High Staff Turnover in Hotel Industry

High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves an organisation and are replaced by new employees. Too high a labour turnover rate may mean that there is something unsatisfactory about working for the organisation and that action therefore would need to be taken (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep High Staff Turnover in Hotel Industry High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves an organisation and are replaced by new employees. Too high a labour turnover rate may mean that there is something unsatisfactory about working for the organisation and that action therefore would need to be taken (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep

Digression in Nikolai Gogols Dead Souls Essay -- Nikolai Gogol Dead S

Nikolai Gogol's masterpiece novel, Dead Souls, remains faithful to the Gogolian tradition in terms of absurdity, lavish detail, and abundant digressions. Although these three literary techniques coexist, interact, and augment each other-the focus of this analysis is to examine how Gogol (or the narrator) deviates from the plotline, the significance of it, and what aesthetic purpose comes from the digression. Although Gogol's marriage to elaboration is at times strenuous-in fact, it is the underlying reason why impatient readers dislike his work-it serves as a function of tone. The author's excruciating amount of detail is a quirk of the narrator. "They turn up when least expected, and by means of their complete departure from the them, they produce a skillful retardation in the flow of the narrative (Setchkarev, 190)." Considering other characters and situations from the Gogolian tradition, it is not unusual that the author/narrator's voice is somewhat like that of a madman. The syntax and attention to detail in the following passage from Dead Souls is exemplary of Gogol's eccentric style and tone: "As soon as the lady agreeable in all respects learnt of the arrival of the agreeable lady, she at once came running into the hall. The ladies clutched each other by the hands, exchanged kisses and cried out as do girls from a boarding-school who happen to meet soon after their schooldays are over but before their mothers have had time to explain to them that the father of one is poorer and of lower rank than that of the other. The kisses had a smack to them and made the dogs bark again, and for this they were spanked with a handkerchief (192)." Arguably, the inclusion of the sound of kisses and the barking of the dog... ...ry Russian Literature. Having such signature literary techniques also makes him either easily loved or hated by audiences. Regardless of whether the reader enjoys Dead Souls, Gogol's digressions create an intended tone, aestheticism, humor, intimate narration, social criticism, and entertainment. Works Cited and Consulted: Gogol, Nikolai. Dead Souls. 1842. Trans. George Reavey. Ed. George Gibian. New York: W.W. Norton & Company, Inc., 1985. Jones, Malcolm V. and Robin Feuer Miller, ed. The Cambridge Companion to the Classic Russian Novel. Cambridge: Cambridge UP, 1998. Popkin, Cathy. The Pragmatics of Insignificance. Stanford: Stanford UP, 1993. Setchkarev, Vsevolod. Gogol: His Life and Works. Trans. Robert Kramer. New York: New York UP, 1965. Woodward, James B. The Symbolic Art of Gogol. Columbus: Slavica Publishers, Inc., 1981

