HR Practices to Enhance Employee Commitment

HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i HR Practices to Enhance Employee Commitment HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i

Non-Violent Protest: Dr. Martin Luther King

Non-violent protest: Dr. Martin Luther King This morning, I woke up to turn on the 7 o clock news and listened to the reporter inform America on violence around the world. There were stories ranging from a shootout in Homewood to wars amongst territories. If violence continues to breakdown communities, there will come a time where there will be no communities left to destroy. My grandmother was telling me how today is not the same day as yesterday; when brothers and sisters helped each other progress through struggles. During the1900s, society was unjust because of color.Whites wanted to rule the nation, but this was not in the interest of black people. Blacks wanted an end to segregation, injustices, and white supremacy. There were many different leaders that used different methods to strive for the achievement of this goal and many failed. Dr. Martin Luther King made a great contribution to the conclusion of oppression for blacks. What did Martin Luther King do differently to help blacks and whites walk together after centuries of oppression? During the 1900s, blacks were faced with major obstacles that still affect people today.Blacks were not given opportunities to receive great education (Washington, M. (2006)). During that time, in Mississippi, three dollars was spent on an African American’s education and sixty dollars was spent on a white person’s education. Blacks were not allowed to vote and were not perceived as true citizens of the United States (Washington, M. (2006)). Whites sought to terrorize black people by preventing them from living life freely (Washington, M. (2006)). The world was separated and blacks were left with the trashy side of it (Washington, M. (2006)).African Americans wanted change, but they did not know how to make a huge societal change. During the time of oppression against black people, there were people, organizations, movements, and protest that aimed for black power and separation. The Black Panther Party was formed in 1966 and aimed to overthrow their white oppressors (Mintz, S. (2007)). Bookter T. Washington thought it would be a good idea to accommodate whites, integrate races economically and be separate socially. Marcus Garvey advocated a â€Å"back to Africa movement† because he saw a future with no love between blacks and whites.Black Muslims advocated racial separation and it was cultivated in their religion (Mintz, S. (2007)). Muhammad said â€Å"Your entire race will be destroyed and removed from this earth by Almighty God. And those black men who are still trying to integrate will inevitably be destroyed along with the whites (Mintz, S. (2007))† He showed much anger to white people and wanted total separation with black supremacy (Mintz, S. (2007)). Malcolm X was a leader that advocated violence if it was necessary to break down the walls of racial oppression. By any means necessary† is a famous quote stated by Malcolm X that shows his view on obtaining bl ack power (Mintz, S. (2007)). These leaders are known to be great but oppression continued to build; there was still no peace. Whites continued to oppress blacks and looked for ways to make their lives miserable. Dr. King believed society would be demolished if everything continued. He decided to take a different approach. â€Å"Darkness cannot drive out darkness: only light can do that. Hate cannot drive out hate: only love can do that† is an infamous quote stated by Dr.Martin Luther King Jr (King, M. (1998)). Dr. King lived his whole life during a time where blacks were severely mistreated and faced enormous injustices. He felt if blacks continued to fight back with violence, then there would be a world with no peace until it is destroyed. Dr. King had a dream that blacks would not be judged by the content of their skin but by the content of their character. (Dyson, M. E. (2008)) He dreamed of a world with equal opportunities and civil rights (Dyson, M. E. (2008)). He wante d this dream to become sight and many people influenced his approach.He advocated six principles to help society reach his vision. I would like to use this section of the paper to establish who and what inspired the practices and ideas of Dr. King. While pursuing a degree at the Crozer Theological Seminary, King listened to a lecture presented by Mahatma Gandhi (King, M. (1998)). Being inspired by his words, King read different books written by Ghandi (King, M. (1998)). He learned that Ghandi used non-violence against British rule in India (King, M. (1998)). King believed this was a method that could possibly settle the injustices for blacks in America.For more influence, King studied the theories of Henry David Thoreau with the intent to make a societal change (Dyson, M. E. (2008)). King was familiar with the leaders who used non-violence such as Frederick Douglass, Philip Randolph and Bayard Rustin, but King wanted everyone to get involved (Mintz, S. (2007)). King partnered up wit h Ralph Abernathy and Bayard Rustin and formed the Southern Christian Leadership Conference (Jerome, B. (2011)). King aimed for the SCLC to be attractive to the black church so that everyone would play a role (Jerome, B. (2011)). The 6 principles that King advocated 1 Do not humiliate or defeat (King Jr, M. (1957)). During this time of injustice, there was much hatred between black and white people. Blacks were always being defeated by whites, and they were tired of white supremacy. As a result, blacks aimed to defeat their oppressors to live life freely. Dr. King, the enlightened thinker, opposed the view. Dr. King said â€Å"the nonviolent resister should not seek to humiliate or defeat the opponent but to win his friendship and understanding (King Jr, M. (1957)). † Dr. King practiced what he preached. After Rosa Parks rejected to give up her seat to a white man on the bus, she was arrested.Many community leaders and Dr. King developed a bus boycott (King Jr, M. (1957)). Th is allowed King to implement what he learned from Ghandi. Dr. King was arrested and his house was fire bombed. After his house was bombed, he called out for his family (King Jr, M. (1957)). Instead of fighting back with violence he said â€Å"Now let's not become panicky, if you have weapons, take them home; if you do not have them, please do not seek to get them. We cannot solve this problem through retaliatory violence. We must meet violence with nonviolence. We must love our white brothers, no matter what they do to us.We must meet hate with love (Jerome, B. (2011)). † However, that did not stop him. For about 13 months, 17,000 black people in Montgomery refused to ride the bus (Jerome, B. (2011)). As a result, the company was losing too much money. On November 13th, 1956, the Montgomery Bus Boycott was known as a success, because the buses were desegregated. #2. Non-violent resistance is not for cowards (King Jr, M. (1957)). Some may raise opposition and believe that they have too much pride to be disrespected. Many thought it was a cowardly act, however, King believed otherwise.King said non-violent resistance is passive and always seeks opportunities to convince the opponent of advantages in forming a loving relationship (Dyson, M. E. (2001)). Although one is not violent, one continues to drive on coming together. A person, who drives on togetherness despite opposition, is brave and strong because it is not easy to go against the masses (Dyson, M. E. (2001)). This was shown during the Greensboro sit-in on February 1st, 1960. Four black students from North Carolina A;T State University decided to sit at the â€Å"whites only† counter at a local restaurant (Schlosser, J. (1998)).They did not get served and decided to stay seated in the section until they were served. They continued to return day after day and brought friends with them. After a week, hundreds were waiting to be served (Schlosser, J. (1998)). The restaurant eventually served th e students and the protest influenced many non-violent protests throughout different cities (Schlosser, J. (1998)). Instead of fighting, mirroring, and hating, the students looked to eat with other white people. The white people did not like it, but they had the chance to hear the black students. #3: Non-violent resisters attack forces of evil (King Jr, M. 1957)). African Americans believed that they were always under-attack and had to defend themselves. If people are striving for a world full of peace, evil has to be non-existent. During the 1900s, blacks and whites had evil intentions, but it was acceptable for whites to behave on their intentions (Washington, M. (2006)). King wanted the evil intentions to exit the minds of everyone and out of the world. King said â€Å"We are out to defeat injustice and not white persons who may be unjust (King Jr, M. (1957)). † Instead of hurting the person who has done evil, attack the evil forces.He wanted everyone to concentrate on att acking the evil forces of injustice, instead of trying to defeat the white man. Given you have killed a white man; the evil forces will continue to live. However, if you attack the evil forces, everyone can walk together. In 1961, the Freedom Riders abided by this principle. Black and white Freedom Riders left Washington D. C. in 1961 and rode buses, trains, and planes from city to city to protest against the forces of evil that segregated interstate transportation (Lisker, D. (2001)). They reached opposition, mobs and were arrested (Lisker, D. (2001)).After much perseverance, great support was gained from around the world. #4 Non-violent resisters accept suffering without retaliation (King Jr, M. (1957)). King believed one should accept violence but never commit it. This would enable white people to hear and listen to what they had to say (King Jr, M. (1957)). It may sound crazy because in today’s world, many problems are dealt with by using retaliation; just watch the news. However, earlier generations watched blacks accept the abuse, and later shake hands with white people. In 1963, the 16th Street Baptist Church was bombed and 4 black girls were killed (Simkin, J. (2011)).Instead of the parents and the community trying to kill Chambliss, the bomber, they accepted the suffering (Simkin, J. (2011)). They non-violently protested to let their voice be heard and Chambliss was sentenced to life in prison (Simkin, J. (2011). If they had retaliated, there would have been more than four dead girls. By not retaliating, Chambliss, who had used forces of evil, left society. As a result, there was one less force to fight against. #5 In Non-violent resistance, one loves the opponent with â€Å"agape (King Jr, M. (1957)). † Agape means unconditional love, and King expected everyone to love their opponent with it.Many people struggled with this principle because people could not find anything within themselves to love someone who terrorized them for so long. King wanted everyone to love everyone despite the opposition and the oppression (Dyson, M. E. (2008)). The avocation of this belief brought many colors together. King said â€Å"Along the way of life, someone must have sense enough and morality enough to cut off the chain of hate (Dyson, M. E. (2008)). † King wanted blacks to shine light on breaking this chain of hate and to bring love into the relationships. #6 In Non-violence resistances, the universe is just (King Jr, M. (1957)).Evidently, there are many people who share difficulty in loving your opponent. King believes the world was created to be just, but everyone is free to act with their own free will. People acted with their own free will and brought forces of evil into the world. The forces continued to grow since the start of time. King wanted everyone to understand that the world will evolve into a just universe. King encouraged others to believe that God is moving us toward universal love and wholeness continual (Dyson, M. E. (2008)). He used this principle to reinforce to African Americans that justice will be served in God’s time (Dyson, M. E. 2008)). He wanted African American activists to have and keep faith that justice will be served in the future. All of the work for justice will result in love, peace and justice everywhere is a belief that King stood by. Some may say non-violence was not going to fix the injustices in society. In the Student Non-violent Coordinating Committee (SNCC), non-violence was their method to help the conditions of black people (Digital Library of Georgia. (2011, July 11)). In Los Angeles in 1965, an African- American was arrested with physical force because a white police officer thought he was intoxicated (Digital Library of Georgia. 2011, July 11)). People crowded around the scene in the neighborhood of Watts and started to violate the police officers. There was great tension between the people of Watts and the white authority for days. After, SNCC used violence as their method to help relieve blacks of oppression because non-violence was not putting an end to it. They believed that blacks needed to build power instead of trying to receive accommodations from the people with power, whites (Mintz, S. (2007)). Stokely Carmichael was head of the SNCC in May of 1966 and sought to use violence to beat oppression (Digital Library of Georgia. (2011, July 11)).The non-violence approach did not work for the SNCC; however, they did not continue to persevere through the tough time. Perseverance is defined as steady persistence in a course of action despite difficulties. Dr. King is an infamous historical icon that held this trait. People should not have expected time to change immediately after many years of oppression. When Dr. King persevered and gained strong support, changed happened, and he used the method of non-violence which brought everyone together. To conclude, Dr. King’s approach to help heal society was very different from the violent retaliation that people advocated.Dr. King overcame much to achieve his vision. He dealt with blacks not wanting to support his method, but to oppose it. He dealt with whites constantly trying to prevent him from making a change in society, but Dr. King continued to advocate and practice his principles. He was able to see that blacks had been trying to make a change by using violence for many years and it did not work. He understood that if blacks fought for black supremacy then it would just cause war and corruption. Whites feared being oppressed and became threatened when blacks retaliated; which drove for more oppression. Dr.King knew if a change was going to be made, then there would have to be love in the world. His approach was successful because he got the attention of white people, and they listened to what he had to say. When blacks retaliated, whites had no time to listen because they had to look for new ways to oppress black people more. I admire Dr. Kin g because he was able to bring blacks and whites together after the hatred between the two races for many years. Presently, we have blacks killing their brothers, sisters and communities without the development of a black society. This is an issue within the black community that needs to be fixed.What should we do? We should apply the 6 principles presented by Dr. King. We have to teach our brothers and sisters not to aim to defeat each other, but to love and lift up one another. We have to teach our brothers and sisters that life is not about being the â€Å"baddest† person on the block; it is ok to walk away out of love. We need to attack the evil forces that are causing the bad behaviors of our brothers and sisters. The people within the black communities need to be taught how to accept it when someone strikes you in the face, and to retaliate with love instead of a shot to the head.We have to show our brothers and sisters that we love them unconditionally; as a result, lo ve will drive out hate. It will be hard to teach people that the non-violent principles work, just as it was hard for Dr. King. Many people are ignorant of his contribution to society and are unaware of his method. I think the ideas, values, beliefs and history of the 1900s were not passed down from generation to generation effectively enough. When I was in elementary school, my grandmother told me â€Å"if someone hits you, do not hit them back. † She was able to see how effective non-violent protests were.My parents told me â€Å"if someone hits you, then you hit them back. † These are two different philosophies from two different generations on the same subject. If my grandmother’s generation would have effectively passed down their values and beliefs, then the world would be different. The world would not be the same because retaliation may be out of the social norm. People have to educate everyone on the impact of non-violence. After we have done all we can do, we have to call on God and let his will be done. Works Cited Carman, J. (2010). 6 facts about non-violent resistance.Retrieved from http://www. care2. com/greenliving/martin-luther-king-six-facts. html Dyson, M. E. (2008). April 4, 1968, martin luther king, jr. ‘s death and how it changed america. Basic Books. Dyson, M. E. (2001). I may not get there with you: The true martin luther king, jr. Free Press. Jerome, B. (2011). martin luther king: Biography. Retrieved from http://www. spartacus. schoolnet. co. uk/USAkingML. htm King, M. (1998). The autobiography of martin luther king, jr. New York: Warner Books. King Jr, M. (1957). Teaching american history. org. Retrieved from http://teachingamericanhistory. rg/library/index. asp? document=1131 Mintz S. (2007) America in ferment: The tumultuous 1960s â€Å"black nationalism and black power. Retrieved from http://www. digitalhistory. uh. edu/database/article_display. cfm? HHID=370 Digital Library of Georgia. (2011, July 11). Watts riots. Retrieved from http://crdl. usg. edu/events/watts_riots/? Welcome Nonviolence: The only road to freedom. (2006). Retrieved from http://teachingamericanhistory. org/library/index. asp? document=1426 Washington, M. (2006). American experience. Retrieved from http://www. pbs. rg/wgbh/amex/1900/filmmore/reference/interview/washing_obstaclesfaced. html West Virginia Department of Education. (2011, November 15). https://wvde. state. wv. us/. /02technicalwritingpowerpoint. ppt. Retrieved from http://citationmachine. net/index2. php Simkin, J. (2011). 16th street baptist church bombing. Retrieved from http://www. spartacus. schoolnet. co. uk/USAC16. htm Schlosser, J. (1998). Greensboro sit-ins launch of a civil rights movement. Retrieved from http://www. sitins. com/story. shtml Lisker, D. (2001). A brief history. Retrieved from http://www. freedomridersfoundation. org/id16. html

Plymouth Colony and Borderlands Virginia Company

British crown and that were granted full rights of galvanometers Royal Colonies a colony ruled or administered by officials appointed by and responsible to the reigning sovereign of the parent state. Ought salvation; did not follow traditional religion; sought freedom (right to worship without interference from England or from establish heed churches Plymouth Plantation lays outside the London Company's territory; no legal basis for settling there; William Bradford chosen again and again to be the â€Å"Plymouth plantation† governor; 1621 : persuaded the Council for New England to give them legal permission to live there; ended the communal labor program, distributed land among families, and made â€Å"all all hands very industrious† Mayflower Compact (importance) n agreement to establish a government, entered into by the Pilgrims in the cabin of the Mayflower on November 1 1, 1620. Massachusetts Bay Company designed to take advantage of opportunities in America; transf ormed itself into a colonial government John Winthrop governor of Mass. Bay Company; affluent, university educated gentleman with a deep piety and a forceful character.Puritan Dissent Roger Williams engaging but controversial young minister who lived in Salem, MA; Separatist; Massachusetts church should abandon all allegiance to Church of England; complete separation of church and state Anne Hutchinson intelligent woman from Boston family; women rights in society; antagonized the leaders of the colony by arguing that the members of the MA clergy who were not among the â€Å"elect† that had not undergone a conversion experience, had no right to spiritual office Restoration Colonies Peugeot War & King Phillips War (Metabolic) English settlers allied with the Meghan and Narragansett Indians (rivals of the Bequests); marched against the Possess, almost wiping them out William Penn Dominion of New England

Who Created WiFi, the Wireless Internet Connection

You may have presumed that the terms WiFi and the Internet meant the same thing. They are connected, but they are not interchangeable. What Is WiFi? WiFi (or Wi-Fi) is short for Wireless Fidelity. WiFi is a wireless networking technology that allows computers, some mobile phones, iPads, game consoles, and other devices to communicate over a wireless signal. Much the same way a radio can tune into a radio station signal over the airwaves, your device can pick up a signal that connects it to the Internet through the air. As a matter of fact, a WiFi signal is a high-frequency radio signal. And just the same way that the frequency of a radio station is regulated, the standards for WiFi are as well. All the electronic components that make up a wireless network (i.e. your device, the router, etc.) are based on one of the 802.11 standards that were set by the Institute of Electrical and Electronics Engineers and the WiFi Alliance. The WiFi alliance trademarked the name WiFi and promoted the technology. The technology is also referred to as WLAN, which is short for wireless local area network. However, WiFi has definitely become the more popular expression used by most people. How Does WiFi Work? The router is the key piece of equipment in a wireless network. Only the router is physically connected to the Internet by an ethernet cable. The router then broadcasts the high-frequency radio signal, which carries data to and from the Internet. The adapter in whichever device you are using both picks up and reads the signal from the router and also sends data back to your router and onto the Internet. These transmissions are called upstream and downstream activity. Who Invented WiFi? After understanding how there are several components that make WiFi, you can see how naming a single inventor would be difficult. First, lets take a look at the history of the 802.11 standards (radio frequency) used for broadcasting a WiFi signal. Secondly, we have to look at the electronic equipment involved in sending and receiving a WiFi signal. Not surprisingly, there are many patents connected with WiFi technology, though one important patent stands out. Vic Hayes has been called the father of Wi-Fi because he chaired the IEEE committee that created the 802.11 standards in 1997. Before the public even heard of WiFi, Hayes established the standards that would make WiFi feasible. The 802.11 standard was established in 1997. Subsequently, improvements to the network bandwidth were added to the 802.11 standards. These include 802.11a, 802.11b, 802.11g, 802.11n  and more.  Thats what the appended letters represent. As a consumer, the most important thing you should know is that the latest version is the best version in terms of performance. Therefore, this is the version you would want all your new equipment to be compatible with. Who Owns the WLAN Patent? One key patent for WiFi technology that has won patent litigation lawsuits and does deserve recognition belongs to the Commonwealth Scientific and Industrial Research Organisation (CSIRO) of Australia. CSIRO invented a chip that greatly improved the signal quality of WiFi. According to the tech news site PhysOrg, The invention came out of CSIROs pioneering work in radioastronomy, with a team of its scientists cracking the problem of radio waves bouncing off surfaces indoors, causing an echo that distorts the signal. They overcame it by building a fast chip that could transmit a signal while reducing the echo, beating many of the major communications companies around the world that were trying to solve the same issue. CSIRO credits the following inventors for creating this technology: Dr. John O’Sullivan, Dr. Terry Percival, Mr. Diet Ostry, Mr. Graham Daniels, and Mr. John Deane.  Ã‚   Sources Australian WiFi inventors win US legal battle. Phys.org, April 1, 2012. Vic Hayes. Engineering and Technology History Wiki, March 1, 2016.