Write an argumentative essay on one of the following: reproductive clonin

Papers should be 8-10 pages in length, double spaced with a standard one inch margin. Please use a standard 10- or 12-point font. Please number your pages. Please include a works cited page. (Note that when you cut and paste your paper into the assignment box, some of your formatting will be lost.)

Your paper must include a discussion of at least 10 academic sources. An academic source is a paper published in a peer-reviewed journal or a book published by a reputable publisher and written by someone with either an M.D. or a Ph.D. Note that Wikipedia is not an academic source.

The term paper should be argumentative in style–i.e., you should assert a position and argue for that position. Papers will be graded on clarity of expression, depth of research and quality of philosophical reasoning.

Please use MLA format.

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Ballistic Transport In Carbon Nanotube Metal-Oxide-Semiconductor Field-Effect Transistors (Cnt-Mosfets)

1 AUM Academic Projects Academic Year: 2018-2019

Course Project Guidelines

EE 453 Fundamentals of Nanoelectronics

Part A: Applications of Nanoparticles in Petroleum Industry Part B: Electron Transport in Nanostructures

Dr. Abdullah Karar, Dr. Bilel Neji, Dr. Wael Farag

30%

Semester: Spring 2019

I. INTRODUCTION

II. LEARNING OUTCOMES

III. PROJECT SUMMARY (SCENARIO)

IV. DELIVERABLES & PROJECT MANAGEMENT

V. PLAGIARISM

VI. MARKING SCHEME

2 AUM Academic Projects Academic Year: 2018-2019

I. INTRODUCTION

Part A: Applications of Nanoparticles in Petroleum Industry [10%] Students will form a group of 2-3 individuals. Each group is assigned one of the following three project titles by the instructor: Title 1: Nanoparticles in Petroleum with Focus on Enhanced Oil Recovery – Exploration

Title 2: Nanoparticles in Petroleum with Focus on Enhanced Oil Recovery – Drilling

Title 3: Nanoparticles in Petroleum with Focus on Enhanced Oil Recovery – Refinery

Part B: Electron Transport in Nanostructures [20%] Each group of students will be assigned one of the following project titles: Title 1: Electron transport in single-walled carbon nanotube

https://nanohub.org/tools/cntbte?controller= Title 2: The spin transport in semiconductors

https://nanohub.org/tools/spinprecession

Title 3: Ballistic transport in carbon nanotube metal-oxide-semiconductor field-effect transistors (CNT-MOSFETs)

https://nanohub.org/tools/moscntr

II. LEARNING OUTCOMES

All projects cover most learning outcomes described in the course syllabus. Refer to the syllabus for more details. Learning outcomes include:

1. Perform detailed literature survey of a novel, innovative applications of nanotechnology in the oil and gas industry.
2. Perform analysis and design of nanoelectronic devices. 3. Perform semi-classical analysis of charge and electro flow.

https://nanohub.org/tools/cntbte?controller
3 AUM Academic Projects Academic Year: 2018-2019

III. PROJECT SUMMARY

Part A: Applications of Nanoparticles in Petroleum Industry [10%]

Project Deliverable 1 Requirements [10%]:

Students should give a presentation as a group to highlight all the mentioned tasks below. The

presentation should be 12 minutes and the presentation .ppt should be uploaded to Moodle one day

before the scheduled presentation. Using the following reference journal paper:

[1] M. Nur Agista et. al, “A State-of-the-Art Review of Nanoparticles Application in Petroleum with a Focus

on Enhanced Oil Recovery”, Appl. Sci. 2018, 8(6), 871;

Title 1: Nanoparticles Application in Petroleum with Focus on Enhanced Oil Recovery – Exploration

 Define and investigate the concept of “nanoparticles”. Present the importance of nanoparticles in

the field of nanotechnology.

 Demonstrate how nanoparticles can be a promising method for enhanced oil recovery,

particularly in the “exploration” phase. Support your answer with a single application among the

ones referred in the reference [1] above.

Title 2: Nanoparticles Application in Petroleum with Focus on Enhanced Oil Recovery – Drilling

 Define and investigate the concept of “nanoparticles”. Present the importance of nanoparticles in

the field of nanotechnology.

 Demonstrate how nanoparticles can be a promising method for enhanced oil recovery,

particularly in the “drilling” phase. Support your answer with a single application among the ones

referred in the reference [1] above.

Title 3: Nanoparticles Application in Petroleum with Focus on Enhanced Oil Recovery – Refinery

 Define and investigate the concept of “nanoparticles”. Present the importance of nanoparticles in

the field of nanotechnology.

 Demonstrate how nanoparticles can be a promising method for enhanced oil recovery,

particularly in the “refinery” phase. Support your answer with a single application among the ones

referred in the reference [1] above.

4 AUM Academic Projects Academic Year: 2018-2019

Part B: Electron Transport in Nanostructures [20%] In this part of the course project, each group will utilize the available simulation and modelling tools on the nanoHUB website to investigate electron transport in nanostructures. The simulation tool accepts design, model and environmental parameters, and then simulate the nano device accordingly. The simulation accounts for nano-scale devices.