The Significance of Privilege

Privilege and its significance Privilege is a particular advantage or a particular right which is available for a specific group and or a peculiar individual while opposite to this ; the disadvantage means the group who can non bask those benefits or advantages which the particular group is taking as privilege. In other words, we can state that privilege is a kind of favoritism where one is basking some benefit while the other is non eligible to take that benefit ( Kimberly ; 73 ) . Bing a male, I think that we should non wait for such jurisprudence or we must non propose authorities to go through the policies against favoring but the whole community must work on it to extinguish the construct of favoring. We must hold voice for equality in the society. In article, â€Å"Michael M. vs. Superior Court of Sonoma County† , there was contention non around the instance but around the issue. I feel a review against the suspect that why he charged Michael with statutory colza although it seems a physical colza as it was portraying that Michael forced Sharon until she submitted for the sex. I felt that Michael must non be charged with physical colza because Sharon was besides responsible for the whole bad luck. They drank together ; they left group together, their arousal and their intimacy, it all made the state of affairs of bad luck. By reading this I feel two sorts of privileges were given two Sharon, the first is her gender and the second was age. They both were guilty, but as Michael was of 18 and Sharon was 17, so Sharon was privileged because of her age and Michael was punished merely. Sharon must be punished as she encouraged Michael for this onslaught. This instance is a clear illustration that the privilege is a sort of favoritism. While populating in a same community and society, we do non hold right to know apart our determinations on the footing of age or gender. Both Sharon and Michael must penalize every bit because they were every bit responsible for their Acts of the Apostless. It was right determination to bear down him against the statutory colza but the same determination must be taken for the Sharon as she motivated Michael for the sex. In the instance between Mcleskey V. Kemp, the issue was raised that on the footing of the races, black adult male are punished more often as compared to the white one ( Mcleskey ; 1 ) . We have a clear white privileged over the black disadvantaged in the society of USA. This instance can besides back up my sentiment that privilege is favoritism. While populating in a same society, why two people or group of people is been handling otherwise. White privilege is a set of benefits that white can avail in the same economic, political and societal fortunes but the inkinesss can non avail. This set of benefit includes greater societal position, cultural avowals, and freedom to purchase, drama, move, speak and work freely. White privilege is a sort of racism. I do non state that white people deliberately or accidentally do this favoritism or ache the black one, but they are unfamiliar with their white-color privilege. It is wholly at opportunity that single will be treated as a alone human being but taking into histories the race of a victim or suspect while make up one's minding that if punishment of decease should be imposed. Further, Mcleskey is right that in malice of sing race or colour, it is better to see that what quality does those single posses ( Mcleskey ; 8 ) . Two people may belong to same race but their qualities will be different so in order to convey equality in society, it is of import to detect every individual separately non with the race. By his statements we can state that handling two people otherwise with response to his or her race is besides a privilege for one who will be treated as holding good race over the 1 who is non good in the oculus of judge. In another manner, we can state that this is a racial favoritism where 1 is acquiring benefit over the other. This is why, it is my sentiment that privilege is a sort of favoritism. By taking another illustration of instance held between Rostker v. Goldberg, which was on the determination of the U.S Supreme Court keeping that the pattern of necessitating merely work forces to register for the bill of exchange was constitutional. Robert challenged the bill of exchange enrollment policy of U.S.A. and suit against the manager of Selective service system named Bernard Rostker. After