Pearl Harbor Interactive Map Free Essays

How did the United States attempt to halt the Japanese before the attack? They shot the submarine and it sunk. . On which Hawaiian island is pearl Harbor located? AAU 4. We will write a custom essay sample on Pearl Harbor Interactive Map or any similar topic only for you Order Now What did Bert Davis and Warren Law think the chances were for a Japanese attack? Bert Davis thought that it wasn’t goanna happen as quick as it did. Warren Law thought that they weren’t going to do it. 5. How many Japanese planes were in the first wave of the attack? 1 83 6. Which ship fired the first shots Of the war between the U. S. And Japan? Did the first shot hit? The Us Destroyer Ward and the first shot did not hit but the second one did. 7. At what time did the Ward report that it had been engaged? 6:30 8. Why does this message move so slowly? . At 0720 an officer in training shrugs off reports of the planes that were sighted†¦ Why? For security reasons he cannot tell radio operators. 10. At 0733 a message arrives in Honolulu, what happened that led Roosevelt to believe there may be an attack? A decoded Japanese message. 1 1 . According to Japanese pilot Harbor Hosing, how did they judge how high to fly? If the spray from the torpedo hit the wings 12. When the attack started what had the Japanese hoped to see, and didn’t? Aircraft carriers 13. How did Warren Jones know that this was not a drill? 0755 He heard guns firing from his side of defense 14. What mistake on the part Of the Japanese led to the Utah being hit? They saw the wood-covered decks, and Hough she was a carrier 15. After reading about the Oklahoma, what happened which made it hard for the crew to escape? The battleship rolled over 16. Why was the Arizona hit by torpedoes and tables not? How were Carl Carbon’s and Warner Falseness experiences different? The torpedoes went under the Vestal and they were different because Carl was on the Arizona and Warner was on the Vestal. 17. Where was Mary’ Ann Ramsey? What does she remember? She was on Ford Island, and she remembers exploding of bombs, whine of lanes, fragments exploding, smoke everywhere 18. Who was Dories Miller? Why is he considered such a hero? Dories Miller saved and injured captain and then shot down 3 Joneses planes 19. On the West Virginia 3 men survived trapped until what date? What happened? December 23, and they died because the air gave out 20. Why couldn’t the B-1 7 Flying Fortresses that arrived from the mainland help? It couldn’t help because they didn’t have any gunfire 21 . Why was the explosion on the Arizona so devastating? It was so devastating because it killed 11 77 men and it all happened in 9 minutes 22. Who was America’s first prisoner of war? Ensign Kane Kamala 23. Why did the Nevada not continue with her escape? How to cite Pearl Harbor Interactive Map, Papers