Project Deliverable 2 Requirements [08%]:

Students will give a 10 min in-class demonstration of their investigation of the electron transport using

the modelling tools available at nanoHUB. Each member of the group is expected to participate. During

the demonstration, each group must answer the following questions:

Title 1: Electron transport in single-walled carbon nanotube

https://nanohub.org/tools/cntbte?controller=

 What kind of electron transports are available?

 What are single-walled carbon nanotubes?

 What are the electrical characteristics of carbon nanotube?

 Read the online materials and run the simulation.

 You need to specify simulation criteria.

Title 2: The spin transport in semiconductors

https://nanohub.org/tools/spinprecession

 What is spin transport?

 How does spin transport behave in semiconductors?

 How does spin transport affect the conductivity in the semiconductors?

 Read the online materials and run the simulation.

 You need to specify simulation criteria.

Title 3: Ballistic transport in carbon nanotube metal-oxide-semiconductor field-effect transistors (CNT-

MOSFETs)

https://nanohub.org/tools/moscntr

 What is ballistic transport?

 What are carbon nanotubes?

 What are Metal-Oxide-Semiconductors Field Effect Transistors?

 Read the online materials and run the simulation.

 You need to specify simulation criteria.

https://nanohub.org/tools/cntbte?controller
5 AUM Academic Projects Academic Year: 2018-2019

Project Deliverable 3 Requirements [12%]:

A formal technical report for the project [for all titles 1, 2 and 3].

 Students should submit a formal technical report in both softcopy (upload to Moodle) and

hardcopy (submit in person).

 The final technical report should contain all the findings in Project Deliverable 2.

 This report should also include the print screen of the simulations windows, it results, and all other

necessary information about the project.

 Students should clearly show the project methodology, simulation results, and discussion.

 APA style referencing format.

IV. DELIVERABLES & PROJECT MANAGEMENT

Refer to the EE453 Spring 2019 Project Detail Grading scheme document for deliverable 3.

V. PLAGIARISM

 Upon suspicion and doubt of the authenticity of the work submitted, the Instructor has the right to ask the student to verify her/his work. This can be done through, but not limited to, oral examination or discussion, or any other action deemed necessary. If the student fails to prove the authenticity of the work, then the Instructor will apply the academic misconduct rules as mentioned in the AUM Student Handbook which may include awarding the work a zero grade.

 You will also be held responsible if someone else copies your work – unless you can demonstrate that you have taken reasonable precautions against copying.

 For a detailed description of academic misconduct please refer to the undergraduate AUM

Student Handbook.

VI. GRADING SCHEME

Overall project weight is 30% of the overall course Grade

 Deliverable 1 Presentation for Part A 10%

 Deliverable 2 In-Class demonstration 08%

 Deliverable 3 Final Report 12%

6 AUM Academic Projects Academic Year: 2018-2019

VII. DETAILED RUBRIC

OVERVIEW OF THE MARKING SCHEME FOR THE PROJECT

Project Deliverable 1

Mark Total

Presentation (ppt) File Submission

No Submission 0

Late Submission 1

Submission On Time 2

Presentation Length

Too long/Too short 1

+/- 4 mins 2

+/- 2 mins 3

Logical Structure and Clarity

Little or no logical structure, poor sentence construction, difficult to extract information 1

Poorly structured, confusing prose, information can be extracted with perseverance 2

Satisfactory structure, prose conveys information successfully, occasionally confusing 3

In general, well structured, talk easy to follow, rarely confusing 4

Clear and logical presentation, articulate prose, interesting to view 5

Review of Literature

Little or no evidence of literature review 1

Patchy review, overview of few relevant papers with no critical appraisal 2

Satisfactory review, concise review of relevant papers, limited critical appraisal 3

Good, concise review of relevant papers, some critical appraisal, set into context of project 4

Excellent review, concise critical review, set into context of project, identifying gaps in knowledge 5

Scientific Conventions

Little or no coherent referencing and use of technical terms 1

Patchy/incomplete referencing and use technical terms, frequent mistakes 2

Satisfactory referencing and use of technical terms, minor mistakes 3

Good use of referencing and technical terms, occasional mistakes 4

Excellent referencing and use of technical terms, few, if any, mistakes 5

Summary of Progress to date

Little or no evidence of summary of progress 1

Patchy, some evidence of progress but lacking continuity 2

Satisfactory, concise and coherent summary of progress to date 3

Good, concise and coherent summary set into context of project 4

Excellent, concise and coherent summary set into context of project with view to future work 5

Forward Plan

Little or no evidence of forward plan 1

Patchy, some evidence of forward plan but vague and or confused 2

Satisfactory, concise and coherent forward plan with some specified objectives 3

Good, concise and coherent forward plan with clearly defined objectives 4

Excellent, concise and coherent summary, clearly defined objectives, set into context of project 5

7 AUM Academic Projects Academic Year: 2018-2019

Project Deliverable 2

Mark Total

Demonstration Length

Too long/Too short 1

+/- 4 mins 2

+/- 2 mins 3

Organization and Structure

Little or no structure / organisation, talk largely difficult to follow 1

Patchy / inconsistent structure / organisation, talk frequently difficult to follow, often confusing 2

Satisfactory structure, talk occasionally difficult to follow, sometimes confusing 3

Well structured, talk easy to follow, rarely confusing 4

Excellent structure – little room for improvement 5

Results

Little or no results, did not meet basic project aims 1

Patchy results, achieved some of basic project aims 2

Satisfactory results, achieved most of basic project aims 3

Commendable results, achieved basic and most of more demanding project aims 4

Excellent results, achieved more demanding project aims and advanced beyond these 5

Analysis

Little or no analysis of data 1

Patchy analysis, questionable reliability 2

Satisfactory analysis, reliable conclusions 3

Commendable analysis, able to set conclusions in context of current understanding in field 4

Excellent analysis, evidence of original contribution to or development in field 5

Delivery

Poor, such as to render talk largely unintelligible 1

Patchy / inconsistent, often difficult to comprehend aims, results and conclusions 2

Satisfactory, conveyed aims, results and conclusions in largely understandable fashion 3

Good, conveyed aims, results and conclusions, in clear fashion 4

Excellent, confident and fluent presentation of aims, results and conclusions 5

Use of visual aids

Little or no use of visual aids 1

Patchy / inconsistent, sloppy production, ineffective at communicating content 2

Satisfactory, adequate standard of production, conveys basic content 3

Good, well produced, effectively conveys content and enhances talk 4

Excellent, meticulous production, conveys content in professional fashion 5

8 AUM Academic Projects Academic Year: 2018-2019

Project Deliverable 3

Mark Total

Literature Review

Problem statement severely underdeveloped, absent of focus, task unclear 1

Marginal focus. Relevance of topic explained, problem statement poorly developed 2

Task definition could improve. Satisfactory knowledge, some gaps and omissions in review 3

Subject valid and relevant. Sound knowledge and good understanding of subject area 4

Clear statement of problem and associated objectives 5

Methodology

No justification for selected methodology. Inadequate data collection 1

Little justification for selected methodology. Poor understanding of methodology and implication 2

Some justification and rationale for methodology. Evidence of basic understanding of values 3

Appropriate selection of and justification for methodology. Clear rationale and understanding 4

Correct selection of and justification for methodology. Full understanding of values 5

Contents/Knowledge/Understanding

No understanding of the project as titled. Confused conceptual thinking/inadequate knowledge 1

Little understanding of the project. Conceptual framework incomplete. Inappropriate use of data 2

Evidence of some understanding of the tasks and adequate coverage of the project issues 3

Good knowledgeable account of the project as titled. Ample coverage of the subject matter 4

Excellent understanding and insight knowledge of the subject matter. 5

Critical Analysis, Discussions

Weak and unacceptable analysis, inadequate use of evidence for discussion 1

Limited or logically inconsistent analysis. Superficial critical evaluation of results 2

Appropriate analysis but limited. Limited critical awareness results. Clear presentation of findings 3

Clear presentation of findings. Competent analysis. Evidence of ability to evaluate results 4

High level analysis using appropriate techniques. Critical competence. Strong evidence base. 5

Conclusion

Absent conclusions. No recommendations 1

Relatively deficient and unsupported conclusions, evidential or logical 2

Clear presentation of conclusions related to evidence. Results mostly linked to objectives 3

Logical conclusions predominantly based on evidence. 4

Clear presentation of fully justified findings. Logical conclusions based on research evidence 5

Structure and Presentation

Unacceptable layout in terms of structure and logical argument. No reference 1

Poor layout in terms of structure and logical argument. Wrong referencing format 2

Generally good layout. Conforms to appropriate length, literacy style. 3

Correct, clear English. Clear and competent expression. Correct reference to sources 4

Excellent layout. Conforms to all technical specifications 5

The post Ballistic Transport In Carbon Nanotube Metal-Oxide-Semiconductor Field-Effect Transistors (Cnt-Mosfets) appeared first on graduatepaperhelp.

 

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Employee interests in the light of human resource management concepts

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Management 2014 Vol.18, No. 1

MAŁGORZATA GABLETA ANDRZEJ BODAK

Professor Małgorzata Gableta Wroclaw University of Economics

Ph.D. Andrzej Bodak Wroclaw University of Economics

MAŁGORZATA GABLETA ANDRZEJ BODAK

Employee interests in the light of human resource management concepts

1. Introduction

The category of employee interests is seldom addressed in professional literature. Broad empirical studies of the subject are sporadic. However, respecting the employee interests is of considerable value for company operation, due to its strong impact on behaviours of both individuals and employee groups, with important consequences for the survival and development of the organization. Realization of employee interests is, in fact, the main reason for taking up certain activities, which makes it the prime mover of desired attitudes in the work process. As a subject of such importance, the problem is not adequately represented in the concepts of human resource management.

Some references to the notion of employee interests are present in the Harvard model of Human Resource Management (HRM). At present, the HRM concept may be regarded as the most fundamental of modern approaches to personnel in business organizations. It seems that, for the purpose of this study, the somehow associated concept of Human Capital Management (HCM) may be omitted here, at least insofar as it relates to the problem of respecting employee interests (Baron, Armstrong 2008, pp. 37-39). HCM represents,

DOI: 10.2478/manment-2014-0001 ISSN 1429-9321

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Employee interests in the light of human resource management concepts

in essence, a variant of the HRM model (Oleksyn 2011, pp. 47, 52). However, it may be interesting to analyse the evolution of the concept by evoking the associated trend of High Performance Work Systems (HPWS). The systems in question are characterized by formation of the so-called pillars (key management practices) in the sphere of personnel management, aimed at increasing the effectiveness of management processes. Moreover, the above trend is often associated with the concept of High Involvement Work Practices (HIWP), with the dominant position of the term involvement. The notion of employee involvement may be understood as “…intellectual and emotional dedication to the organization or as a measure of the work effort on the part of the employee” (Juchnowicz 2010, p. 35), which is in direct relation to certain approaches to the realization of employee interests and the interests of the employing organization.

This study represents an attempt at emphasizing the importance of employee interest realization from the viewpoint of human resource management concepts. The authors work on the assumption that the realization of employee interests should be the core of any management practices that constitute the above approaches to human resource management. This approach is refl ected in the postulated design concept of a ‘human-friendly organization’. The conceptual work presented herein is supplemented by the examination of results obtained from empirical studies of business entities with respect to the realization of interests articulated by employees, and the associated determinants of the process. The studies in question, conducted in the years 2010-2011, are presented in detail in a separate monograph Interesy pracowników oraz warunki ich respektowania w przedsiębiorstwach (Gableta 2012, pp. 53-90). In addition, the study presented herein incorporates the results of subsequent case studies of selected companies, conducted by these authors for the purpose of in-depth evaluation of the problem1.

1. Exposition of employee interests in human resource management concepts

The HRM approach to the realization of personnel function dates back to the 1980s. In its basic form, the HRM approach was formulated in response to the changes in company environment and,, consequently, transformations of

1 The study was based on questionnaire surveys of 238 trade and production entities located in the Lower Silesia region of Poland. Survey responses were obtained from a total of 479 employees, including 166 representatives of various management levels. At present, the authors are in the process of conducting in-depth analyses (structured and free interviews) of selected entities.

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MAŁGORZATA GABLETA ANDRZEJ BODAK

management systems as well as employee values and qualities. The core of the concept is manifested in the following properties (Gableta 2003, p.170):  placing the emphasis on human factor in company operation,  formulating visions and missions for company operation, with clear links to the concept of leadership,  emphasis on correlations between general strategy and personnel strategy,  emphasis on organizational culture and its relations to both general and personnel strategies. While the core of the concept remains fairly consistent in professional literature,

the surrounding areas are tackled differently, with accents placed on different aspects and changes within the area (Gableta 2003, pp. 167-170). Since late 1990s, the main emphasis has been placed on human resources component and human capital, for the purpose of studying the effects of various management concepts on company competitive advantage. These effects are predominantly stimulated by enhancing those qualities of the company environment that facilitate teamwork and cooperation, fl exibility, and employee involvement. Te main unresolved issue in this approach is the problem of selecting a suitable method for gauging the results of adopted solutions, also with respect to the central HRM concept. It seems that one of the most promising approaches to the problem at hand is measuring the manifestations of adopted solution. The area showing the most clear and comprehensive potential for tracking such manifestations is the sphere of interests and their observance in company operation, both with respect to the interests of employers and the employees, as well as the immediate results of interest realization.

The existing approaches to the HRM concept make some reference to interests, mainly through emphasizing the community of interests among various stakeholders. The understanding of the concept of community of interests has evolved over the years, as manifested in subsequent editions of M. Armstrong’s handbook of human resource management strategies (Armstrong 2005, pp. 48-49). In earlier editions, the author makes references to the community of interests between various individuals fi nancially involved in a company. Later editions, on the other hand, place the emphasis on forming a suitable climate for maintaining harmonious relations between management and the employees (Armstrong 1996).

Building a confl ict-free environment in companies is not a viable solution. Employee interests are not always coincident with those of the employers (owners). The latter decide on the range and scope of the adopted management philosophy, and the formulation of such philosophy is not necessarily related

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Employee interests in the light of human resource management concepts

to the realization of employee interests. However, as attested by empirical studies, the HRM philosophy has some utility value. Elements of this concept can be found not only in companies of developed economies, but also in Polish companies (Guest, Conway 1997; Gableta 2012).

The realization of the HRM concept – or variants thereof – is clearly in the hands of the company management. The HRM philosophy provides pointers for the process of managing human resources by accentuating such issues as strategic integration ‘backed up’ by organizational culture, investing in human capital, increasing the employee participation in company management, their involvement, and the notion of uniformity – the community of interests and the need to harmonize those interests across all stakeholder groups. In practical application, this involves the strive for compromise and settlement, to harmonize the interests of the employees and the employers.

As mentioned earlier on, the issue of employee interests was more explicitly refl ected in the Harvard HRM model (Bratton, Gold 2003, pp. 19-20). The concept emphasizes the signifi cance of harmonizing the interests of various company stakeholders. The model postulated by D. Guest (Armstrong 2005, pp. 47-49) places more emphasis on the context, by accentuating the situational factors related to the internal and external determinants of company operation. It is assumed that the increase of employee involvement is stimulated by reciprocity, as manifested (among other things) by the involvement of employees in the formulation of company goals). The latest (5th) edition of Armstrong’s handbook (Armstrong 2011, pp. 28-29) makes reference to HRM systems with their continued emphasis on employee participation in the process of reaching the desirable business effects. At the same time, those models clearly refer to the interests of employees, mainly through the associated concept of well-being. It should be noted that the publication retains the former emphasis on the prime signifi cance of business values, which attests to the monolithic (as opposed to pluralistic) viewpoint of the HRM theories. The inclusion of employee interests in this context may be viewed as a harbinger of changes towards increasing the pluralistic threads of the concepts under study (Armstrong 2011, pp. 849, 28-29). This particular issue is well-refl ected in the HRM concept of High Performance Work Systems (HPWS) (Borkowska 2007, pp. 27-30).

The central idea of this concept is focused on formulation of a bundle of key practices serving as the pillars of the HPWS approach. The bundle should be diffi cult to copy, but at the same time adjusted (adapted) to company objectives, while taking into account the situational context and the internal cohesion. From this study’s perspective, the most interesting aspect of this approach is

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MAŁGORZATA GABLETA ANDRZEJ BODAK

the distinct subset of the HPWS trend, namely –High Involvement Work Practices (HIWP), which – in contrast with HPWS – puts the main focus on employee participation (Borkowska 2007, pp. 38-40). This approach aims to stimulate motivation by stressing the notion of respecting the expectations (interests) of the employees and harmonizing them with those of the employer. This, in turn, fosters the realization of company objectives as well as employee effectiveness through greater involvement and creativity (Benson, Young, Lawler 2006, s. 44). If this is the case, then the systematic evaluation of employee interests may constitute an important introductory step in the process of building a human- friendly organization, i.e. one which places the apparent emphasis on respecting the interests of all parties involved in company activities. This approach is also benefi cial from the viewpoint of meeting the interests of the company as such, particularly with respect to fi nancial and development objectives (Gableta 2003, pp. 194-195).

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Employee interests in the light of human resource management concepts

Proper identifi cation of employee interest may serve as basis for the formulation of desirable management practices, by addressing the priorities in the structure of interests in a given context. This requires determination in seeking compromise and agreement, so that the interests of the employees are well-harmonized with those of the company (fi gure 1).

The approaches to realization of selected interests may vary: from neutral and passive to reactive, intended to safeguard the primacy of individuals in the business process. In other words, the range of approaches to realization of interests can be plotted on a range of behaviours, from inactivity (ignoring the expectations of the employees), through reactive action (enforced, compulsory) to proactive and interactive action (open stance, based on trust) (Lawrence, Weber 2008, pp. 16-17). The placement of a given company on the above scale of behaviours is largely dependent on the associated context, or – in more specifi c terms – on the external and internal circumstances of company operation and their stability over time. In this respect, it may be useful to approach the systematic evaluation (identifi cation) of employee interests as basis for formulation of personnel policy to make sure that the selected plan of action offers the desirable business effects through realization of the associated management practices.

1. The examination of practices in the realization of employee interests – results of empirical studies

Organizational activities are based on interests. The realization of business objectives (interests) of economic entities is inherently dependent on the actions of the employees – their involvement and the effects of their work. Thus, in order to provide conditions for the increase of employee involvement, it is necessary to consider and address the interests of this particular group of stakeholders.

In a complex and rapidly changing company environment (both internal and external), the employees – properly motivated, educated and open to changes – can be viewed as strategic partners, vitally interested in the company operation and performance (Obłój 2007, p. 217). Transformations observed in the area of human management concepts are then closely related to the need for harmonizing the objectives of the company with those of the employees. In this respect, modern concepts of human management emphasize such personnel aspects as receptiveness for employee participation (in various forms), investing in employee knowledge and skills, remuneration based on the effects of work, improvements in communication and information fl ow, as well as the development of fl exible forms of work organization. Another important element

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Management 2014 Vol.18, No. 1

MAŁGORZATA GABLETA ANDRZEJ BODAK

of the involvement-boosting strategy is the development of the organizational culture, focused on supporting positive attitudes towards work, as well as shaping proper work conditions, also with respect to workplace safety and hygiene.

These authors’ empirical studies on the realization of employee interests were (predominantly) based on questionnaire surveys and structured questions with a predetermined (suggested) list of responses. The set of interests under evaluation (fi gure 2) was determined based on literature studies and suggestions obtained from respondents in a pilot phase of the study. It should be noted that the set of interests under study includes a number of interests safeguarded by laws and formal obligations, which should be an important premise for their observance on the part of the employer. Some of the interests are subject to EU regulations and numerous legislative acts of Polish law, for example: conditions of employment (and remuneration), workplace safety and hygiene, the right to be informed and consulted, as well as workplace equality.

The results of the study (fi gure 2) present a subjective evaluation of the realization of selected interests on the part of respondent employees (middle and low management and offi ce/production staff), together with their perceived importance. The results disregard opinions gathered among top management personnel (board members), based on the assumption that – in the light of the Labour Code provisions – this particular group of stakeholders, along with owners, constitutes the employer subset. Despite the fact that the employer status in this case is clearly a result of hired work labour relation, the dichotomy of interests and objectives apparent in this group seems to justify their exclusion from the employee subgroup (Bodak, Pietroń-Pyszczek 2012, pp. 10-11).

With the above reservations in mind, it should be noted that the most important interests (provided for by the employers) include activities centred on provision of workplace safety and hygiene, as well as remuneration. Such interests as fi nancing health insurance, protection of social benefi ts, sponsored training, and support from superiors and co-workers were also of great importance for the respondents (as measured by percentage of responses).

A wide differentiation of responses was found with respect to the adequacy of remuneration. While this area was generally regarded by the respondents as important and not provided for by the employer, nearly a third of the respondent sample expressed their negative opinion on the adequacy of remuneration in relation to the workload and range of duties performed. Negative opinions were also expressed with respect to the transparency of promotion, information fl ow, protection of employment and support for layoffs.

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Employee interests in the light of human resource management concepts

One characteristic feature of the employers’ attitudes found in the course of the study was their apparent depreciation of various forms of employee participation in decision-making processes. The lack of apt representation or mutual willingness to cooperate with employee participation structures (trade unions, work councils) may be the reason for low representation of these institutions in the response structure.

The top management representatives included in the study, while declaring their growing interest in respecting employee interests, were generally consistent in their opinion that this particular area was of secondary importance

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Management 2014 Vol.18, No. 1

MAŁGORZATA GABLETA ANDRZEJ BODAK

in the bundle of company strategic goals. This attitude is particularly evident in companies under dire fi nancial condition. In their opinion, respecting employee interests was considered important only insofar as it refl ected their need for maintaining proper company image.

With respect to the need for identifying employee interests on a regular basis, the management representatives (particularly those of the top management level) fairly often expressed their intuitive insight in the matter and the belief that the employee interests were stable over time. Knowledge in this particular area comes mainly from informal contacts with employees or, alternatively, from periodic evaluations. Nearly 80% of the respondents from the offi ce/production group were adamant in saying that no proper opinion polls (surveys) were conducted in this respect. This seems to corroborate the general conclusion on the lack of systematic and comprehensive approach to the monitoring of the personnel sphere in the organizations under study.

1. Conclusions

The results of empirical studies attest to the dominance of the reactive model of correlation between human resource strategy and the company business strategy, strongly infl uenced by fi nancial and market-product approach. The target recipients of human resource strategies and architectures – namely: the employees – are rarely involved in decision-making processes that infl uence those strategies. The lack of proper monitoring of the personnel sphere is evident, particularly with respect to employee interests. The policy-makers are largely infl uenced by stereotypes that limit their perception of employee interests to purely existential matters, such as the wages and the safety of employment. Generalizing the results of empirical studies, it may be assumed that the interests of employees of the companies under study are addressed with varied intensity, not always in accord with the priorities of the employee. Respecting employee interests is often regarded as necessity, enforced by respective regulations of the law. It must be noted that the emphasis on respecting the legally safeguarded in- terests of employees, such as the norms and standards or working time, prompt remuneration or workplace safety and hygiene, often under the trade union pres- sure, may attest to the instrumental treatment of the employees. This approach seems more in line with the traditional methods of personnel management (PM), as opposed to the modern HRM concepts and strategies with their emphasis on direct participation, investing in knowledge and personal development of

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Employee interests in the light of human resource management concepts

employees, and the broadly defi ned fl exibility and innovation in the personnel sphere.

This negative trend is attested by the results of empirical studies, apparent in such areas as the lack of clarity with respect to promotions, inadequate information fl ow, marginal interest in employee participation and knowledge/ skills development (the latter oftentimes reduced to routine training). The above trends are accompanied by the apparent mistrust towards employees and infl ated controlling procedures on the part of the managerial staff. Managers seem to be more interested in looking for ‘contractors’ for their ideas, rather than supporting innovative teams capable of creative performance. Companies seem to face problems fi nding competent staff for key positions, and this trend is further elevated by the recent demographic changes. At the same time, the employees have little or no infl uence on their selection of co- workers. In the context of the above shortcomings and negative trends with regard to re- specting employee interests, it seems of particular importance to intensify the efforts towards the formulation of key management practices based on pre-iden- tifi ed priorities, and to adopt these practices in the form of a verifi ed and com- prehensive personnel policy. Managing the employees through interests may play an important role in stimulating and motivating the employees, since the community of interests Krzyżanowski 1999, p. 250) is a pathway to increased involvement in business objectives.

Summary Employee interests in the light of human resources manage- ment concepts Representation of employee interests is addressed, as refl ected in the modern human resource management concepts. By attend- ing to the need of respecting employee interests, companies may greatly increase their chances of reaching company business ob- jectives and increase their effectiveness, as a result of improved employee involvement. Direct and indirect expressions of this aspect in modern HRM concepts are discussed. Specifi cs of local approaches to the realization of employee interests are discussed, based on empirical studies of more than 200 companies operating in the Lower Silesia region of Poland. Based on the study results, the authors demonstrate that the practice of management in the

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Management 2014 Vol.18, No. 1

MAŁGORZATA GABLETA ANDRZEJ BODAK

area under study is only in part consistent with the model repre- sentations of human resource management, as recommended in professional literature.

Keywords: human resources management (HRM), employee interests, employee rights, involvement.

Streszczenie Interesy pracowników w świetle koncepcji zarządzania ludźmi W opracowaniu podjęto próbę spojrzenia na ekspozycję kat- egorii interesów pracowniczych we współczesnych koncepcjach zarządzania ludźmi. Dbałość o respektowanie tych interesów sprzyja realizacji celów przedsiębiorstwa i efektywności osiąganej w wyniku wzrostu zaangażowania zatrudnionych, co pośrednio bądź bezpośrednio zaznacza się w tych koncepcjach. Na tym tle zwrócono uwagę na podejście do realizacji interesów pracown- iczych w ponad dwustu przedsiębiorstwach zlokalizowanych na terenie Dolnego Śląska. Na podstawie badań empirycznych wykazano, że praktyka w omawianym zakresie jedynie częściowo nawiązuje do prezentowanych w literaturze przedmiotu, mode- lowych ujęć zarządzania ludźmi.

Słowa kluczowe: human resources management (HRM), interesy pracownicze, prawa

pracownicze, zaangażowanie.

References 1. Armstrong M. (1996), Zarządzanie zasobami ludzkimi. Strategia i działanie,

Wydawnictwo Profesjonalnej Szkoły Biznesu, Kraków. 2. Armstrong M. (2005), Zarządzanie zasobami ludzkimi, Ofi cyna Ekonomiczna,

Kraków. 3. Armstrong M. (2011), Zarządzanie zasobami ludzkimi, Ofi cyna a Wolters

Kluwer business, Warszawa. 4. Baron A., Armstrong M. (2008), Zarządzanie kapitałem ludzkim, uzyskiwa-

nie wartości dodanej dzięki ludziom, Ofi cyna a Wolters Kluwer business, Kraków.

1. Benson G.S., Young S.M., Lawler E.E. (2006), High-Involvement Work Practices and Analysts Forecasts of Corporate Earnings, „Human Resource Management”, Vol. 45, No. 4.

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Management 2014

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Critical evaluation of the three-legged stool model

Chapter 3: Delivering HRM – systems and roles

LEARNING OUTCOMES

On completing this chapter you should be able to define these key concepts. You should also understand:

· The framework for delivering HRM

· What the concept of HR architecture means

· What an HR system looks like

· The HR role of line managers

· The role and organization of the HR function

· The nature of an HR delivery model

· The role of HR professionals

Introduction

The framework for delivering HRM is provided by the HR architecture of an organization, which consists of the HR system, HR practices and the HR delivery model adopted by the HR function. Within that framework the provision of advice and services relating to human resource management is the responsibility of the HR function and the HR professionals who are members of the function. Ultimately, however, the delivery of HRM is up to line managers who put HR policies into practice.

HR techniques such as organization development, selection testing, talent management, performance management and total reward play an important part in the delivery of HRM. But there is the danger that new and seemingly different techniques become ‘flavours of the month’ only to be quickly forgotten when they fail to deliver. Some time ago McLean (1981: 4) observed that:

The history of the management of human resources is littered with examples of widely acclaimed techniques enthusiastically introduced by managers who are keen to find solutions to their ‘people’ problems, only to be discarded and discredited by the same disillusioned and increasingly cynical managers some time later.

Times have not changed. The effective delivery of HRM depends on using techniques which are tried, tested and appropriate, not ones which have been promoted vigorously as ‘best practice’ without supporting evidence.

HR architecture
HR architecture consists of the HR systems, processes and structure, and employee behaviours. It is a comprehensive representation of all that is involved in HRM, not simply the structure of the HR function. As explained by Becker et al (2001: 12): ‘We use the term HR architecture to broadly describe the continuum from the HR professionals within the HR function, to the system of HR related policies and practices, through the competencies, motivation and associated behaviours of the firm’s employees.’ It was noted by Hird et al (2010: 25) that: ‘this architecture is seen as a unique combination of the HR function’s structure and delivery model, the HR practices and system, and the strategic employee behaviours that these create’.

Purcell (1999: 38) suggested that the focus should be on ‘appropriate HR architecture and the processes that contribute to organizational performance’. Becker and Huselid (2006: 899) stated that: ‘It is the fit between the HR architecture and the strategic capabilities and business processes that implement strategy that is the basis of HR’s contribution to competitive advantage.’

