Saturday, February 8, 2020

Post 23 Essay Example | Topics and Well Written Essays - 500 words

Post 23 - Essay Example It helps release the tension that is marked by the embarking of a writing process that one is nervous about. Free writing also helps improve formal writing and should be fun because nothing can be held against you. The utility industry is set to get a reprieve after a new regulation that will allow upgrades without having to install anti-pollution equipment as is required by law right now. I would like to acknowledge the fact that Marianne Horinko signed a new regulation that will affect the fall in installation of costly anti-pollution equipment. According to Pianin, the nations dirtiest coal-fired power plants and refineries numbering in thousands shall be able to do so once the new regulation shall be signed next week by the Acting Environmental Protection Agency Administrator. It is vital to note that previously, the industry players have been lobbying the government to waiver the current Clean Air Act enforcement program as they considered it expensive when carrying out upgrades. This point just shows that the people who have invested in this industry are more interested in making profits than actions and measures that would benefit the community. The said program led to the culmination of several state and federal lawsuits against a number of power plants that saw them comply through the installation of hundreds of millions of dollars of anti-pollution equipment. This means that over the years industrial polluters have been allowed to continue running their unmonitored businesses by state officials and congressional democrats who are meant to keep this habit in check. Tamaki et al talks about SUV vandalism in various parts of the United States of America just as Shpritz does in their respective articles. The main theme can be summarized as SUV Vandalism by the radical Earth Liberation Front (ELF). The two articles refer to the underground environmental group ELF that has claimed responsibility over the attacks through

Wednesday, January 29, 2020

Key Components in the Leisure and Recreation Industry Essay Example for Free

Key Components in the Leisure and Recreation Industry Essay Recreational activities fall into six key components, which in turn are divided into sectors. Some activities will fit into more than one category, and other activities are hard to put into any category, such as bridge clubs- are they a sport or a home based leisure activity ? The main components are: * Arts and Entertainment * Home-based Leisure * Countryside recreation * Catering * Heritage and visitor attractions * Sports and physical recreation Arts and Entertainment This is a huge industry that includes many sectors, they are: Arts The arts, apart from commercial cinema and theatre is a precarious industry where losses are easily incurred due to high costs and a very fragmented market. Sponsorship and grants play an important part in these. The public sector plays the most crucial part in funding arts. At the top is the Arts Council, which in 1999 gave out à ¯Ã‚ ¿Ã‚ ½188 million in grants. Much of this came from the National Lottery. Some of it was given out to Regional Arts Boards who then fund local projects. Much of the grant aid is given directly to organisations or individuals. The Arts Council is not the only national public sector organisation to be involved in the arts. One important group is The British Film Institute (BFI) which is responsible for supporting film makers, and the promotion of the British film industry. Local authorities play an important role as well. They employ arts development officers who promote the arts locally and will support local artists. Some larger authorities employ established artists in residence, who work in the area promoting their art and creating commissioned pieces. Local Authorities are major providers of galleries and performance space such as town hall stages or community theatres or even parish halls. In some cases, such as the Lyric Theatre at Hammersmith, London is a part owner of a commercial theatre. Voluntary sector groups also contribute to this sector. Many trusts exist to develop minority arts or provide for specialist audiences. For example, Wolf and Water in Devon is a drama trust dedicated to working with people with special needs. Entertainment Classified as entertainment are popular performing arts and spectacles. The voluntary sector is important here as nationwide participation in amateur dramatics and music is a popular pursuit. Public provision is also evident but has changed in recent years. Thirty years ago most town halls and civic entertainments programme of films, theatre and musicals. This has largely disappeared now and has been replaced by events programmes that are organised by various departments. For example, many sports centres will host travelling theatre and ballet companies such as the Royal Exchange Theatre Group, while arts officers will book in tourism exhibitions. In the streets and parks outside, groups are invited to put on events such as the hot-air balloon events in Bristols Parks. It is the private sector that monopolises entertainment. There is a flourishing small-business sector that includes pub entertainments and single artists such as party and street entertainers, but the bulk of the market is contained within three areas: 1.cinemas 2. Theatre 3. Stadia/arenas Cinema-was very popular in the first half of the 20th century. Then when colour televisions and video players appeared cinemas started to lose there appeal to the public. Cinema companies were not refurbishing their buildings, most of which were built in the 1930s, and were finding profit by selling them off as bingo halls. Some survived by aiming at niche markets(e.g. Corner House in Manchester). These art house cinemas show foreign films. The main market is for commercial English-language films. In the 1980s there was a major review of how films were presented. This resulted in multiplexes being invented. They are equipped with the following features: * Modern luxurious buildings with high-quality projection and sound * Multi screens to show move films than one * Easy access often at out-of-town centres * Good customer care The closest multiplex cinema around is the Warner Brothers Village in Longwell Green. This complex has all the features shown above Theatre-the London theatres are highly profitable with a city audience and a huge tourist market. Even then, they increasingly stick to a formula of musicals or familiar plays with big name actors. For example Chitty Chitty Bang Bang was shown at Londons Palindrome with Michael Ball starring in it. The package largely consists of touring West End shows, nostalgia and tribute bands, comedians and spectacles like circus and ice shows. The main London Theatre companies are: * Delfont Mackintosh Theatres * Ambassador Theatre Group * Really Useful Theatres * SFX (Apollo) Apollo leisure is the leading national chain Arenas and Stadia- these are large multi-purpose buildings for very large audiences. Arenas(indoor) for example are likely to put on conferences and trade exhibitions as well as concerts, while stadia(outdoor) are designed especially for sport. An example of a stadia is Ashton Gate home to Bristol City Football Club. Many arenas are owned by Local Authorities or development corporations. Good examples of this are the various halls and centres in Birmingham ,including the National Arena. Sports and physical recreation These activities can be grouped as follows: * Informal recreation(play, walking, gardening) * Competitive sport (football, tennis, golf) * Outdoor activities (sailing, climbing) * Health and fitness (jogging, yoga) Many activities can often be put into more than one category. For example, swimming in the sea is informal, swimming for a club is competitive, swimming in a conventional pool can be seen as health and fitness. Each component has a different profile in the type of facilities and services it produces. Informal physical recreation or exercise- this is the most popular activity nationally. Nobody knows the hours children spend playing or adults spend gardening. We pursue these activities because they are cheap, available and dont require a lot of skill. The enjoyment we get from them often depends on the environment we do them in. Competitive Sport-most people associate sport with the professional game. This means they are spectators, and it is the spectators money that underpins professional sport. Facilities were often run down to the extent that some were dangerous for crowds, e.g. Hillsborough 1989. Providers have found that profits increase when standards of customer care and corporate hospitality are improved. This has led to the building of a new generation of high-class stadia and race tracks and other facilities where the key services are: * Presentation of the core event * Merchandising * Catering * Safety and security Amateur sport is geared around participation and voluntary clubs. As land and buildings are expensive, many clubs use facilities provided by Local Authorities. Many outdoor sports clubs have their own facilities although there is an even greater number of players who use recreation grounds. There are about 78,000 pitches in the country. Thirty years ago amateur sport was largely centred on outdoor team games. Competitive sport means participation and developing skills and there is a sizeable industry for coaches and instructors. Despite its profile, competitive sport is on the decline and organisations like Sport England are concerned that as a nation we are losing our sporting skills and becoming less fit and healthy. For example, many governing bodies have big school-based programmes, and Local Authorities will run schemes in deprived areas where people cannot afford to play sport or go to health suites. Outdoor Activities-there are over a thousand centres in the UK which specialise in providing outdoor adventure holidays. Facility provision is also essential for outdoor sports, meaning the upkeep of the environment, and this is regulated by the organisations under the Countryside Agency umbrella, such as the Forestry Commission, Local Authorities or National Trust. For most participants activity in the natural world is occasional, and more time will be spent in training in built facilities such as pools or climbing walls. Profitable areas such as skiing, sailing, private sector companies are the main providers. Health and Fitness- there are now at least 2,500 private health and fitness clubs in the UK- it is a boom industry that many young people see as the exciting place to work in leisure. Private sector will increasingly dominate the market and eventually also manage and invest in public sector facilities on behalf of Local Authorities. The central product of these clubs is the fitness room consisting of cardiovascular equipment and perhaps free weights, and frequently areas with small pools, jacuzzis and saunas.. Heritage and visitor attractions The heritage industry concerns buildings and materials that have historical value. Thirty years ago these were largely stately homes, castles, ruins such as Stonehenge and battlefields. Heritage was often about how the rich and famous had lived or what they had collected, or about culture(e.g. Shakespeare). Now it has expanded to include a much wider interpretation of historical value. Whether the attraction is a theme park or museum, the organisers will do their best to employ all the techniques of facility management to look after the customer and make the product interesting. In a theme park the excitement of the rides is a key feature and bringing new and more exciting rides brings in more customers. The difference between a visitor attraction and a heritage site is that the latter involves considerable work behind the scenes which the public never sees. The most popular tourist attractions are: * Museums and galleries- British Museum * Theme parks- Blackpool Pleasure Beach * Historic houses and monuments- Tower of London * Wildlife parks and zoos- London Zoo Many heritage sites are owned by Trusts and limited companies that have been set up to manage individual sites, while many stately homes are owned and run by two big organisations: * English Heritage- is the national body responsible for the management, promotion and conservation of 400 archaeological sites and the historic environment * The National Trust- is a trust set up in 1895 to preserve places of historic interest or natural beauty. Its sites include a range from Paul McCartneys teenage home to stately homes like Waddesdon Manor Museums-are not usually run by the private sector, largely because of high costs. Many museums started life as private collections which were later donated to the nation or the local community. Libraries-apart from their lending their services which we will look at later, they are largely involved in the heritage sector. They have a back-room role of collecting important documents including maps, and making these available to the public. This is known as the records and archives service. Catering Leisure catering includes pubs and clubs, restaurants, cafes and takeaways. Its firmly placed in the private sector with some exceptions. A catering company provides a service according to the specification of the client and often under the clients name. Many leisure centres and theatres buy in service in this way. The catering sector has various components that make eating out an enjoyable experience: the provision of food and drink; entertainment, such as jazz at Pizza Express, games; and security in the form of door staff. Eating out is an increasingly important and available leisure experience. The fast-food business is booming with a growth rate of 30 per cent. This growth is at the expense of takeaways and cafes, and especially of pubs and clubs. Fast food tends to be run by chains that can make economies of scale by producing the same product in each outlet. Many breweries have followed this trend and operate chains like Harvester restaurants within their pubs. In contrast cafes, restaurants and takeaways tend to be run and owned by family businesses. Countryside recreation The countryside is the natural, national playground and one which is used by walkers, ramblers and those involved in more active outdoor activities. A survey in 1998 by the National Centre for Social Research showed that 1,427 million day visits to the countryside were made and a further 241 million to the coast. Like any leisure facility such usage will have an impact which in turn will lessen, and even threaten, the leisure experience itself. Organisations working in countryside recreation are therefore primarily stewards who maintain, manage and regulate the environment and also produce information and education. An important organisation funded by the Countryside Commission is the National Parks Authority. This is responsible for the regulation and interpretative service inside twelve National Parks, which are designated areas of significant natural beauty and wilderness. The Local Authority has a part to play in managing and regulating country parks. In many cases it also owns the land and will act as landlord to any tenants in the park, such as farmers. Home-based leisure This is cheap, easy and relaxing. The equipment most popularly used are: radios, videos, TV sets, gardening materials and home fitness machines is normally provided by the private sector. The main exceptions are the library lending services in the public sector. Except for broadcasting this component is retail based. As the internet is more widely used, shopping for leisure on the net is likely to increase. Free services like Tesco mean more people are using the net.

Tuesday, January 21, 2020

To what extent was Hitlers success in coming to power due to the depression? :: World War II History

To what extent was Hitler's success in coming to power due to the depression? Hitler became chancellor in January 1933. By March he had full dictatorial power. There is no doubt that the impact of the depression on the German people gave way to the rise of Hitler. It was the single most important factor of Hitler's coming to power, however it wasn't the only factor. Hitler had remarkable speaking abilities, which helped him woo the public. His use of force with the SA and the inability of the Left wing political groups to combine, also contributed in his rise. Hitler also used the weakness of the constitution the signing of the Versailles treaty to bring down the Weimar Republic. With all these advantages on his side, and with the depression hitting Germany hard in 1929, it was just a matter of time before Hitler would "claim his throne". The Depression was the single most important factor in Hitler's rise to power. In 1929 a shockwave began in New York the affected the entire world. Germany was affected the most. Many historians, including Mckibbin and Taylor, believed that the depression was the turning point for Hitler and the nazi party. Germany's economy after World War I had been built on foreign loans, especially loans from the United States, and on world trade, which was also based on a system of loans. Thus when the depression hit, the German economy collapsed. By 1932, 6 million Germans were unemployed. The German people and lost all hope in the Weimar republic, and started looking for a radical change, brought forth party radical parties...the communists and the nazis. As a result of 1929, Hitler became remarkably popular. He made promises to the military and to industrialists saying that he would return Germany back to greatness once again. Hitler exploited the trust of the German public to its fullest dur ing these times of hardship so he could gain the support he needed to gain full control of the German state. The weakness of the Constitution of the Weimar Republic significantly helped Hitler establish and develop the Nazi party. Whilst the Weimar constitution was said to be one of the most democratic constitutions of all time, there were still major flaws in it. In the eyes of Howland and Barr, the section on proportional representation and article 48 considerably helped Hitler on his quest for absolute power.