Blaise Pascal Essay Research Paper Blaise PascalBlaise free essay sample

Blaise Pascal Essay, Research Paper Blaise Pascal Blaise Pascal was born at Clermont, Auvergne, France on June 19, 1628. He was the boy of? tienne Pascal, his male parent, and Antoinette B? gone, his female parent who died when Blaise was merely four old ages old. After her decease, his lone household was his male parent and his two sisters, Gilberte, and Jacqueline, both of whom played cardinal functions in Pascal # 8217 ; s life. When Blaise was seven he moved from Clermont with his male parent and sisters to Paris. It was at this clip that his father began to school his boy. Though being strong intellectually, Blaise had a hapless build. Thingss went rather good at first for Blaise refering his schooling. His male parent was amazed at the easiness his boy was able to absorb the classical instruction thrown at him and # 8220 ; tried to keep the male childs down to a sensible gait to avoid wounding his health. # 8221 ; ( P 74, Bell ) Blaise was exposed to all topics, all except mathematics, which was tabu. His male parent forbid this from him in the belief that Blaise was strive his head. Faced with this resistance, Blaise demanded to cognize? what was mathematics? # 8217 ; His male parent told him, # 8220 ; that by and large speech production, it was the manner of doing precise figures and happening the proportions among them. # 8221 ; ( P 39, Cole ) This set him traveling and during his drama times in this room he figured out ways to pull geometric figures such as perfect circles, and equilateral trigons, all of this he accomplished. Due to the fact that? tienne took such conscientious steps to conceal mathematics from Blaise, to the point where he told his friends non to advert math at all around him, Blaise did non cognize the names to these figures. So he created his ain vocab for them, naming a circle a # 8220 ; unit of ammunition # 8221 ; and lines he named # 8220 ; bars # 8221 ; . # 8220 ; After these definitions he made himself maxims, and eventually made perfect demonstrations. # 8221 ; ( P 39, Cole ) His patterned advance was far plenty that he reached the 32nd proposition of Euclid # 8217 ; s Book one. Deeply enthralled in this undertaking his male parent entered the room un-noticed merely to detect his boy, contriving mathematics. At the age of 13? tienne began taking Blaise to meetings of mathematicians and scientists which gave Blaise the chance to run into with such heads as Descartes and Hobbes. Three old ages subsequently at the age of 16 Blaise amazed his equals by subjecting a paper on conelike subdivisions. His sister was quoted as holding said # 8220 ; that it was considered so great an rational accomplishment that people have said they have seen nil as mighty since the clip of Archimedes. # 8221 ; ( I: Pascal ) This was his first existent part to mathematics, but non his last. Note: www.nd.edu/StudentLinks/akoehl/Pascal.html Pascal # 8217 ; s parts to mathematics from so on were surmasing. From a immature age he was? making science. # 8217 ; His first scientific work, an essay on sounds he prepared at a really immature age. Once at a dinner party person tapped a glass with a spoon. Pascal went about the house tapping the China with his fork so dissappeard into his room merely to emerge hours subsequently holding completed a short essay on sound. He used the same attack to all of the jobs he encountered ; working at them until he was satisfied with his apprehension of the job at manus. A few of his disocoveries stood out more so others, of them his ciphering machine, and his parts to combinative analysis hold made a signifigant part to mathematics. The mechanical reckoner was devised by Pascal in 1642 and was brought to a commercial version in 1645. It was one of the earliest in the history of calculating. ? Side by side in an oblong box were topographic points six little membranophones, unit of ammunition the upper and lower halves chich the Numberss 0 to 9 were written, in decending and go uping orders severally. Harmonizing to whichever aritchmatical procedure was presently in usage, one half of each membranophone was shut off from outside position by a skiding metal saloon: the upper row of figures was for minus, the lower for add-on. Below each membranophone was a wheel consisting of 10 ( or 20 of 12 ) movable radiuss inside a fixed rim numbered in 10 ( or more ) equal subdivisions from 0 to 9 etc, instead like a clockface. Wheels and rims were all seeable on the box palpebra, and so the Numberss to be added or subtracted were fed into the machine by agencies of the wheels: 4 for case, being recorded by utilizing a little pin to turn the stoke opposite division 4 every bit far as a gimmick positioned near to the outer border of the box. The process for basic arithmatical procedure so as follows. To add 315+172, foremost 315 was recorded on the three ( out of six ) membranophones closest to the right-hand side: 5 would look in the sighting aperture to the extremem right, 1 following to it, and 3 following to that once more. To increase by one the figure demoing in any aperture, it was necessary to turn the appropriate frum frontward 1/10th of a revolution. Tus in this amount, the membranophone on the extremem right of the machine would be given two bends, the membranophone instantly to its left would be moved on 7/10ths of a revolution, whilst the membranophone to its immediate left would be rotated frontward by 1/10th. Tht sum of 487 could so be read off in the appropriate slots. But, easy as thes operation was, a job clearly arose when the Numberss to be added together involved sums necessitating to be carried forward: say 315 + 186. At the perios at which Pascal was working, and because there had been no old effort at a calculating-machine capable of transporting column sums frontward, this presened a serious proficient challenge. ( adamson P 23 ) Pascal is besides accredited with the coming of Pascal # 8217 ; s trigon ; An agreement of Numberss which were originally discovered by the Chinese but named after Pascal due to his furthur finds into the belongingss which it possesed. ex. ( Pascals Triangle ) 1 1 1 1 2 1 1 3 3 1 . . . `Pascal investigated binomial coefficients and laid the foundations of the binomial theorem. # 8217 ; ( adamson p37 ) ? A triangular array of Numberss consists of 1s written on the perpendicular leg and on the hypotenuse of a right angled isosceled trigon ; each other component composing the trigon is the amount of the component straight above it and of the component above it and to the left. Pascal proceeded from this to show that the Numberss in the ( n+1 ) st row are the coeffieients in the binomial enlargement of ( x+y ) n. Due to the easiness and lucidity of the formation of the jobs involved, Pascal # 8217 ; s trigon, although non master was one of his finest accomplishments. It has greatly influenced mandy finds including the theoritical footing of the computing machine ) . It has besides made an indispensable part to the field of combinative analysis. It besides? through the work of John Wallis it led Isaac Newton to the find of the binomial theorem for fractional and negative indices, and it was cardinal to Leibniz # 8217 ; s find of the calculus. # 8217 ; ( adamson p37 ) As stated looking closer at the trigon Pascal was able to infer many belongingss. First of wholly, the enteries in any row of the trigon are an equal distance from each other. He found another belongings can be derived from the trigon. He discovered that any figure in the trigon is the amount of the two Numberss straight above it. This hectoliter true for both trigons, the solved and unsolved. ( 3/1 ) + ( 3/2 ) = ( 4/2 ) . Similarly, ( 5/1 ) + ( 5/2 ) = ( 6/2 ) . The generalisation of this belongings is known as Pascal # 8217 ; s theorem. Furthur surveies in hydrokineticss, hydrostatic and atmospheric force per unit area led Pascal to many dicoveries still in usage today such as the syringe and hydrolic imperativeness. Both these innovations came after old ages of him experimenting with vacuity tubings. One such experiment was to? Take a tubing which is curved at its bottom terminal, sealed at its top terminal A and open its extermity B. Another tubing, a wholly consecutive one clear at both extermities M and N, is joined into the curving terminal of the first tubing by its extermity M. Seal B, the gap of the curving terminal of the first tubing, either with your finger or in some other mode and turn the full setup upside down so that, in other words, the two tubings truly merely consist of one tubing, being interconnected. Fill this tubing with mercury and turn it the right manner up once more so that A is at the top ; so place the terminal N in a dishfull of mercury. The whole of the mercury in the upper tubing will fall down, with the consequence that it will all withdraw into the curve unless by any opportunity portion of it besides flows through the aperture M into the tubing below. But the mercury in the lover tubing will merely partly subside as portion of it will besides stay suspended at a heright of 26 # 8242 ; -27 # 8242 ; harmonizing to the topographic point and conditions conditions in which the experiment is being carried out. The ground for this difference is because the air weights down on the quicksilver in the dish beneath the lower tubing, and therefore the mercury which is inside that tubing is held suspened in balence. But it does non weigh down upon the mercury at the curving terminal of the upper tubing, for the finger or vesica sealing this prevents any entree to it, so that, as no air is pressing down at this point, the mercury in the upper tubing beads freely because there is nil to keep it up or to defy its autumn. All of these contibutions have made a permanent impact of all of world. Everything that Pascal created is still in usage today in someway or another. His primative signifier of a syringe is still used in the medical field today to administer drugs and take blood. The work he did on combinatory mathematics can be applied by anyone to? figure out the odds # 8217 ; refering a state of affairs, which is precisely how he used it ; by traveling to casinos and playing games smart. Something that anyone can make today. The work he did refering hydrolic imperativenesss are still in usage today in mills, and auto garages.

