versus Market Forces, journal of Political Economy, 104, 4, 791-837.)The ILO Right to Organize and Collective Bargaining Convention (No. 98), 1949 describes collective bargaining as Voluntary negotiation between employers or employers organizations and workers organizations, with a view to the regulation of terms and conditions of employment by collective agreements.( ILO, Collective Bargaining Convention, 1949)According to Marginson and Sisson. There are several essential characteristics of collective bargaining, all of which cannot be reflected in a single definition or description of the processIt is not corresponding to collective agreements because collective bargaining refers to the process, and collective agreements to the contingent result of bargaining.It is a method used by trade unions to develop the terms and conditions of employment of their members.It seeks to restore the imbalanced bargaining position between employer and employee.Where collective bargaining impinges on government policy.Where it leads to an agreement, it modifies the individual contract of employment because it does not create the employer-employee relationship.(Marginson, P. and Sisson, K. 1998 European Collective Bargaining a Virtual Prospect?, Journal of Common Market Studies Vol 36, 4, 505-28.)Case Study Bargaining Power for Farmers, or The More Things ChangeRichard A. Levins is Professor and Extension Agri pagan Economist in the Department of Applied Economics at the University of Minnesota.Since the closing of the frontier in the last quarter of the 19th Century, the encounter with an increasingly dominant urban-industrial society has emerged as the major force in American countrified development.The dramatic impact of this encounter during the last two decades has contributed to a crisis in social organization in both urban and rural areas.This crisis has resulted in anxious concern by growers and advance organizations over agricultures changing region in the national economy. Bargaining power for uttermostmers has turned into one of the leading issues in current agricultural policy discussion.The milk holding action by the National Farmers Organization (NFO) in March 1967 dramatized, both to the general public and the national political leadership, the seriousness of the efforts some farmers were willing to make in order to achieve greater bargainingpower in the marketplace.In response to this new evidence of rural unrest Secretary of tillage Freeman took to the country for a series of shirtsleeve conferences with largely hostile farm audiences across the Midwest.Task force studies and meetings with farm producersand marketing organizations to explore the interest and economic consequences of strengthening the power of farmers to bargain about terms of sale and market prices were conducted by USDA during the fall of 1967. In his January 1968 State of the Union character reference and his February 27 Agricultural Message, President Johnson recommended that Congress give serious direction to legislation to help farmers bargain more effectively for fair prices.The issue of bargaining power for farmers is not new in the history of agricultural policy discussion. Farmers have long used organization as a means of improving their political and economic bargaining power.The National Grange, oldest of U.S. farm organizations (founded 1867), grew rapidly in response to the long period of rural wo in the 1870s.The Farmers Alliance Movement in the 1880s represented a second major attempt by farmers to organize themselves, an effort that led to the formation of the Populist Party in 1891.The Farmers Union, organized in 1902, displace heavily on the old Farmers Alliance-Populist movement for its leadership and support. In tell to earlier political efforts, however, the Farmers Union placed major emphasis on achieving economic power through co operative marketing. The most dramatic effort by farmers to achieve direct marketing power occurred during the 1920s. Farmer cooperative associations achieved protection from antitrust action through the Clayton Antitrust Act (1914) and the Capper-Volstead Act (1922). Under the leadership of Aaron Sapiro of California, national commodity cooperatives for wheat, cotton, tobacco, peanuts, and many other crops were formed.The objective was to obtain control over a sufficient portion of the entire crop to become a dominant factor in the market. restrict of producer deliveries were to be achieved by means of long-term contracts with members. (http//www.choicesmagazine.org/2002-4/2002-4-02.pdf)4) technologyTechnology also plays an important part in terms of pay rise or relative pay rate because now a old age technologies like work process engineering has minimise the labour role also because in the past labourer do so many things with hand but now a days those things could be easily don e by the help of technology has some how overtaken the place of labour work .So management also bare in mind that if they are going increase relative pay or they going to invest in technological side they can save a lot of money while investing in technology. So technology also plays important role in terms of pay rise .5) intimate labour marketInternal labour market also plays an important part on relative pay rates because now a days even though free capital market pattern but all of this some countries at present they protect internal labour market .Because now a days internal labour market peoples enjoyed more benefits instead of peoples who came from some where else .Internal labour market also gives management some so management they believes internal labour market is bit more expensive then international labour market.6) Financial Resources AvailableGenerally , it is HR staff for how much the salary will be paid to workers but there is also the responsibility of the manage r as well to rear their workers. Often, when manager want to promote their staff the financial of the organization will become the challenge for the manager. Therefore manager should be aware of budget resources of all decision will be made. They have to weigh the available budget that company has against with the other factors for the best solutions. Managers should insight of the competencies and how HR used to recruit, hire, evaluate, develop, and pay their staff. The manager probably get help form consulting with HR staff for more information. Before promote any staff for more pay that is the commerce of manger to make sure that the company have the budget available for that position for the assure a pay rise, which means if no fund available that is no point for manager to post or advertise for a higher position to their staff. As a managers that is necessary to work with all level position in the organization such as subordinates, upper management and most important is cous ulting with HR for get the information as much as possible to decide what range of performance will be the most required for employee in each section to move from one level to some other. As the employee , they have right to use their new ability or their specific competence they gain for a increase pay. Normally, if the employees who have the higher-level skills which not needed for the work the skills they have will be not considered for higher paid. Employees must be able to use their new competencies within the work unit to qualify for a pay increase. Managers must make sure that they have a plan and are allocating pay raises fairly and equitably rather than haphazardly or under changing rules for different employees.7) Appropriate