the tribunal Sessionss, it announced that it was legal to register merely work forces for the bill of exchange. Then Robert L. Goldberg challenged in the tribunal that the gender differentiation is unconstitutional for this jurisprudence as it is â€Å"only men† . After 6 to 3 determinations, U.S Supreme tribunal announced that neither this is gender favoritism nor this Act violated the equal protection of Torahs. At the terminal tribunal decided that this Act would remain passed as it is. Although the tribunal does non alter its determination but it is a clear gender based determination where merely work forces will be merely at that place to register for the bill of exchange. In article â€Å"Overcoming Racism in Environmental Decision† , Bullard said that there is a large societal job that is economic and racial minorities are forced to digest the economic loads. Bullard claimed that this environmental unfairness violates societal, geographic, and procedural equity.He besides proposed five basicss of environmental justness to authorities that how to rectify the job. Bullard said that in order to extinguish the ailments of sexism and racism from the society, it is of import to take favoritism from top to down. It can be done by sing the jobs and demands of disadvantaged where necessary and with remarking and reconstituting the universe where would see that how to give benefit to the disadvantaged. Through his survey, it seems clearly that he has believed in it that there is favoritism among different races. I am besides in the same sentiment that society trades different races otherwise which is doing a major rise in the societal ailments. In order to take the societal ailments from the society, it is of import to extinguish favoritism. Bullard survey is really important because of his environmental justness model. There should be â€Å"no forfeit zones† but environmental justness for all. In my sentiment, privilege is merely critical for jurisprudence. The privilege is critical if sound lawful exhortation is to be given in every field. It has a profound centrality in practically every circumstance where lawful counsel is looked for whether it is refering corporate and concern minutess, to household connexions, or to civil prosecution condemnable accusals. Family insider facts, organisation privileged penetrations, peculiar defects and injudiciousnesss all must now and once more be uncovered to the lawyer by the client. Without this benefit clients could ne'er be existent and equip all the important informations that must be given to legal counsellors on the off opportunity that they are to lawfully cheer their clients. It is a constituent that is both indispensable and to a great grade paramount to the working of the legitimate model. It is a consequence of the basic essentiality of the benefit that the burden lawfully rests upon those looking to put aside the benefit to legalize doing such a notable pace. Customer lawful privilege ( CLP ) , often alluded to as â€Å" legitimate proficient benefit † , is a typical jurisprudence right that exists to procure the organisation of equity and the right of people and different elements/associations to get secret counsel about their legitimate fortunes. It secures legitimate advocate given by an lawyer to his or her client ( exhortation benefit ) and interchanges associating to genuine or mulled over suit or tribunal minutess ( prosecution benefit ) . The best possible organisation of equity obliges that clients can talk uninhibitedly and evidently with their lawyer, without trepidation of unveiling any informations pertinent to the lawful counsel they are looking for. It is good comprehended that, without the benefit, legitimate incidents may be postponed or even lost as legal advisers will be unable to suitably talk to their client, or convey pertinent affairs to the consideration of the tribunal. Guaranting pragmatism and genuineness in such correspondences is critical, on the evidences that we live in a complex public sentiment and our Torahs and lawful model are on juncture exceptionally muddled. It is in the public oculus ‘s investing that persons ( numbering organisations ) look for legitimate exhortations about their issues and in looking for counsel don’t hesitate to unveil all important certainties. The multilateral quality of these Torahs is coupled with spread outing dependance on ego ordinance by the group, for case the self rating agreement of appraisal.