The Mythology Of Baseball Essays - Smile, Pat,

The Mythology Of Baseball A Night At The Ballpark Upon arrival at the opening game of the season for the Whitecaps, I feel very self concious, as if I do not belong here. I glance at my companions and laugh, they probably feel the same way. We walk up the steps of the stadium and I smile, momentarily caught up in the sweet charm of a group of elderly men, playing 'Take Me Out To The Ballpark' in old fashioned brass style. This will be an interesting night at the very least. We joke around as we buy our wine coolers, thinking that if we are to experience a large American myth, baseball, we should also do something very American while doing so, namely drink. We settle into our seats, the frigid metal benches searing our bottoms as we realize it is very cold tonight. There is a band on the field and our classmates begin to arrive. We joke around alittle with them and I notice that one has brought her child, a little one about age three. I watch him off and on, his child's glee at the commotion delighting me, taking me to the child within for a few moments. Then, a pre game show begins, talking about the mascots of the past, complete with cars, another American myth, for each era represented. I laugh out loud as I see the Bleacher Creature, and laugh even harder as cheesy music associated with baseball is blasted through the loudspeakers. The game begins. Everyone rises to sing the National Anthem. I stay seated, getting picked on alittle by those around me. I feel alittle out of place, but I place no value on this song. We wrap in blankets, huddling together to stay warm as the first inning progresses. It is cozy and I can't help thinking about the good life and the American Dream. It takes me most of the first and second inning to figure out the basic rules of the game. My companions are joking and laughing around me. Everyone is having a good time. Throughout the game I am distracted, turning to listen to those around me, watch them, and see thgeir reactions to the game. I come to notice after a while that everyone is interested in the game, try as they might to hide it, and I even catch myself grinning in anticipation and cheering on the home team almost against my will as the magic of baseball takes me up. The game ends with the home team winning. Fireworks blast in the night air and we all watch as if we were children again. As we leave, I smile. I am very glad I came. The basic Myths in baseball become evident after this experience. Death is represented by the winning or losing of the game. the victor is the survivor. It has meaning because there are stakes present. It is all about cheering for the home team, loyalty which is present whether or not they win. Mythology Essays