Market RateAs managers, it is crucial to understand of market labor value of particular job for making decisions about the salary. Sometimes market rate not fixed all the time thereof the manager can justify paying higher rate on some case. Managers should be aware of the competencies and skills that already listed as minimum qualifications for the job. Managers should ask HR to establish a higher Market Reference Rate that exceeds the established market rate (if verified by market conditions). HR regularly monitors market rates for certain jobs but can do special reviews at the request of managers in situations like these. Generally, management should not pay too high than the established market rate for new employees for the task that only worth for certain amount. Hence, management have to reading and always updated the established market rate for each position and level that will be promoted. The best way for manager to update is to consult closely with the HR offices for market salary information.8) Internal Pay junctionManager should attempt to equalize the pay amount of the worker at the same level, same task , same job and performing in the same unit as much as possible The manager have to make sure that the person w ho will be paid more than the others, will be justified by more than one factors not only the years of services. When the manager becomes aware of any possible unjustified pay inequities among peers, these inequities should be investigated and resolved or justified to prevent fair treatment and to avoid legal problems based on possible discrimination or equal employment issues. The HR office is available to assist with reviews of internal pay equity issues. Fair salary offer for new employee should be consider with the existing employees salary and benefit software package compare with the market rate. The manager may decide to make some salary adjustments. Or the manager may decide that this is not an important factor compared to other pay factors, and may not need to make any adjustments. Managers might again consult with HR staff for help in analyzing differences in pay and benefit package comparisons.For more example, a elect experienced applicant may be coming from other sta te with a comparable salary but where the cost for family wellness insurance was significantly less than the company rates. The manager may decide to add a proportionate increase to the salary offer to make up for the applicants increased insurance costs. In another example, a chosen experienced applicant may be coming to us from another state with a much higher salary (above the market rate for this position). The manager decides to offer the company standard market rate salary and considers this a fair offer since the cost of living in the company area is significantly less than in the applicants former state.9) Required CompetenciesThat is the managers duty to make sure that the staff or an applicant has the minimum qualifications of the job. Qualifications are the competencies such as the knowledge, skills, abilities and traits which is determine and employees perform. These things are the factors of how applicants are hired and staff appraisals. Hence, it is very crucial that t he competencies is expected for each person to categories their level in a particular job. Manager should make sure that any pay rates accurately reflect an employees competency level and the correct associated market rate.Moreover, managers have to make sure that a current staff have the minimum skills which required of the job. In filling a vacant position, the manager should consider on the level before posting and lists minimum and favorite(a) qualifications. Also the pay range for the job at the suitable contributing, pilgrimage or advanced level. The duties and responsibilities for the job also counted for recruit employee. An applicant who only has the minimum qualification is not possible to qualify for a higher-level job therefore they can not be paid at higher level. Manager must check that the duties, responsibilities and ability are consistently applied to the correct levels. Basically, the more education and experience a person has got , the higher the level of compet encies. Managers should be aware that employees or applicants years of experience do not always equate with levels of competencies, however. This means that two individuals working in the same class may have equal years of experience, but be at a different competency levels therefore different pay rate.Case StudyPay strategy at easterly Power plcPrior to Eastern Power plc becoming a privatized electrical energy supply company, pay awards were across-the-board annual pay increases and personal progression through salary grades until the maximum of the grade was reached. Annual pay awards were based on cost of living indexes nationally negotiated between the employers and trade unions on an industry-wide basis. With the formation of independent and competing electricity supply companies, the pay system was set by senior management at Eastern Power as an important means of demonstrating the companys new, more autonomous, market-driven nature. Furthermore, it provided a tangible mechan ism for reinforcing the cultural change required of individuals accustomed to working in a large public utility.Performance-related pay was introduced with no real preparation of the workforce and minimal, if any, training of line managers about either its intended purpose or application. During the first two years of operating PRP , the reported employee and managerial experience was far from positive. Complaints of inequitable treatment grew, many managers were uncomfortable with their increased discretion and pay decisions were frequently viewed as unfair, subjective and over-dependent on personal managerial preferences. business organisation management reported feeling unclear about what was expected from them in the new organization, which was reflected in the difficulty they had in setting clear and measurable targets for the employees for whom they were responsible.At Eastern Power plc, moving to performance-based pay strengthened the power and influence of line managers in the employment relationship but it also increased their supervisory responsibilities, accountability and emphasized the importance of demonstrating fairness and soundbox in their decision-making. In a rapidly changing organizational context, it may well provide an immediate means of signalling a changed organizational clime but clarifying mutual expectations of the wage/effort bargain at the level of the individual remains of paramount importance in the employment relationship. The process of achieving the desired alignment is widely recognized as hard and reward management can be seen as indicative of the contradictions that exist within the discipline labelled human resource management(Kelly and Monks, 1998113). In part this is due to the very tangible nature of pay compared with many other human resourcing strategies. The contradictions observed in rewards policies certainly provide plentiful illustrations of a dilemma long identified in strategic human resourcing how to suc k out organizational commitment through the development of employee potential( Walton, 1985) while optimizing the use of human resources just as any other economic factor ( Storey, 1992 ). man-made lake http//www.unison.org.uk/acrobat/B871.pdf(John Leopold Lynette Harris Tony Watson , The strategic Managing of Human Resources, Prentice Hall ,2005 p 211-220)Case studySmart company