Monday, January 13, 2020

Performance Appraisal System

â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM† DONE FOR â€Å"BAJAJ FINSERV LIMITED† PROJECT REPORT Submitted in the partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By SOFIYA TARRANNUM (Roll No- 2128-11-672-018) Under the guidance of ASHARA ANJUM HYDERABAD PRESIDENCY P. G. COLLEGE (Affiliated to Osmania University Hyderabad, and approved by AICTE. DECLARATION I here by declare that the project work entitled â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM†, submitted by me under the supervision of, ASHARA ANJUM, Department of MBA, HYDERABAD PRESIDENCY P.G COLLEGE. HYDERABAD submitted for the requirement for the award of the Master of Business Administration of OSMANIA UNIVERSITY and it is entirely original and has not been submitted earlier by any one for any Degree or Diploma. PLACE: HYDERABAD DATE: (SOFIYA TARRANNUM) ROLL NO : 2128-11-672-018 CERTIFICATE This is certify that the project work entitled â€Å"A STUDY ON PERFORMANCE A PPRAISAL SYSTEM† is bonafide work done and submitted by SOFIYA TARRANNUM, in partial fulfillment of the requirements for the award of the degree of â€Å"MASTER OF BUSINESS ADMINISTRATION† in â€Å"HYDERABAD PRESIDENCY P.G COLLEGE† (Affiliated to Osmania University, Hyderabad and approved by AICTE, during the year 2012-2013. ASHARA ANJUM ARSHAD UR REHMAN Project Guid Head of Department Hyderabad Presidency P. G College Hyderabad Presidency P. G College Hyderabad-500089. Hyderabad -500089. ACKNOWLEDGEMENT First of all, I think almighty god who has blessed me all through my life. I wish to express my sincere indebtedness to our principal, prof.ARSHAD UR RAHMAN. HYDERABAD PRESIDENCY COLLEGE. My profound thanks and deep sense of gratitude of , Head of the Department, HPC for his valuable support and encouragement . I express my sincere thanks to my guide, ASHARA ANJUM, associate professor for their valuable guidance and suggestions and being instrumental in having sh ape to my project work. I would like to thank entire faculty members in Hyderabad Presidency p. g college. for their support and inspiration for successful completion of the project they were the most caring and the best critics during the course of y project and enabled me to be creative and multi-dimensional in my approach. I will remain always debited to them. Last but not the least, I wish to acknowledge with gratitude for the support and encouragement extended by my family members for the successful completion of the project. (SOFIYA TARRANNUM) EXECUTIVE SYNOPSIS HYDERABAD PRESIDENCY P. G COLLEGE A STUDY ON PERFORMANCE APPRAISAL DONE FOR BAJAJ FINSERV LIMITED. NAME: SOFIYA TARRANNUM UNDER THE GUIDENCE OF ROLL NO -2128-11-672-018 ASHARA ANJUM TABLE OF CONTENTTOPICSPAGE NO. CHAPTER-1 †¢INTRODUCTION 9-16 RESEARCH METHODOLOGY17-19 CHAPTER-2 †¢LITERATURE REVIEW14-25 CHAPTER-3 †¢THE COMPANY/ ORGANIZATION/ SYSTEM26-43 CHAPTER-4 DATA ANALYSIS44-68 CHAPTER-5 FINDINGS,SUGG ESTION & CONCLUSION 69-74 BIBLIOGRAPHY76 QUESTIONARE 77 LIST OF TABLES AND GRAPH Sl No. FiguresPage No 1. Project Goals are different from functional Goal45 2. Position on the basis of performance46 3. Scope of using the innovating skills in making Decesion47 4. Percentage of Target matching with Goal48 5. Discuss personal problem with superior49 6.Superior contribute to see their goal50 7. Methods of appraisal51 8. Interpersonal team Relationship 52 9. Employee appreciation53 10. Feedback given by appraiser54 11. Employee opinion about frequency of appraisal system55 12. Opinion on performance linked performance policy56 13. Training needs57 14. Employee opinion on appraisal system58 15. Appraisal System59 16. Rating system60 17. Planning61 18. Value of employee in the organization62 19. Improvement in Job performance63 20. Self appraisal64 21. Effectiveness of Appraisal65 22. Employee Satisfiction66LIST OF CHARTS Sl No. FiguresPage No 1. Process Flow Chart of Appraisal24 2. Servic e at Bajaj Finserv Limited25 3. Performance Rating against individual item 27 4. Summary detail of portfolio32 5. Organization Structure of Bajaj Finserv35 6. Appraisal by first Assessor37 7. Appraisal by second Assessor38 CHAPTER-1 INTRODUCTION RESEARCH METODOLOGY RESEARCH METHODOLOGY: Research design : Descriptive in nature Research instrument : A well structured questionnaire Population size : 275 Sample size : 100Sampling unit : Technical Sample procedure : convenience sampling Sources of data : Primary & Secondary data Primary data : Primary data is collected from the respondents through Questionnaire & interacting with the associates. Secondary data : Secondary data is collected from the various text books On performance appraisal, Company reports, company Broachers and company websites. ww. bajajfinserv. com Statistical tool : weighted average method and simple percentage method. This chapter deals with the Title of the study, the Need of the study i. e. for what purpose the study is actually carried out, the Scope of the study, the Objectives of the study, the Various sources of data collection, the Study instruments used for conducting survey like Questionnaire, Interview etc, the way the data is analyzed, the Presentation of the study and finally the limitation involved in the study.TITLE OF THE STUDY: The Title of the study is â€Å"STUDY ON PERFORMANCE APPRAISAL SYSTEM† At â€Å"BAJAJ FINSERV LIMITED †, Hyderabad, and Andhra Pradesh. NEED FOR THE STUDY: ?Performance appraisal has been considered as a most significant and dispensable tool for an organization. It is highly useful in making decisions regarding various personal aspects. Performance appraisal developing criteria for promotion and career development. ?It provide a synthetic feed back to the employees regarding there performance with in a limited period of time.It prevent grievances and increases the analytical abilities of the supervisors The overall objectives of performan ce appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible effort from individuals employed SCOPE OF THE STUDY: The scope of the study has been confined to the associates of Bajaj Finserv limited. It includes associates of various departments with different cadres only top-level executives are excluded from the study. OBJECTIVES OF THE STUDY: ?To study the existing performance appraisal system at B F L. ?To evaluate the effectiveness of appraisal system. To offer suggestion for improvement in performance appraisal system. RESEARCH DESIGN: Descriptive study â€Å"A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure†. RESEARCH INSTRUMENT: Making researches have a choice of two main research instruments in collecting primary data. They are questionnaire and mechanical devices. Hear the research instrument used in a structure questionnaire, which is carefully and well designed. It includes both open and close ended questions.The questionnaire is personally administered to the respondents and clarify the doubts if any , and the responses were solicited. SAMPLING DESIGN: POPULATION: In statistical uses the term population is any finite or infinite collection of individuals. The populations of this study are associates of the technical department of the company. Population size: Population size constitutes 275 associates Sample size: A sample size is 100 Sample unit: A sample unit is service department. SOURCES OF DATA COLLECTION Data for the present study is collected through two sources i. e. through primary data and secondary data.Primary Data: The primary data is collected through Questionnaires and interacting with the associates. Secondary Data: For the study on performance Appraisal System the secondary Sources used are various Textbooks on Performance Appraisal, company reports, company policies, brochures and various websites. STUDY INSTRUMENTS: The questionnaire is framed to find out the effectiveness of Performance Appraisal of Bajaj Finserv Limited. It contains 24 questions. It is distributed into four sections. †¢Setting Of Goals †¢Role Of Superior †¢Feedback and Evaluation †¢Organizational EffectivenessANALYSIS OF DATA: The collected data is tabulated and then analyzed by simple percentage, weighted average and represented by different types of graphs and charts. The analysis of data is on the basis of the questionnaire collected from the associates. CHAPTER-2 LITERATURE REVIEW CONCEPTUAL FRAMEWORK DEFINITION OF PERFORMANCE APPRAISAL To define the concept of performance appraisal the management gurus have taken certain common parameters and on the basis of that they have defined the term. The terminology of the definitions may differ but the overall meaning of the definition remains same.Some of the leading definitions are given below ?Pe rformance appraisal is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future. ?In, its most basic form, performance appraisal includes documenting achieve results (Hopefully, by also including use of examples to clarify documentation) and indicating if standards were met or not. ?The appraisal usually includes some form of development plan to address insufficient performance. ?The evaluation of an individual’s work performance in order to arrive at objective personnel decisions.PURPOSE OF TRADITIONAL PERFORMANCE APPRAISALS Performance appraisal for evaluation using a traditional approach has served the following purposes: ?Promotion, separation, and transfer decisions. ?Feedback to the employee regarding how to organization viewed the employee’s performance. ?Evaluation of relative contributions made by individuals and departments in achieving higher organization goals. ?Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization. Reward decisions, including merit increases promotions and other rewards. ?Ascertaining and diagnosing, training and development decisions. ?Criteria for evaluating the success of training and development decisions. INSIGHT INTO APPRAISAL THEORY Organizations in their day-to-day activities working handle loads of activities. The employees working in the organizations carry on these activities. Organization activities done by the employees are termed as â€Å"performance† the buzzword that is all time in the heads of the management. â€Å"The success of the organization depends upon the performance of its employees†Earlier organizations did not have any kind of specific methodology to handle the issues relating to measuring of performance because they did not had an understanding that the performance of the employees plays an sign ificant role in the overall functioning and meeting goals and objectives of the organizations. Performance is measured basically on the basis of the goals by an individual, which contribute to the overall organizational goals. The main focus is on meeting the overall goals and objectives of the organization in the specific time span.In doing so the organization must also see that the individual self-development and personal goals are also fulfilled. When the individual is able to synchronize his personal goals with that of the organizational goals then the working of the system will be apt. PREFACE OF THE APPRAISAL SYSTEMS The appraisal is both inevitable and universal. In the absence of carefully structured system of appraisal, people tend to judge the work performance of others ,including subordinates, naturally, informally and arbitrarily.Without a structured appraisal system there is a little chance of ensuring that the judgments made will be lawful, fair, defensible and accurat e. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering time and motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resource management. The practice of appraisal is an ancient art. In the scale of things historical , it might well lay claim that appraisal is the world’ second oldest profession.Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee Was justified. Little consideration, if any, was given to the developmental possibilities of appraisal. It was felt that a cut in a pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Pay rates were important, yes; but they were not only the element that had an impact on employee performance.It was found that other issues, such as morale and self-esteem, could also have a major influence. APPRAISALS IN TODAY’S CORPORATE WORLD The modern system of performance appraisal is defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvements and skill development.In many organizations – but not all – appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in some cases demoti on, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay. FLAW EXIST IN TRADITIONAL PERFORMANCE APPRAISAL SYSTEM oWork scheduling plans oBudgeting oHuman Resource planning MOSTLY USED METHODS OF PERFORMANCE APPRAISAL RATING SCALES: The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristics is rated on the bipolar scale that usually has several points ranging from â€Å"poor† to â€Å"excellent â€Å". The traits assessed on these scales include: ? Cooperation ?Communication ability ?Initiative ?Punctuality ?Technical competenceThe nature and scope of the traits selected for inclusion is limited only by the imagination of the scale’s designer or by the organization’s need. BEHAVIORAL ANCHORED RATING SCALES The term used to describe a performance rating that focused on specific behaviors or sets as indic ators of effective or ineffective performance, rather than on broadly stated adjectives such as â€Å" average, above average, or below average â€Å". GRAPHIC RATING SCALES The term used to define the oldest and the most widely used performance appraisal method.The evaluator are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics varies from one to hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to evaluators rating. CHECKLIST The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. The rating score from the checklist equaled the number of checks.WEIGHTED CHECKLIST The term is used to describe an alternative method of performance appraisal where the supervisor or personal specialists familiar with the job being evaluated prepare a large list of descriptive statements about effective and ineffective behavior of jobs. RANKING METHOD The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest. CRITICAL INCIDENT METHODThe term is used to define a method of appraisal that made lists of statements very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once these categories are developed and a statement of effective and ineffective behavior has been provided, the evaluator recorded examples of critical behaviors, and the log has been used to evaluate the employees at the end of evaluation period. NARRATIVE OR ESSAY EVALUATION This method requires the evaluator to write a short essay describing each employee’s performance during the raring period.This form at emphasizes evaluation of overall performance, based on the strengths and weaknesses of an employee performance. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale. MANAGEMENT BY OBJECTIVES The management by objectives performance appraisal method has the supervisor and the employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishments of regular meetings, emphasizing results, and by being an ongoing process. Cascading of organizational objectives oSetting up of subordinate objectives oReviewing and evaluating the performance oFeedback and rewards oSetting up of new MBO. 360 DEGREE PERFORMANCE APPRAISAL Performance Appraisal by all the parties like supervisors, peers, subordinates, employees themselves, users of service and consultants is called 360 degree Performance Appraisal. The appraiser should be capable of det ermining what is more important and what is less important. He should prepare reports and make judgments without any bias. SELF APPRAISALIf individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development employee who appraises his or her own performance may become highly motivated. MERITS OF AN APPRAISAL SYSTEM Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have â€Å" time out â€Å" for a one-on-one discussion of important work issues that might not otherwise be addressed.Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity t o focus on work activities and goals, to identify and correct the existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. The value of this intense and purposeful interaction between a supervisor and subordinate should not be underestimated. Motivation and SatisfactionPerformance appraisal can have a profound effect on levels of employee motivation and satisfaction. It provides employees with recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. Training and Development Performance Appraisal offers an excellent opportunity – perhaps the best that will ever occur – for a supervisor and subordinate to recognize and agree upon individual training and development needs. Recruitment and inductionAppraisal data can be used to monitor the success of the organization’s recruitment and ind uction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires it is possible to assess whether the general quality of work force is improving, staying steady, or declining. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal.But the need to evaluate is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must one or other. EXPECTATIONS FROM MANAGER IN DOING PERFORMANCE APPRAISAL †¢Translate organizational goals into individual job objectives †¢Communicate management expectations regarding employee performance. Provide feedback to the employee about the job performance in light of management’s objectives. †¢Coach the employee on how to achieve job objectives/requirements. †¢Diagnose the employee’s strengths and weaknesses. †¢Determine what kind of development activities might help the employee better utilize his or her skills to improve performance on the current job. CRITERIA OF A SUCCESSFUL PERFORMANCE OBJECTIVE Specific; What specifically is to be achieved? Not just what actions are to be performed, but what results are to be achieved through these actions? Keeping objectives simple ensures they are clear and specific.This also reduces the chance for disputes or confusion come performance appraisal time. Measurable How will you know how well an objective has been achieved? Although it may not be readily apparent, every object can be measured. Some measures ca n be measured quantitatively; others must be measured qualitatively. Accountable Accountability for performance objectives must be crystal clear and specifically state who is accountable. The more detail the better. A clear definition of what he or she is specifically accountable for will help reduce confusion cum performance appraisal time.Defining accountability will ensure a sense of urgency and purpose on the part of the employee. Realistic For an objective to be meaningful, it must be realistic and reasonable. A well-written performance objective focuses on the goals and objectives required to meet the objective. In highly efficient organizations, performance objectives ultimately link back to the company’s overall strategy and business plan. Objectives should challenge employees towards continuous improvement, but should not be unrealistic or unattainable. Time based An achievable time frame must be set for reaching the objectives.Consider assigning specific target date s not only for the performance objective itself, but also each lesser milestone linking the entire goal. Remember to be specific towards achieving results and guide action in a results oriented ways towards the objective. PROCESS FLOW CHART OF APPRAISAL GENERAL INSTRUCTIONS The performance rating against individual item in the appraisal is to be done on a 1-5 point scale as follows: RATINGEXPLANATION 5OUTSTANDING- Exceeds requirements significantly and consistently in all critical work aspects. Showed tremendous initiative and is very proactive . 5EXCELLENT- Performance at the highest standards. possesses and effectively utilized where needed, the knowledge in areas beyond those required for the discharge of critical responsibilities. Exceed requirements in most critical areas. Plans and executes well 4VERY GOOD- Demonstrates effective skills in most and essential responsibilities. Some skill areas still need improvement in order to excel at the job. 3. 5GOOD- Demonstrates skills in some essential areas. There is scope for improvement in some critical responsibility areas. Shows initiative. ABOVE AVERAGE- Demonstrates skills in some of the essential responsibilities. Performance is adequate for the current review period. Supervision is required to execute tasks in many areas. 2AVERAGE- Demonstrates average skills in most of the essential responsibilities. Meets targets with continuous supervision. Intensive training is required, 1 BELOW AVERAGE- Demonstrates Level of skills that has been unsatisfactory and inadequate for the discharge of the essential responsibilities. Consistently fall short of requirements. High level of supervision is required.Assessments duly completed in all respects, are to be forwarded to HR, in sealed envelopes. CHAPTER-3 The Company/ Organization/ System COMPANY PROFILE AN INTRODUCTION TO BAJAJ FINSERV LIMITED INTRODUCTION  ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬INTRODUCTION: Bajaj FinServ will strive to be one of the top financial services businesses in Ind ia focused on delivering superior customer experience through competitive products and class leading services while providing consistent and superior returns to our shareholders and maintaining the high levels of integrity of Bajaj. Company profile:Bajaj Finserv Limited (Bajaj Finserv) is a holding company. Bajaj Finserv is the financial services arm of the Bajaj group. Its financial services businesses include lending, protection, and financial advisory and wealth management. The Company operates in four segments: Insurance, Windmill, Retail Financing and Investments & others. It does lending business Under Bajaj Finance Limited (BFL). Its protection business consists of life insurance, under the Bajaj Allianz Life Insurance Company (BALIC), and general insurance, under the Bajaj Allianz General Insurance Company (BAGIC).The Company’s Financial Advisory and Wealth Management business consists of Bajaj Financial Solutions Limited (Bajaj Finsol), which offers financial product s and advises clients on financial and wealth management. In addition, as of March 31, 2012, Bajaj Finserv had wind-farm assets, incorporating 138 windmills in Maharashtra with an installed capacity of 65. 2 megawatt. Bajaj Finserv endeavors to become a full fledged financial services company and be the financial partner to the Indian consumer and help him across his financial needs throughout his lifecycle.Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. Bajaj Finserv Group companies share common values of Reliability, Innovation and Efficiency and provide customers with high quality products and services. Key focus areas for Bajaj Finserv are Lending, Investment, Protection and Advisory. Bajaj Finserv also has interests in Wind farms with 138 windmills and a total installed capacity of 65. 2 MW BAJAJ FINSERV LIMITED VISION:Bajaj Finserv has a vision to become a full fledged fi nancial services company and be the financial partner to the Indian consumer and help him across his financial needs, whether for finance, for investment management, for protection or for post retirement support, throughout his lifecycle. Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. MISSION: â€Å"Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. COREVALUES: ?Trust ?Integrity ?Commitment ?Respect for people ?Innovation OBJECTIVE: â€Å"To create value and delight for our stake holders† QUALITY POLICY: â€Å"To excel in providing Financial services that meets or Exceeds customer requirements through continual improvements† NATURE OF ACTIVITY ?Our Products & Services: ?Loans Against Property ? Personal Loans ? Business Loans ? Home Loans ? Infrastructure Equi pment Finance ? Loans Against Securities ? Consumer Durable Loans As a value-added service we also provide insurance services like ‘Group Term Policy’ and ‘Group Term Suraksha’ bundled with our products.VARIOUS DEPARTMENTS ?Operations ?Human resources ?Finance ?Networking and systems ?Quality ?Corporate services ?Collection ?Sales ?Product ?Marketing PEOPLE: considered as â€Å"Associates† BAJAJ FINSERV believes â€Å"our people are our strength,† & this is the very reason why Bajaj term them as â€Å"Associates† rather than employees. The work culture is people oriented, where individual aspirations are matched with organizational Objectives. Our associates exemplify our customer-oriented work style.The employees at BFL are comfortable working across cultures and across contexts; their consistency and dependability lies in their emphasis on creating solutions that are problem-focused, high on quality and quick in terms of time-to-marke t. Bajaj Group. Its insurance joint ventures with Allianz SE, Germany namely Bajaj Allianz Life Insurance Company Limited and Bajaj Allianz General Insurance Company Limited are engaged in life and general insurance business respectively. Its subsidiary Bajaj Finance Limited is a Non Banking Finance Company engaged in consumer finance, SME finance and commercial lending.Bajaj Financial Solutions Limited, a wholly owned subsidiary of Bajaj Finserv Limited is engaged in wealth advisory business. SERVICES AT BAJAJ FINSERV LIMITED Bajaj Finance Limited We are the most diversifed non-bank in the country, the largest financier of consumer durables in India and one of the most profitable firms in the category. Hereunder are summary details of our portfolio of businesses, with a brief description on each. Consumer FinanceConsumer Durables Finance Lifestyle Finance EMI Card Personal Loans Cross Sell Co-branded Credit Cards Two and three wheeler FinanceSalaried Personal Loans SME FinanceMortg age Business Loans Commercial LendingConstruction Equipment Finance Infrastructure Finance Vendor Financing Awards and Accomplishments The recognition that matters the most to us is the one we receive from our customers. That was how it was when we started. That will be even when we have a treasure trove of Industry Recognition and awards Awards: Recently, we won the CIO 100 Innovation award for two of our innovations – countries such as Canada, Sweden, Australia, Singapore, Vietnam, Hungary and India, the CIO 100 Awards is a truly global recognition.It is an acknowledged mark of excellence in enterprise IT. Management Profile Sanjiv Bajaj: Managing Director Kevin D’Sa: CFO and President – Business development Ranjit Gupta: President (Insurance) S. Sreenivasan: President (Finance) V. Rajagopalan: President (Legal) Sonal R Tiwari: Company Secretary OFF SHORE POLICIES PERSONAL BENEFITS ?Leave ?Onsite return leave policy ?Personal leave policy ?Loans for house rent al deposit ?Home pc ?Telephone at residence ?Facilities to the associates TRAVEL RELATED ?International travel ?Domestic travel ?Conveyance reimbursement ?Car hire Relocation policy ?Relocation allowance WORK PLACE BASIS ?Working hour ?Dress code ?Identity card ?Business card ?Late/holiday working ?Work ethics ?Shift allowance OTHER POLICIES ?Reward and recognition ?Staff welfare allowance ?Associate referral ?Work ethics ?Higher education BAJAJ FINSERV LIMITED OFFERINGS Organisation Structure Performance Appraisal System at Bajaj Finserv Ltd: PERFORMANCE MANAGEMENT: APPRAISAL PROCEDURE: PERFORMANCE APPRAISAL FOR ASSOCIATES OF HOD LEVEL: PURPOSE: To appraise the performance of all the associates at HOD level in BAJAJ FINSERV LIMITED PROCEDURE: General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: for annual appraisal, the HR will d istribute the appraisal forms to the CEO for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the appraisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. †¢Appraisal by Assessor: The Assessor will perform the assessment upon receiving the self Appraisal Form from the assessee.The forms to be used for appraisal is as given in the table below: Sl. NoTitle of the formUsed for Appraisal of 1Self Documentation formAll Associates at HOD Level 2Performance Appraisal Form(HOD)All Associates at HOD level †¢Acceptance of Appraisal: The Assessor will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned assessor will sign on the Performance Appraisal Form and the first assessor (CEO) will also give his final authorization.The appraisal form, complete in all respects is received from the CEO. †¢Follow-up of App raisal: The HOD (HR) will issue the revised salary/ promotion letters to the assesse based on the performance Appraisal form and discussions with the concerned first assessor. HR informs the revised salary/ promotion details of an assessee to finance for processing the same by updating the Associate database. †¢Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. PERFORMANCE APPRAISAL FOR ASSOCIATES BELOW HOD LEVEL:PURPOSE: To appraise the performance of all the associates below HOD level in BAJAJ FINSERV LIMITED. PROCEDURE: †¢General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: For annual appraisal, the HR will distribute the appraisal forms to the HOD for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the ap praisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. Appraisal by Assessor: the Appraiser first assessor) will perform the assessment upon receiving the self Appraisal Form from the assessee and forward the performance appraisal form to the reviewer (second assessor). The forms to be used for appraisal is as given in the table below: Sl noTitle of the formUsed for appraisal of 1Self Documentation form – technicalAll technical Associates below HOD Level 2Self Documentation form – Non technicalAll non- technical Associates below HOD Level 3Performance Appraisal Form (PL/PM)All associates at designer and above level but below HOD Performance Appraisal Form (Team members)All Associates at Team member (Manager/asst manager) level 5Performance Appraisal Form (Non – Technical)All Associates below HOD Level in non- technical Dept The level of the associate to be appraised in areas other than technical is as per the policy Guidelines . †¢Appraisal by second Assessor: The reviewer (second Assessor) will review the assessment upon receiving the performance appraisal form from the appraiser (first assessor). During annual appraisal, the first/ second assessor will give the performance rating based on joint assessment. Acceptance of Appraisal: The appraiser (first assessor) will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned appraiser (first assessor) will sign on the performance appraisal form and the form will be forwarded to the second assessor/ – HOD for final authorization. In case of conflict, the appraisal form will be referred to the concerned reviewer (second assessor). The second assessor will be responsible for further action on the same.For all cases of conflict and where no second assessor exists, concerned HODs will act as the second assessor. The appraisal form, complete in all respects is re ceived by HR form the respective head of the department. †¢Follow-up of Appraisal: The HOD (HR) will issue the revised salary/ promotion letters through reporting managers to the assesses based on the performance Appraisal form and discussions with the concerned head of the department. HR informs the revised salary/ promotion a detail of an assessee to finance for processing the same by updating the Associate database. Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. APPRAISAL FORMAT: SELF DOCUMENT FORM: †¢The self-document form mainly includes all those contents, which are needed for the evaluation of performance appraisal. †¢The employees through the online facility fill this document form. †¢This includes the general information like the associate id, name, designation, department, role/level, qualification, and date of joining, location, and relevant experience. †¢This form also inclu des the assessee remarks that have evaluated the form. The various areas like the employees achievement, area where the employee have not performed up to the expectation, assessee’s strengths, areas of improvement are also included. These areas are evaluated both by the Assessee, Assessor 1 and Assessor 2. †¢The training programs attended and which the employee would like to attend is also included. †¢The career aspiration of the employee is also a part of the self-document form . GENERAL INSTRUCTIONS FORTECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. 1. What do you see as your major achievements for the period under review? . What Factor(s) enabled you in your achievement? 3. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? (Include your strategies and tactics) 4. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, profits, technology enhancements, process improvements etc 5. Project related data for the periodic review, which includes name of the project, role played by you in each of the project and number of hours put in. 6.What have you gained from the training programmes you have attended and where you have applied the learning? 7. Your key result areas for next review period. One of the key result areas should be for self-development. GENERAL INSURANCE FOR NON TECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. I. What do you see as your major achievements for the period under review? II. What Factor(s) enabled you in your achievement? III. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? Include your strategies and tactics) IV. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, pro fits, technology enhancements, process improvements etc V. What have you gained from the training programmes you have attended and where you have applied the learning? VI. Your key result areas for next review period. One of the key result areas should be for self-development. CRITERIA OF APRRAISAL RELATED AREAS Task related areas: Achievement of results Output of work Quality of work Quality system Conceptual skills: Total perspective Integrated skillsProactive skills Analytical and Planning skills Human skills Leadership Ability to inspire and motivate Interpersonal relationship Tact and cooperation Training and development of subordinates Communication Resolution of conflict Functional skills: Job knowledge Planning and organizing Decision-making Personality attributes: Openness Empathy and sensitivity Integrity (intellectual and moral) Flexibility/Adaptability/Positive outlook Perseverance Creativity/Innovativeness Capacity to withstand stress Discipline Dependability Loyalty an d Commitment Self-confidence Appearance and Bearing. CHAPTER-4DATA ANALYSIS & INFERENCES Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 1 OptionsNo of respondentsWeightsTotal score Strongly agree9218 Agree61161 Strongly disagree7-2-14 Disagree23-1-23 GRAPH 2. 1 Inference:Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree54+154 Strongly disagree12-2-24 Disagree12-1-12 GRAPH 2. 2 Inference: Majority of the respondents are agreeing that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. My job presents scope for using my innovating skills in making my Decisions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 3 OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree13+113 Strongly disagree11-2-22 Disagree51-1-51 GRAPH 2. 3Inference: Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. Percent of target matching with goals in 2008 – 09 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% TABLE 2. 4 OpinionNo of respondentsValue in percentage 80%-100%3333% 60%-80%2929% 40%-60%3131% 20%-40%77% GRAPH 2. 4 Inference: 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%. The analysis shows that only few employees can meet their target on time.Section B: About the role of superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree TA BLE 2. 5 OptionsNo of respondentsweightsTotal score Strongly agree14+228 Agree61+161 Strongly disagree5-2-10 Disagree20-1-20 GRAPH 2. 5 Inference: Majority of the respondents agree that they do not hesitate to discuss their personal problems with their superior with a weighted score of 0. 6. 6. My superior acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. Options No of respondentsweightsTotal score Strongly agree9+218 Agree 77+177 Strongly disagree5-2-10 Disagree 9-1-9 GRAPH 2. 6 Inference :Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 7 Options No of respondentsweightsTotal score Strongly agree15+230 Agree 67+167 Strongly disagree6-2-12 Disagree 12-1-12 GRAPH 2. 7 Inference: Most of the respondents agree that the ir immediate superior frequently otivates them with a mean of 0. 73. 8. I want my appraisal to be a) Confidential b) open TABLE 2. 8 OpinionNo of respondentsValue in percentage Confidential6666% Open3434% Total100100 GRAPH 2. 8 Inference: 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate TABLE 2. 9 OptionsNo of respondentsweightsTotal score Strongly agree29+258 Agree59+159 Strongly disagree12-2-24 Disagree0-10 GRAPH 2. 9 Inference:Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 10 OptionsNo of respondentsweightsTotal score Strongly agree35+242 Agree57+162 Strongly disagree4-2-18 Disagree4-1-8 GRAPH 2. 10 Inference: Majority of the respondents feel proud and get motivated when their superior appreciates their work with weighted average of 1. 15. Section c: feedback and evaluation: 1. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely TABLE 2. 11 OpinionNo of respondentsValue in percentage Always6464% Some times3030% Rarely66% GRAPH 2. 11 Inference: 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. Employee opinion about frequency of appraisal system a) Annually b) half-yearly c) quarterly TABLE 2. 12 OpinionNo of respondentsValue in percentage Annually2828% Half-yearly5858% Quarterly1414% GRAPH 2. 12 Inference: 8% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the respondents quarterly. The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 13 OptionsNo of respondentsweightsTotal score Strongly agree21+242 Agree62+162 Strongly disagree9-2-18 Disagree8-1-8 GRAPH 2. 13 Inference: Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 8. 14. The HRD department follows up the training needs Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 14 OptionsNo of respondentsweightsTotal score Strongly agree7+214 Agree21+121 Strongly disagree18-2-36 Disagree54-1 -54 GRAPH 2. 14 Inference: Majority of the respondents are moderately agreed that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. According to my opinion the following system is useful for our organization a) Team a ppraisal b) 360 degree appraisal c) self appraisal TABLE 2. 15OpinionNo of respondentsValue in percentage Team appraisal2929% 360 degree appraisal3636% Self appraisal3535% GRAPH 2. 15 Inference: 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal , 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organization. 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 16 OptionsNo of respondentsweightsTotal score Strongly agree24+248 Agree58+158 Strongly disagree8-2-16 Disagree10-1 10 GRAPH 2. 16 Inference: Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. My opinion on present rating system a) Very good b) good c) fair d) poor TABLE 2. 17 OptionsNo of respondentsWeightsTotal score Very good13339 Good562112 Fai r18118 Poor13-1-13 GRAPH 2. 17 Inference: Most of the respondents are opined that their present rating system is good with a weight age score of 1. 56 Section D: organization effectiveness: 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 18 OptionsNo of respondentsweightsTotal score Strongly agree18+236 Agree67+167 Strongly disagree8-2-14 Disagree7-1 -7 GRAPH 2. 18 Inference: Majority of the respondents are agree that at BFL the appraisal system provides for a open discussion between the appraiser and appraise with a mean of 0. 82. 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true TABLE 2. 19 OptionsNo of respondentsweightsTotal scoreVery true15345 True532106 Partly true22122 Not true10-1-10 GRAPH 2. 19 Inference: Majority of the respondents opined that A. S at BFL given e ach appraise an idea of what is expected of him next year with a weighted average of 1. 63 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none TABLE 2. 20 OpinionNo of respondentsValue in percentage All times1818 Some times6767 None1515 GRAPH 2. 20 Inference: 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none.Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Management support to improve the job performance a) strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 21 OptionsNo of respondentsWeightsTotal score Strongly agree20+240 Agree67+167 Strongly disagree5-2-10 Disagree8-1 -8 GRAPH 2. 21 Inference: Majority of the respondents are agree that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Performance appraisal helps me to know my strengths and weakness after the Appraisal ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 22 OptionsNo of respondentsweightsTotal score Strongly agree17+234 Agree61+161 Strongly disagree11-2-22 Disagree11-1 -11 GRAPH 2. 22 Inference: Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 23 OptionsNo of respondentsweightsTotal score Strongly agree14+228Agree66+166 Strongly disagree9-2-18 Disagree11-1-11 GRAPH 2. 23 Inference: Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 24 OptionsNo of respondentsweightsTot al score Strongly agree10+220 Agree66+166 Strongly disagree13-2-26 Disagree11-1-11 GRAPH 2. 24 Inference: Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. CHAPTER-6Findings, Suggestions & Conclusion Findings 1 Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. Majority of the respondents are agree that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%.The analysis shows that only few employees can meet their target on time. 5. Majority of the respondents agree that they do not hesitate to discuss their personal problems w ith their superior with a weighted score of 0. 6. 6. Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. Most of the respondents agree that their immediate superior frequently motivates them with a mean of 0. 73. 8. 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. . Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. Majority of the respondents feels proud and get motivated when their superior appreciates their work with weighted average of 1. 15. 11. 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. 58% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the res pondents quarterly.The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 78. 14. Majority of the respondents are moderately agree that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal, 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organisation. 6. Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. Most of the respondents are opined that their present rating system is good with a weight avg score of 1. 56 18. Majority of the respondents is agree that at BFL the appraisal system provides for an open discus sion between the appraiser and appraise with a mean of 0. 82. 19. Majority of the respondents opined that A. S at BFL given each appraise an idea of what is expected of him next year with a weighted average of 1. 3. 20. 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none. Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Majority of the respondents are agreeing that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23.Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. SUGGESTIONS 1. Implementation of innovative ideas in decision making may be encouraged by the management. 2. The management may design the performance linked promotions. 3. The involvement of HRD department may be considered by management in assessing the training needs of employees based performance appraisal system. 4.The superiors should be more approachable when the employees come to them with improvement technique. On the whole the Performance Appraisal system at Bajaj Finserv Limited is Satisfactory. There are few areas which need due attention. The rating must be based purely on the performance. CONCLUSION: The conclusions that emerged from the study of Performance Appraisal System at Bajaj Finserv Limited are that the sampled associates prefer that some change should be brought down in the existing system. The associates feel that the best source of motivation is encouragement by superiors.A 360-degree appraisal system has been recommended by some of the associate s. Training needs to be identified based on the ratings and effective training programs must be conducted where in the associates can fulfill self development needs as well as organizational needs. LIMITATION OF THE STUDY: ?Options expressed by the employee in the questionnaire may not be very genuine. ?What the associates actually feel may not be truly expressed and hence there is the conclusion drawn from them need not apply to the whole organization. Could reach to a limited number of documents of different insurance companies in regard to the management and other policies and resultant figures so as to identify the exact cause of their lag in performance. ?Non-Proficiency in technical aspects of insurance companies might have hindered the best analysis of the findings. . Bibliography WEBSITES: www. bajajfinserv. com www. answers. com www. performanceappraisal. com www. google. com www. yahoo. com NEWSPAPERS AND MAGAZINE: The Hindu Personnel management Business today ICFAI magazi nes BOOKS: Personnel Management – Edwin FlippoHuman Resources and Personnel Management-k. Ashwathappa Essential of Human Resource Management-P. SubbaRao Personnel Management-C. Memoria Performance Management and Coaching-Prem Chadda Appendices Questionnaire Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree 3. My job presents scope for using my innovating skills in making my Decisions ) Strongly agree b) agree c) strongly disagree d) disagree 4. Percent of target matching with goals in 2007 – 08 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% Section-II: About the role of Superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree 6. My superi or acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree 8.I want my appraisal to be a) Confidential b) open 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely Section-III: Regarding Feedback and Evaluation 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely 12. Employee opinion about frequency of appraisal system ) Annually b) half-yearly c) quarterly 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree 14. The HRD department follows up the training n eeds Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree 15. According to my opinion the following system is useful for our organization a) Team appraisal b) 360 degree appraisal c) self appraisal 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree 17.My opinion on present rating system a) Very good b) good c) fair d) poor Section –IV organization effectiveness 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise a) Strongly agree b) agree c) strongly disagree d) disagree 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none 1. Management support to improve the job performance a) Strongly agree b) agree c) strongly disagree d) disagree .22. Performance appraisal helps me to know my strengths and weakness after the Appraisal a) Strongly agree b) agree c) strongly disagree d) disagree 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree

Sunday, January 5, 2020

Essay on History of Special Education in Public Schools

History of the Treatment of Special Education in Public Schools The Educate America Act was passed in 1994 and was a step toward equality of education between children with and without disabilities. According to Olson and Platt (2000), the Educate America Act â€Å"represents a national framework for education reform to improve our system, policies, standards, and most importantly, outcomes for all students.† This legislation outlined goals that were very broad and simplistic, but also inspiring to many people. This act did not specifically address the issue of the education of children with special needs, but addressed goals of the education system and all students. Because students with special needs need just what their label states, a†¦show more content†¦An IEP is the outcome of a meeting of the student’s parents and educators and of the abilities the student has. The student’s abilities are evaluated based on how well he does on the assessments given (Olson Platt, 2000). John Woodward and Larry Cuban (2001) say that when assessing a special needs student, we need to also assess their eligibility to use assistive technology. If the child will benefit from the technology, then schools need to provide that technology to the student so that he can do his best. Who would benefit from using assistive technology? What types of special needs do these individuals have? How have we used assistive technology in the past and how will we use it in the future? What are the different views on incorporating assistive technology into the classroom? Right now, you are probably wondering all these things. In the following sections of this paper, I will attempt to address these questions as thoroughly as possible. Different technologies are designed for different needs. Almost any individual with a disability could be assisted by a technology. There are technologies for those who are blind, hard of hearing, or confined to a wheelchair. There are also technologies that help those individuals who have developmental disabilities such as Down’s syndrome and autism and many others. Some students who need assistive technologies having academic problems; they have learning disabilities, a short attention span which leads to aShow MoreRelatedThehistory of Special Education1566 Words   |  7 PagesThe History of Special Education and the Laws Associated with the Individuals with Disabilities Education Act (IDEA) Latrena Y. Haynes Grand Canyon University: SPE - 526 March 05, 2014 Abstract Special education is a type of education for students with special needs. The term is usually abbreviated as SPED which can also mean Saving People Every Day. This includes people who are different from normal people whether they are a baby, toddler, young adult, or an adult. This includes peopleRead MoreSpecial Educations History1426 Words   |  6 Pageschildren have the right to an education, regardless of disability. However, children with disabilities have not always had that right provided to them. Research and knowledge-based evidence throughout the last century has greatly changed educators’ opinions and positions on special education. A key point that will be discussed in this essay is the enactment of the Individuals with Disabilities Act (IDEA), as well as current and future challenges of special education. The initial creation and developmentRead More History of Special Education Essay1552 Words   |  7 PagesHistory of Special Education Introduction Special education has faced many changes during the last century. During this time there have been many opinions on the way students with differences should be taught and treated. This paper will discuss the history of special education during the twentieth century. We will also discuss the laws associated with Individuals with Disabilities Education Act (IDEA). Finally we will discuss the current and future challenges that the laws have on special educationRead MoreThe Importance Of A Special Needs Student849 Words   |  4 Pagesoccurrence when dealing with children who have special needs. This teacher was trained to understand the method used when working with a child who will unintentionally cause harm to themselves or others. A parent needs to understand that unconventional methods must be used with children who learn unconventionally. This research will show readers that each student needs their own educational methods, which work around any special needs they may have. Schoo ls have developed parent training that will helpRead MoreThe Victims Of Children With Disabilities1331 Words   |  6 Pagesdisability was still viewed as a personal tragedy. Many children were denied access to education and opportunities to learn. In 1967, 200,000 persons with disabilities resided in state institutions. Many of these restrictive settings provided only minimal food, clothing, and shelter. These institutions did not have the individuals with a disability assessed, educated, or rehabilitated. In 1970, U.S. public schools educated only one in five children with disabilities. Many states had laws excludingRead MoreSpecial Education: a Look at the History1279 Words   |  6 PagesSpecial Education: A Look at the History Tracy Len Baier November 23, 2011 Abstract The purpose of this paper is to address the historical landmarks and legislation that have formed and created our current special education system. We will take a journey from the start of public education and its exclusion of special needs students to the current push for inclusion of all students learning within a general education classroom. The author will also share some of the pros and cons ofRead MoreThen and Now: the Changing Paradigms of Special Education Assessments1637 Words   |  7 PagesRunning head: SPECIAL EDUCATION ASSESSMENT Then and Now: The Changing Paradigms of Special Education Assessments Michelle Walker Grand Canyon University: September 12, 2012 Then and Now: The Changing Paradigms of Special Education Assessments All school aged children who are currently enrolled among the many school districts and systems ranging from, ages 3 to 21, have been provided with an enormous opportunity to have rights, which ensure these children to receive a FreeRead MoreThe Foundations Of Counseling And Guidance Essay1340 Words   |  6 Pagesconfessional in the Middle Ages. However, The history of school counseling, as we know it, formally started at the turn of the twentieth century (Krumboltz Kolplin, n.d.). Counselors only began playing a role in special education in the late 1970’s to early 1980’s. This was a time of strict evaluation of education and counseling programs in particular. In order for schools to provide adequate educational opportunities for individuals with disabilities, school counselors were trained to adapt the educationalRead MoreSpecial Education Essay1700 Words   |  7 Pagesâ€Æ' Special Education In ancient Greece and Rome there are isolated examples of caring for and treating disabled individuals, although those instances are thought to be family members taking care of their own family. Typically early societies shunned people who were considered different. During the Middle Ages the church provided care for physically or mentally impaired people. The development of techniques associated with special education of today did not emerge until the Renaissance eraRead MoreHistory of Special Education1367 Words   |  6 PagesAbstract This paper will discuss the history of special education including a timeline of the significant events that happens in the history of special education. It would further discuss the laws associated with Individuals with Disabilities Education Act (IDEA). Furthermore, this paper will address the current and future challenges the laws have on special education. All children are created differently with different talents and abilities. Some are tall, others are short. Some are big, others

Saturday, December 28, 2019

The Contributions Of Immigrants From The American Economy

The Contributions of Immigrants to the American Economy The United states is made up of immigrant from different religious, social, cultural and economic background around the world.In the big cities like New york and Los Angeles, there is a higher percentage of immigrant who are all making a massive impact on the American economy. Today, the issue of Immigration has become a major topic of discussion in America. The immigrants populace contribute a greater share of the total American population. As the year goes by, the percentage of Immigrants keeps on increasing by a higher margin of growth. . â€Å"The United state immigrant population was 38,517,234, or 12.5 percent of the total U.S. population. The number of foreign born living in the United States increased by 1.5 percent (about 556,000 people) between 2008 and 2009† ( The Census Bureau s 2009 American Community Survey,). This shows how the growth margin of immigrants in America keeps on increasing each and everyday. However, can we then ask ourselves about what contribution immigrants make on the American economy? The existence of immigrants in the United states has led to a massive development of our culture, economy, technology and our education. The first to talk about is Culture: In the issue of culture, immigrants play a significant role of bringing diversities to the American culture. Though immigrants may not have all the creative skills and the artistic skill for developing the American culture, their impact onShow MoreRelatedA Nation Of Immigrants By John F. Kennedy1262 Words   |  6 Pagesdebate, The American journey in terms of jobs and economic progress has been positively affected by the contribution of legal immigrants. Immigrants have strengthened the United states by boosting the revenue of American businesses and raising the job opportunities for American workers. The contribution of immigrants strengthening the U.S economy has led the nation to favor immigration, that is if the process of citizenship is done correctly and legally. In the book â€Å"A Nation of Immigrants† by JohnRead MoreThe Influx of the Illegal Immigrants to the Unite States909 Words   |  4 PagesThe influx of the illegal immigra nts over the past decade has become more noticeable issue in the United States. Some consider the illegal immigrants are the real social and financial burden for the U.S. and demand strict resolute policies to be implemented for them. Others state that in case of deportation of the undocumented immigrants, such as farm workers or specialists in construction and hospitality spheres, there will appear a huge labor shortage with the following economic fall-out. The followingRead MoreHow Skilled Immigrant Entrepreneurs Are Beneficial?1510 Words   |  7 Pagesseems that skilled immigrants is one group that has been overlooked. In large part, this particular group is becoming more prominent due to the fact that many are becoming entrepreneurs, especially in the Silicon Valley. Thus, I am interested in finding out how skilled immigrant entrepreneurs are beneficial in numerous aspects such as economic growth, innovation, public policy and societal changes. Moreover, I want to explore wha t challenges and opportunities these immigrants face and how theirRead MoreIllegal Immigrants And The United States1418 Words   |  6 PagesAn illegal immigrant, who works for their keep in an unknown country, contributes to taxes, stays out of trouble, and just wants a better life in a foreign country, on unknown land should be recognized for their contribution to that particular society. An illegal immigrant is a person who migrates to a different country in a way that is in violation of the immigrant laws of that country. Immigration has been a divided topic for many years in America- illegal immigrants are sometimes seen as a burdenRead MoreImmigration And The United States1177 Words   |  5 PagesThen, immigrants must fill out the official naturalization application called the N400 form. Within this form, there are several questions asking about the immigrant’s life, family, employment, and criminal background. After completion, immigrants must send in the N400 form with a passport and application fee. Next, the immigrant has to have his or her fingerprints taken and participate in an interview. If the application is approved, the immigrant will then take the Oath of Allegiance to the UnitedRead MoreEssay Granting Illegal Immigrants Citizenship 1247 Words   |  5 PagesAn illegal immigrant, who works for their keep in an unknown country, contributes to taxes, stays out of trouble, and just wants a better life in a foreign country, on unknown land should be recognized for their contribution to that particular society. An illegal immigrant is a person who migrates to a different country in a way that is in violation of the immigrant laws of that country. Immigration has been a divided topic for many years in America- illegal immigrants are sometimes seen as a burdenRead MoreImmigration Reform And The Immigration Boom Essay1307 Words   |  6 Pages Since you went to sleep, we had what you could call an immigration boom. Now in your old town we have people from many parts of the world. What you see here is the result of immigration reforms, which helps boost the economy, cre ate diversity, and cause cultural enrichment.† RIP if I may call you RIP let me tell you about what immigration is, better yet, let me tell you about immigrants. At the time you were living in your farm, and your prolonged nap several things had happened. For instance, thereRead MoreThe Economic Impact Of Illegal Immigration1603 Words   |  7 Pageslegally admitted immigrants, however today illegal immigration is a controversial topic. Despite the illegal status, millions of men and women work and contribute to local, state and national economies. An accepted idea is that most of the illegal immigrants cross the Mexico-US border, therefore most of the illegal immigrants should be Mexicans or from South America. Is this true? Are there official numbers confirming this impression? Another relevant question is if the illegal immigrants leave theirRead More Immigration into the US Essay977 Words   |  4 Pagesthe United States are either immigrants or their descendants, concerns with immigrants and immigration policies have confronted the nation throughout history. This is due mostly because the nation promotes freedom and democracy. There are also unlimited economic opportunities to improve the material circumstances of peoples’ lives. While foreigners are coming into this country, the political view and public surroundings are changing drastically looking harmful for American culture and society. DavidRead MoreMy Company Is One Of The Largest Agricultural Producers1250 Words   |  5 Pagessatisfy the economical and expeditious harvest of the seasonal crops. This labor force combined equals almost 25 thousand men and women. The large majority of the work force hired are documented immigrants and are eligible for work in the United States. There is a smaller portion that are undocumented immigrants. They have falsified their eligibility to hide their illegal status and to obtain work. In all the force my company employs 3900 to 4150 workers for a period of 9 weeks of the harvest season

Friday, December 20, 2019

Projectionism In The Color Purple By Alice Walker

Projectionist theories often appear to disprove religion; despite this many devout believers cling to faith while knowing about them. Marx, Feuerbach, and Freud contribute three significant ideas to projectionism. Marx claims that people cling to religion because it is a painkiller and helps them forget the suffering they endure from those who control them. Feuerbach suggests that what a person knows affects and contributes to their view of religion; their upbringing determines how their god appears. Finally, Freud believes that a personal need motivates a view of god and a mass need creates a religion (i.e. the need for a higher purpose). In The Color Purple, Alice Walker analyzes both of these theories using her protagonist Celie and her†¦show more content†¦She has never known anyone else who could appear as God, therefore, her mind tells her that her father is God. This clears up some confusion for the reader; Celie respects her father not only due to physical fear but b ecause she believes he is god. Later in the book, Celie encounters more men in her life this changes how she refers to her father. She no longer calls him god, but Pa. The more she experiences, the more her perspective shifts. Later, Celie begins to lose faith in God, but she continues to stand up for Christianity. Shug and she discuss her life and how religion affects it. This loss of faith could be caused by her no longer needed a ‘pain-killer’ in her life, without that need there would desire for a god. Marx argues, â€Å"It [religion] is the opium of the people† (1). Celie says that she no longer trusts God because he acts like every other man she knows; she believes God is a man because that was the universal religion. When discussing who God is, they bring up important arguments for why they would believe God looks the way they believe God does: God wrote the bible, white folks had nothing to do with it. How come he look just like them, then? She say. Only bigger? And a heap more hair. How come the bible just like everything else they make, all about them doing one thing and another, and all the colored folks doing is gitting cursed (Walker 96)? Celie tries to call Shug