Playing World of Warcraft VS Content and Language Integrated Learning Essays

Playing World of Warcraft VS Content and Language Integrated Learning Essays Playing World of Warcraft VS Content and Language Integrated Learning Essay Playing World of Warcraft VS Content and Language Integrated Learning Essay Based on the three studies conducted by Syleven 2004/2010, Sunqvist 2009, and the joint study aimed at young learners and their extramural English habits, the underlying similarities between playing World of Warcraft (WoW) and Content and Language Integrated Learning (CLIL) are established. The studies tend to examine the potential impact on the learners oral proficiency and vocabulary, establish the relationship between what the students do in English when they are free and the learning outcomes in school, and focus on the CLIL and non-CLIL students on the effects of CLIL on their acquisition of vocabulary. The fundamental L2 learning determinants of immersion, authenticity, and motivation all are interconnected in one way or the other. Immersion is used in both computer game theory and in the L2 acquisition theorem. With regard to the computer games theorem, it encompasses the successful nature of computer games in creating experiences of escapism for the gamer. These games provide a content rich immersive environment as the gamer needs to comprehend and be able to communicate in the English language, which is the default language in WoW (Walters, 2007), in order to make significant progress in the games. CLIL involves the introduction of the French language to English L1 children who want to learn French. Authenticity is the core for both CLIL and WoW to L2 acquisition and is intended to create a language situation in the classroom, which is considered dependable by all the students (Nikula, 2007). This fundamental principle ensures that the amount of TL (Target Language) exposure is significantly increased. The students, therefore, are recipients to maximum input and they make progress in their communicative abilities. Motivation is considerably important for successful L2 language learning (Dornyei, 2001). The teachers, students, and the gamers are motivated to achieve good grades and have good results so as to boost their moral in doing so. They are motivated to understand the basic rules of practice with the significant aim of achieving better results. The students need motivation in order to acquire the TL in passing while teaching the specific subject (Dalton, 2007). The similarities between playing WoW and CLIL include: i. Active, Critical Learning Principle. This elaborates how the computer games make the gamers active and be able to critically and creatively think about how to solve different puzzles during the game. The WoW gamers become more active on the uses of authentic materials. The CLIL instructions promotes critical thinking to all the learners and strives to make them more active. The active and critical engagement heightens the level of the required authenticity and would motivate the learners and the gamers to achieve higher performance levels. ii. Psychosocial Moratorium Principle. The learners and the gamers are unlimited to their thinking capacity and can, therefore, try out different ways to solve puzzles and give better and alternative ways of solving issues. They have the sole responsibility in taking the risks and are even able to guess the next procedures or steps to take or make. The WoW players acquire the important skill of guessing, a significant L2 language learning strategy. This facilitates the process of learning to the students and the gamers (Naiman et al, 1996). iii. Identity Principle- in WoW, the players have the abilities to create their own virtual game personas and be able to play different roles as individuals or groups. In CLIL, students are able to come up with the desirable atmosphere in the classroom where every stakeholder in the classroom feels safe. This is a common identity to both CLIL and WoW. The learners and the students, therefore, have the ability to a create personalities that differ from their real-life personalities in order to have a peaceful co-existence with others. They, therefore, have the ability to hide their real identities based on the powerful juxtaposition of their real-world identities. The students thus have an alternative way of expressing their feelings and points of view on a given topic or subject of discussion. iv. Practice Principle- the gamers and the students have the ability to put into practice what they have learned in the virtual environment. They spent a significant time on the tasks to achieve the objects that may be required during the gaming process. These on tasks and activities in immersion school motivate the students to use TL. Since both WoW and CLIL have high degrees of authenticities as they involve the use of authentic materials, they make the contents to the learners very simple and easy to understand effectively. They make games and studies be more practical in nature and applicable in different areas (Broner Tedick, 2011). v. The regime of Competence Principle- this principle encourages every learner and gamer that no task or challenge is deemed undoable. The gamer, therefore, has the ability to critically think and come up with numerous ways to solve a particular problem as there is always a solution to every problem as long as the right resources and the energy are channeled in the right direction. The learners, therefore, have strong convictions to solve puzzles. However, this principle necessitates that the learners and gamers are given some motivation as this encourages them to look for the ways to counter the given problem. These developments are very significant in explaining the L2 developments in the students and gamers. vi. Subset Principle- it expresses that from the earliest starting point learning happens in a (streamlined) subset of the genuine space For instance, amateur players in WoW begin taking in the game mechanics in rather straightforward missions in an obliged domain, by and large all alone utilizing an experimentation approach, before proceeding onward to coordinated effort with others in additionally difficult attempts. There is an incremental configuration as far as game mechanics, which accordingly helps players who need past PC diversion experience to progress in the game. So also, CLIL instructors will give their learners a chance to begin from the level they are at and bit by bit present errands that are more troublesome. In a gaming environment, once began, interest expands on the inspiration to gain ground. So as to do as such, it is important for gamers to work together, mingle, and get to be individuals from societies. Players are relied upon to perform different errands, whi ch are fundamental for the society to progress. vii. Transfer Principle recommends that gamers and learners are given numerous odds to work on exchanging what they gain from the game-related issues to take care of new issues that emerge in the diversion or somewhere else, for example, in a CLIL classroom. The Transfer Principle is exceedingly pertinent additionally to CLIL (Darn 2006), since what is found out as far as the TL in the CLIL classroom are concerned ought to be conceivable to use in extramural and true connections. viii. Affinity Group Principle. Concentrates on the social and subjective sides of gaming. WoW offers a virtual reality specifically every last bit of it to any player entering WoW; i.e., while the game mechanics are presented incrementally, the social world is instantly made accessible in its entirety, personal correspondence). The tight relationship that develops among players sharing common objectives in WoW is underlined. Stenberg truth be told properties a great part of the prominence of WoW to the Affinity Group Principle (Stenberg, 2011). The underlying principles show the similarities between WoW and CLIL. These principles are co-relative and are exhaustive in their applications.