The HR system
The HR system contains the interrelated and jointly supportive HR activities and practices which together enable HRM goals to be achieved. Becker and Huselid (1998: 95) observed that: ‘The HRM system is first and foremost a vehicle to implement the firm’s strategy.’ Later (2006) they argued that it is the HR system that is the key HR asset. Boselie et al (2005: 73) pointed out that in its traditional form HRM can be viewed as ‘a collection of multiple discrete practices with no explicit or discernible link between them. The more strategically minded system approach views HRM as an integrated and coherent bundle of mutually reinforcing practices.’

As illustrated in Figure 3.1, an HRM system brings together HR philosophies that describe the overarching values and guiding principles adopted in managing people. Taking account of the internal and external environments in which the organization operates, the system incorporates:

The HR function delivery model
In a sense the HR function is in the delivery business – providing the advice and services that enable organizations and their line managers to get things done through people. The HR delivery model describes how those services are provided. These methods of delivery take place irrespective of the degree to which what is done corresponds with the conceptual HRM model described in Chapter 1.

The most celebrated delivery model was produced by Dave Ulrich. In his influential Harvard Business Review article (1998: 124) he wrote that: ‘HR should not be defined by what it does but by what it delivers – results that enrich the organization’s value to customers, investors, and employees.’ More specifically he suggested that HR can deliver in four ways: as a strategic partner, an administrative expert, an employee champion and a change agent. This first model was later modified by Ulrich and Brockbank (2005), who defined the four roles as employee advocate, human capital developer, functional expert and strategic partner. The role and organization of the HR function in delivering HRM is explored below.

The role and organization of the HR function
Members of the HR function provide insight, leadership, advice and services on matters affecting the management, employment, learning and development, reward and well-being of people, and the relationships between management and employees. Importantly, they contribute to the achievement of organizational effectiveness and success (the impact of HRM on performance is considered in Chapter 4).

The basic role of HR is to deliver HRM services. But it does much more than that. It plays a key part in the creation of an environment that enhances engagement by enabling people to make the best use of their capacities, to realize their potential to the benefit of both the organization and themselves, and to achieve satisfaction through their work.

Increasingly, the role of HR is seen to be business-oriented – contributing to the achievement of sustained competitive advantage. Becker and Huselid (1998: 97) argued that HR should be ‘a resource that solves real business problems’. But one of the issues explored by Francis and Keegan (2006) through their research is the tendency for a focus on business performance outcomes to obscure the importance of employee well-being in its own right. They quoted the view of Ulrich and Brockbank (2005: 201) that ‘caring, listening to, and responding to employees remains a centrepiece of HR work’. The HR function and its members have to be aware of the ethical dimensions of their work (the ethical dimension of HRM is explored in Chapter 8).

HR activities
HR activities can be divided into two broad categories: 1) transformational (strategic) activities that are concerned with developing organizational effectiveness and the alignment and implementation of HR and business strategies; 2) transactional activities, which cover the main areas of HR service delivery – resourcing, learning and development, reward and employee relations. A CEO’s view on the HR agenda as quoted by Hesketh and Hird (2010: 105) was that it operates on three levels: ‘There’s the foundation level, which we used to call personnel, it’s just pay and rations, recruitment, all that sort of stuff that makes the world go round, transactional work. Level two to me is tools, it could be engagement, reward, development, those sort of things. Level three is the strategic engagement.’

The organization of the HR function
The ways in which HR operates vary immensely. As Sisson (1990) commented, HR management is not a single homogeneous occupation – it involves a variety of roles and activities that differ from one organization to another and from one level to another in the same organization. Tyson (1987) claimed that the HR function is often ‘balkanized’ – not only is there a variety of roles and activities but these tend to be relatively self-centred, with little passage between them. Hope-Hailey et al (1997: 17) believed that HR could be regarded as a ‘chameleon function’ in the sense that the diversity of practice established by their research suggests that ‘contextual variables dictate different roles for the function and different practices of people management’.

The organization and staffing of the HR function clearly depend on the size of the business, the extent to which operations are decentralized, the type of work carried out, the kind of people employed and the role assigned to the HR function. A survey by Incomes Data Services (IDS, 2010) found that the overall median number of HR staff in the responding organizations was 14: in small and medium-sized companies (with 1–499 staff) the median number was 3.5, and in companies with 500 or more employees it was 20. While, as would be expected, large organizations employed more staff than small and medium-sized enterprises (SMEs), they had on average fewer HR staff per employee. For SMEs the median ratio of employees to HR staff was 62:1; in large employers it was 95:1. The overall ratio was 80:1. The IRS 2012 survey of HR roles and responsibilities found that the median ratio of employees to HR practitioners was 80:1.

A traditional organization might consist of an HR director responsible directly to the chief executive, with functional heads dealing, respectively, with recruitment and employment matters, learning and development, and reward management. Crail (2006: 15) used the responses from 179 organizations to an IRS survey of the HR function to produce a model of an HR department. He suggested that this ‘might consist of a team of 12 people serving a workforce of around 1,200. The team would have a director, three managers, one supervisor, three HR officers and four assistants. It would include a number of professionally qualified practitioners, particularly at senior level’. However, there is no such thing as a typical HR function, although the ‘three-legged stool’ model as described below has attracted a lot of attention.

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