Biological Anthropology - 740 Words

Biological Anthropology is the study of human biology within the framework of evolution. There are four subfields of Biological Anthropology; genetics, human variation, paleoanthropology, and primatology. Primatology is the study of non-human primates and I find it the most interesting of the four subfields. The study of Primatology focuses on the biological and psychological aspects of non-human primates. Also it looks at the similarities shared between humans and primates. Primatologists focus on studying and conducting research on primates in three main ways; field study, laboratory study, and through captivity. In captivity, they try to replicate natural primate habitat in a controlled captive setting. This is one of the most†¦show more content†¦Some Intentional responses include direct eye contact, specific sounds and calls, and mounting. Reproductive strategies are different for both males and females. Male strategies focus on mating as often as possible while female strategies focus on maximizing resources for herself and her offspring. Primates are K-selected reproductive animals just like us. K-selected animals tend to have few offspring at a time but invest a lot into parental care. The mother-infant bond is a strong thing in K-selected animals. Lastly cultural and cognitive behavior in primates are behaviors that require planning and the idea of an end result. These are typically learned behaviors such as stone tool use. Some primates in captivity have been able to show some types of artistic expression too such as painting. A remarkable behavior that Apes have is their knowledge of their self-image. When a mirror is placed in front of them they can tell that they are looking at themselves. Primatology is very important for many reasons but I think most importantly because we can learn a lot about ourselves from studying primates and theirShow MoreRelatedHuman Origins And Methods Used For Biological Anthropology1500 Words   |  6 PagesRecent findings of the human origins and methods used in Biological anthropology. Biological anthropology or also known as Bioanthropology, is a subfield of anthropology that uses the scientific method to study the biology and behavior of Homo sapiens, non-human primates, and the ancestors of Homo sapiens. Bioanthropology itself is further divided into several branches. All branches are united in their common application of evolutionary theory to understanding human origin, morphology and behaviorRead MoreAnthropology and Its Branches1728 Words   |  7 PagesAnthropology is the study of human beings, in particular the study of their physical character, evolutionary history, racial classification, historical and present-day geographic distribution, group relationships, and cultural history. Anthropology can be characterized as the naturalistic description and interpretation of the diverse peoples of the world. Modern-day anthropology consists of two major divisions: cultural anthropology, which deals with the study of human culture in all its aspects;Read More Culture and Race Essay1253 Words   |  6 Pagesbiology,† (Visweswaran, p. 72). Not only focusing on culture, but anthropology has a substantial connection as well. Anthropology is the field in which the study of cultural and biological variations among human groups is studied. The difficulty that some people have with characterizing culture is that they associate it with race, whereas that is not the case. The two are remarkably distinct. Race is something biological, a genetic trait that is innate, while culture is something that is educatedRead MoreCultural Anthropology Of Humans Living And Dead Anthropology938 Words   |  4 Pagesnot share the same ideals as them. This lack of communication is a major barrier in advancement of our world. Anthropology, in short, is the study of humans living and dead Anthropology is divided into five main categories: applied, linguistic, medical, biological, archaeological, and cultural. Each of these five divisions teaches a different aspect of human life. Cultural anthropology teaches acceptance. There are social norms that can be found in every culture, the difference from culture to cultureRead MoreGene Therapy And Human Genetic Engineering1646 Words   |  7 Pagesphysical development and evolution one has to understand biological anthropology as the focus on humans as biological organisms. Biological anthropologist conduct research, and form techniques of modern molecular biology to learn about human variation and how it relates to different environment humans lived in as well as their conditions. Genetics is the study of heredity and variation in living organisms. biological Anthropology looks at how biological traits from one generation to the next get passedRead MoreEssay about Cultural Studies 1st Exam1573 Words   |  7 PagesExamination Due September 28th by Midnight Name ___________________________________________________________ Part One: Identifications (Write the correct terminology or name in the space provided by each statement. Some terms may not be used. Anthropology Human Race Orthopraxy Arbitrariness Informants Paralanguage Christianity Language Phonology Cultural Hybridization Language Family Pidgin Culture Language Ideology Priests Diachronic Langue Primatologists Dogma Read MoreMigrant Groups Are More At Risk Of Developing Mental Disorder903 Words   |  4 Pagestreatment approach for the affected individuals, which integrates the non-Western belief system when using Western psychiatric approaches (Bhugra Becker, 2005). Medical Anthropology plays a significant role to deal with mental illness among migrants because it draws upon social, cultural, linguistic and biological anthropology to understand the factors that influence the health. Cultural competency as we already studied is just a fashionable term for clinicians today and cultural factors are ignoredRead MoreThe Calcagno And Goodman Articles798 Words   |  4 Pagesconclusions. The goal is to bring together biology and anthropology, and encourage cross-disciplinary research and holism within all of anthropologies sub-fields. They both recognize the importance and significance of holism, that has been lacking in the past of anthropology and how this should be improved upon in the future for the benefit of all of human health research. The pair differs in terms of the specifics of how to integrate biology and anthropology. Calcagno focuses on the holistic evidence beingRead More Development of Anthropology as a Discipline in the United States1580 Words   |  7 PagesDevelopment of Anthropology as a Discipline in the United States I. Early History of Anthropology in the United States 1870-1900 â€Å"The roots of anthropology lie in the eye-witness accounts of travelers who have journeyed to lands on the margins of state-based societies and described their cultures and in the efforts of individuals who have analyzed the information collected. In the late 1960’s and early 1970’s, a number of anthropologists recognized that the practice of anthropology was intimatelyRead MoreAnthropology Of Human Culture And Society1745 Words   |  7 PagesAnthropology, as the study of human culture and society, began with the earliest speculation of the humankind. It developed and prospered along with people’s understanding of the world, as the earliest scholars relied on their intelligence and cognition to explain social phenomena. Through the use of rigorous scientific methods and inductive reasoning, they began to propose theories that might explain their findings conceptually and collectively. Among such was the evolutionist theory implicated