Without Prejudice--zhang Essay Example | Topics and Well Written Essays - 500 words

Without Prejudice--zhang - Essay Example The theory that applies the most to the TV show, â€Å"Without Prejudice,† is Judee Burgoon’s Expectation Violations Theory (EVT). The process of choosing someone to give $25,000 is based on expectancy, violation valence, and communicator reward valence. Violation valence refers to positive or negative values placed on particular unexpected behaviors. Communicator reward valence refers to the positive or negative attributes put into the encounter and the potential to reward or punish the behavior. The judges in the show had expectancy or expectations regarding communicator characteristics, which are basically comprised of demographics (i.e. race, age, educational background, gender and social class), physical appearance, personality and communication style. The judges made first impressions from how the candidates presented themselves through saying their names and where they are from, which their communicator characteristics affected. Dave, for instance, judged that Jo hn did not seem to need the money because of his physical demeanor. RJ would not give the money to Nancy at first because she is already old. Their prejudice on people’s age and physical characteristics affected their reward valence. The show also demonstrated violation valence and communicator reward valence. JJ showed positive facial expression when she learned that Jack was a Marine, which gave positive valence to Jack. However, when Jack revealed that after his service he got involved in the porn industry, JJ changed the valence into a negative one. Jack’s porn activities violated JJ’s expectancy from him as a changed man, since he became a soldier already. Communicator reward valence resulted to JJ’s judgment that Jack does not deserve $25,000 because his work is â€Å"disgusting.† Learning that Jack is in the porn industry also earned him a negative

Unemployment in black america Research Paper Example | Topics and Well Written Essays - 2250 words

Unemployment in black america - Research Paper Example Evidently, it is clear that the employment rates of minority groups are much lower as compared to the employment rate of the white people. Statistics show that black Americans have been particularly affected by this racial bias, as the unemployment rate of these minorities is higher than that of whites and other minorities groups such as American Indians. The consequence of this is that Black Americans continue to wail in poverty while there is notable economic development among the whites. Although educational differences may be the reason for this low employment rate of Black Americans, it is clear that discrimination and ignorance labour laws by organizations are the major reasons for this trend. The issue of unemployment for the Blacks in America has a long history that dates back to the last six decades. In the late 1950s, discrimination was at its highest peak and little had been established to alleviate this discrimination. Discrimination in the employment sector was depicted in various perspectives in the employment sector. First, it was quite hard for a Black American to acquire a job in this region of the world as compared to the whites. Secondly, the Africans were assigned only manual labour that saw them become more of slaves than employees. In terms of wages, they were paid much lower than the whites for similar job positions. For African women, it was rare for them to find a job and only handle domestic chores. The feeling that prevailed is that Black Americans were aliens who did not have equal rights to the whites who were the natives of America. As a result, this minority groups was isolated in the slums and most of them did not afford basic commodities such as food and housing (Nunnally and Niambi 431). The poverty level was very high in the slums where most of the African Americans lived. National statistics conducted in America during this time shows that the unemployment rate in America during this period was double

HRM and Staff Turnover in the Hospitality Industry

HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe HRM and Staff Turnover in the Hospitality Industry HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe