Religion and Corruption in Nigeria Essay

In the constitution of our nation religion feature prominently at the very beginning. I the preamble to the 199 constitution, it is affirmed and solemnly resolved that we intend to live in hrity and harmony as one indivisible and in dissolvable fevereigh nation under God. Indeed the overwhelming mighty of Nigerian are religions people we believe in the supremacy of God, we believe that God is the very basis of our individual lives and our corporate existence. We believe in and relate with supernatural realities through prayers and supplications and through the offering of sacrifices find churches, musgus shrines and Sunday prayer houses everywhere in the land we take part in crusades, worship sessions and might rights, we offer sacrifices and observe fasting days and religions holidays, and we so in large numbers on religion is pilgrimages to Jerusalem and mecca, taking pride in being called Jerusalem pilgrims (JP) or Alhaji throughout our lives. While thee is noticeable decline in religion farour in may parts of the world to lay the religion inter praise seem to thrive very much in Nigeria, as more and more company ware houses private buildings, schools, and our spirit stadia are being courted to prayer arena, and the stadia hort more religion crusades than for spiriting events. It is noticeable that street within our town and villages as well as inter-state highways are often blocked these days by enthusiastic worshippers who flock to church and camp meetings. It is not and exaggeration to state that there are as many churches and Mosques as there are streets in our urban areas. According to Norimitsa Onishi in an article in new York times march 13,2002 â€Å"Christianity is growing faster in sub-Saharan Africa than in any other place on earth. Roman Catholicism and the other Major protestant denomination are gaing mine follows everyday, but new churches are leading the boom. Within this religion firmament, bishops, evangelists pastors, prophet, faith leaders and visionaries, as well as sheikhs, mams and gurus of all sorts are swelling in number and having a failed day in recent past a new dimension has been added to the throwing religions enterprise. And this is the increased patronage of high ranking public official who not openly call for and sponsm regular prayers sessions in different churches and prayer houses have themselves become born again Christians and prayer erchants, often appearing at church crusades and prayer vigils with all the paraphernalia of public office and sometimes grabbing the microphone to render sanctiononion homilies and earthshaking prayers. Also worthy of note is that these days prayer and preaulims sessions are no longer limited to churches, Mosques and homes, but they are held in government offices, in commercial buses, corporate boardrooms and in open markets. Nigerian going about their daily businesses are seen brandishi ng the Bible Wkoran, the Rosary or Islamic prayer beads. The langeil bill boards in our town and cities are those colvertising upcoming religions crusades are faith healing carnivals. The exclamations, to God be the glory, praise the Lord, the Lord is God, Bless you, â€Å" and Alaahu wa K’bar,† are often on the lips of Nigeria at worker at play from the exacted members of the National Executive council or Council of State to the young own who are about to sick common entrance examination. Succinctly put from all outward indication Nigerians are a chronically religions people. Unarguably one can perrps say about there is no nation in the modem world unit as muner religiosity as contemporary Nigerian . Now how do you place the religion piety of Nigeria with the endemic corruption in our society ? With all the show of religiosity one would have expected to see a very high degree of social morality in Nigeria, since all world religions generally promote truth, justice, honesty and probity. But this is a reverse case withy us. The is an embarrassing contradiction between the high ethical demands of the religion profess by majority of Nigerian and the phenomenon of corruption greed and graft that has earned our country one of the most corrupt nation in the world. Some observes of the phenomenon actually say that corruption is so endemic in the Nigeria society that the society economic and political system can almost not tinetion without it. Along side religiosity corruption in its many shapes and sizes is becoming in Nigeria- from the petty bribery taken in the work in the office or the policeman at the check point, to the grand corruption by which huge project contract are hurriedly awarded, not for the sake of common good, but because of the greed awarding official, who requires some money via contract â€Å"kick-baiks† The Nigeria society is prevalence with frauct, thievery and roguery even as our environment is a wash with prayers and ritual sacrifices to the God of truth, justice and holiness. Doesn’t it seen a contradictory to many highly placed Nigeria hat they embezzle and misappropriate stupendous amounts of public and company, and even church funds while at the same time trying to occupy the front seats and even struggle or pray to take religion titles in their churches corruption is so perverse that it has infiltrated every facet of the Nigeria society procure medical certificates of fitness from hospitals when they have not undergone any medicate testy obtain sick leave permits from doctors when they hale and hearty, falsify the age of their children obtain fake certificate in order to gel them to school or obtain jobs for them, routinely swear to false affidavit in order to obtain false age declarations when seeking employment etc. it is a statement or fast that many or those who today and drivers licence have never been to a drawing school. They simply pay for the license and declare themselves drivers thereby putting the lives of genuine drivers into jeopa rdy. Many of our country men who flock our churches on Sundays and fill the mosque on Fridays are constantly involve in such fraudulent activities as evading tax, issuing and obtaining of take receipts, over invoicing and under –invoicing importation of take drugs, petty and large scale bribery, take anclit report, adverse fee frond, ete. All these practices are so common place so inside spread that many Nigerian youths can not decipher between good eril or between what is right and wrong. As a result, corruption in Nigeria has been described as system, and the consequence are legion corruption has bred in efficiency and diminished productivity in both the public and private sectors of the economy. It has discourage investment, fuelled capital flight, increased unemployment and inflation, created and acute degree of poverty, brought about a severe decline in the quality of life and life expectancy in Nigeria and given Nigeria and Nigeria a terribly bad image in the cornity of Nations. Infant corruption is an affront on human dignity and an assault on the human conscience apart from being a negation of the Christian rocation to promote holiness and righteousness in the world. Are they truly Christians? This question is pertinent and fundamental because many of our people who engage in the sharp practices enumerated above would like to be seen as pious Christians. But really are they? Do they really know the God of Abraham, Isaac and Jacob, the God of holiness and righteousness, who in Leviticus 19:2 says† be holy for the Lord am holy† Do they really know the God of Moses and Joshua who on mount Siriat presented the ten commandment as the tempt of his contract with him people insisting that fidelity to this ethical code is what will distinguish his people from others? Do Nigerian who claim to worship God, but who at the same time offer and take bribe, defraud, evade tax and circumvent justice know the God of Mosses who in Exodus 22:8 says â€Å" You will accept no bribes, for a bribe blinds the clear sighted and is the cause of the ruin of the upright. Do they know the God of the prophets who in Isaiah 33:15 says that the person who will be qualified to be in his presence is the one who â€Å"acts uprightly and speaks honestly, who scorns to be rich by extortion, who rejects bribes out of hand, who refuses to listen to plan involving bloodshed and shuts his eyes rather than countenance crime. Do Nigerian worshippers who make a daily show of their religiosity known that what the Lord truly require of us is to love terekerly, to do justice and to work humbly by me God (Micah6:8 John the Baptist while preparing for the coming of our Lord Jesus Christ crudemned the kind of religion that thrives side by side with corruption as empty ritualism. In his addrer to those who gathered to listen to him, amongst whom were solders and tax collectors, he admonished â€Å"Exalt no more than the appointed rate†¦ No intimidation. No Excntinu be content with your pay† Luke 3:13-14. Jesus himself denounced the kind of religions practice that was not matched by high moral and ethical standards in realize that not all those who claim to be Christians will enter the kingdom of heaven but only those who do the will of the father Mathew 5. This Christianity make no room for crooks and fraudsters. It has no place for those who offered take bribes. Genuine Christianity does not accommodate the cnetire of â€Å" settlement† in Nigeria to day. Therefore, faced with the contradiction and the embarrassment of a booming Christianity in the most of an environment that stinks with corruption and indiscipline, one is poise to conclude that what is spreading like wildfire in contemporary Nigeria is not genuine Christianity at all, but a masc movement with elements of Christian ritualism, one that is in large measure shallow, superficial, noisy and devoid of substance and depth. Popular Christianity in Nigeria is often Materialistic and individualistic in orientation, with an in credibly high sense of devotion to the cult of material and physical prosperity, success and healing, and with little or no attention at all given to the social morality of the believing persons.

The Global Fast Food Industry External Remote Environment Analysis

StakeholdersA stake holder of a company is any group or an individual who can have an effect or is affected by the success of the company’s goals. For the company to easily achieve its corporate business objectives (goals) , it must have a good connection with its external parties. This means that if the company’s relationship with its stakeholders is not strong, the company is bound to fail in achieving it’s corporate business objectives. This is because their interest to the corporation influences the corporation’s achievements.The company’s strong relationship with stakeholders is measured based on confidence, trust and cooperation. This means that the stakeholders’ interest to the company will be high if there is high trust, respect and good team work. This is majorly primary strategic management. For a company to maintain its competitive advantage and remain relevant, it should clearly identify its stakeholders and other external parties and strengthen its association with them. Stakeholders will include shareholders, employees, customers and suppliers.  It’s difficult to clearly identify the other external parties because there is no clear formula to define it. But because of advertisements, different people are becoming stakeholders depending on different factors. This involves global impacts of an industry such as climate change or cultural due to marketing and advertising.CUSTOMERThis is an individual or group which receives or consumes the final product or services of the company. For the company to increase and maintain its level of clients, it must produce high and good quality products or services. This will ensure that customers demand will be loyal and high. Also because of competition in the market, the corporation should be dynamic in its activities and the price for the product should be fair as different people have different perceptions to price hence should set fair prices to accommodate al l customers. The company communicates through advertisements, trade exhibitions & promotions, giving free samples, cash discounts, offering credit facilities among others. This increases customer awareness of the product or service.SuppliersThese are short term financiers of the company. Their confidence in the company depends on how prompt the corporation honors their credit facilities and how regular they carry on their businesses. The company communicates to this group through cheques, when they make payments, purchase orders.SHAREHOLDERSThey are the owners of the company. Their shares form the equity capital of the company. For them to retain their interest they must receive good dividends from the profits of the company and their investments must keep on appreciating in that company. This will increase the value of the shares and the company’s’ reputation. The company communicates to is shareholders through the Annual General Meeting, AGM which is convened yearly. These people are important to the company because if they have no confidence in the company, the value of shares will reduce in stock market, investors will withdraw their investments from the company and no new investors will invest, creditors will stop offering their services, employees will not receive their salaries, sales will go down and the hence the corporation will collapse.EmployeesThese are the managers of the company. The receive salary from the company and they are motivated if their working conditions in the company is good. the company communicates to the employees through holding meetings, letters of appointments, letters of dismissal and journals.The importance of the employees in the company is to ensure that the resources of the company are taken care of to achieve high results. This will increase sales and improve the reputation of the company. Also investors will be high and hence the value of the shares will increase.ENVIRONMENTAL ANALYSISEconomic environmenta lWorld financial market is being affect by Middle East crisis the and US sub prime crisis and there is a global impact on consumer spending worldwide. At first sight this would seem a disproportionate reaction but banks all over the world are exposed to US debt. Sub-prime lending was lending at higher interest rates as a means of helping American consumers of lower incomes and poorer credit records obtain mortgages. These loans were then sold on, in complex ways, to other institutions including hedge (higher risk higher return) funds. The treatment of sub prime loans by the banks is likely to have far reaching effects including, possibly, a slowdown in the US economy and a confidence linked decline in US consumer spending. The Middle East crisis has affected the world economy because Middle East is the source of oil. Although there are alternative sources of energy still oil remains the most important source of energy. Crisis in the energy sector the world is affected.Fact is that U S retail sales rose only 0.3% in August 2007 suggesting increasing caution of the crisis ahead. US retail sales are a major driver of economic growth and may be viewed as an early response to a housing slump and financial market turmoil. Over the past 12 months, retail sales rose by 3.9% excluding autos. However, the level of spending did not indicate recession tendencies though analysts expect growth to decline in the near future. There were modest increases in sales for furniture (0.5%), electronics (0.4%), sporting goods (0.3%), and health care (0.3%) compared with the same month a year ago. Thus, this national economic problem might have a small effect on the food sector because some foods are usually priced higher than regular food (Xinhua News Agency, 14 September 2007).Technological TrendsNearly half of all Americans have broadband Internet connections in their homes, according to the annual survey by the Pew Internet & American Life Project in July 2007. The number of home b roadband users nationwide now equals the total number of Americans with any type of Internet connection in 2000, the first year the survey was conducted. Four out of 10 African-American adults have broadband access at home, compared to 15% two years ago. Nearly one-third of rural Americans have home broadband connections, compared to about half of Americans living in urban areas and the suburbs. According to Pew, income and race are becoming less important differentiators in US broadband adoption.Also, according to a May 2007, 67% of US consumers favor making purchases at a traditional store. Some 69% said they used the Internet to comparison shop, and 58% said they go online to locate items before going to the store to make a purchase. Only 13% said the Internet had not improved their patronizing experience. The conclusion is that, instead of replacing brick and mortar stores, the Internet is an extension of consumers' patronize experience, providing a resource to research product and price. When asked what the most powerful influencer was concerning purchasing decisions, 60% said word of mouth, followed by advertising (47%) and online information (43%). In view of the technological trend of consumers being reliant on the Internet for information, KFC should consider setting up a website to have an edge against their competitors.This will assist in the increasing of profitability of fast food industry through advertising in the internet, website development which will list the products of the firm. The future of the firm is predicted with little degree of certainty.Socio-Political TrendsAccording to a survey by Light speeds Research, 70% of US adults support government actions like restricting TV ads for food. Women are more supportive than men of such measures, with 73% reporting support of government actions versus 63% of men.According to a nationwide telephone survey conducted by Research! America and The Endocrine Society in December 2006, some 27% of res pondents prioritized obesity as the top health issue for children, followed by lack of health care/insurance (16%) and nutrition/unhealthy diet (9%). According to Health Day News, the research, which was released on Dec. 13, also found that 52% of respondents regard obesity as a public health issue that society should help solve with 46% regarding it as a private issue. According to the National Center for Health Statistics at the U.S. Centers for Disease Control and Prevention, about 66% of American adults aged 20-74 and 17% of children aged 2-19 are overweight or obese.In some countries, health regulation requires nearly   restaurants to post calorie information on their menus. This means all these developments in the national and local level are beneficial for food vendors because the growing concern about healthy eating would surely boost their sales. In some countries and religions beliefs and values determines the type of food being sold in the market. Take for example in th e Muslim world some meaty foods will not be sold because of the beliefs. This applies to the east and the west. Foods taken in Japan can strange in Africa Europe and other places and the converse is true.REFERENCESAnonymous.(2007);   A Not So Great 2008: Emerging Trends Report.  National Real Estate Investor (Online Exclusive).Armstrong G. & Kotler P. (2007). Consumer Markets: Influences on consumer behavior, Principles of Marketing.Business Insights. (2003); The Health Food And Drinks Outlook To 2006: Consumer Insight, Market Dynamics & NPD. London: Business Insights Ltd.ICMR Case Studies and Management Resources. (2007). Consumer Behavior. Retrieved January 20, 2008 from http://www.icmrindia.org/courseware/Consumer%20Behavior/CBC03.htlmDonatelle, Rebecca J.(2005); Nutrition Eating for Optimum Health, Health: The Basics,New Jersey: Prentice-Hall.Freeman R. E.,(1984) strategic management, pitman books, Boston, Mass.Hillman A.J. Keim G.D.(2001);   Shareholders Value, Stakeholde rs management, and social issues: what is the bottom line?   Strategic management journalKotler, P. (2005); Principles of Marketing. New York.Melbourne PressRivera, Ray.(2007);   Fight to put calories on menus may widen.(Metropolitan Desk). The New York Times.Schaik J.L., (2002); The Task of Marketing Management; J.L. van Schaik (Pity) ltdSchiffman, Leon G., and Leslie L. Kanuk. Consumer Behavior. New Jersey: Pearson Prentice Hall, 2007.Television & Health. Retrieved January 21, 2008 from http://www.csun.edu/~vceed002/health/docs/tv&health.htmlWilson M.,(2003); Corporate Sustainability: what is it and where does it come from? , Ivey Management Services.Winer, R.S. (2007). Marketing Management, Prentice Hall, Upper Saddle River, NJ.

Book report on The Hobbit

Book report on The Hobbit This book revolves around Bilbo Baggins, who makes goes on an adventure. He is a hobbit and therefore this book’s title is The Hobbit. Themes 1. Bilbo’s development in a hero by doing a quest. 2. The greed of the dwarves who make such a long journey for their treasure and Smaug who doesn’t share anything. 3. Power, used by Gandalf and other creatures in this story. Bilbo’s inner power that develops during the story. Description of characters Bilbo He’s the hero of the story. But at first he has this quiet non-adventurous life at The Hill. He likes to stay at home. Then Gandalf comes up and convinces him to go on an adventure. Because of this adventure he sees how much strength he’s got inside of him. When he comes back to his home he turns into a more eccentric person, though he still likes comfort. Thorin He’s the leader of the dwarves. He’s very brave and intelligent. He’s proud too and he wants his family’s tre asure back and he’s willing to do everything for it. He has a great desire for it. Sometimes he’s a bit stubborn. Gandalf He’s a wise and old wizard. Gandalf is on the good side. He knows a lot and especially about magic, he has great powers that no other person has. When people need him, he shows up immediately. He’s that person that knows more than any other people, he knows how things will be, how people will react. Smaug The evil dragon that took the treasure of Thorin’s family and now guards it in the Lonely Mountain, this is his only purpose. He can speak, and he tends to do this in a very bitter tone. With his flaming breath he can destroy cities. He’s got a hide which is impenetrable. There’s nothing good about him, therefore no-one cares about him. Summary Once there lived a hobbit, called Bilbo Baggins. Hobbits are small creatures, half the size of a man. He likes comfort and he’s not very into adventures. But then Ga ndalf the wizard shows up at his house and he wants him to go on an adventure, Bilbo doesn’t want to go. Though he asks him for tea the next day. But the next day, one after another, thirteen dwarves – their leader is Thorin – come to his house. Bilbo provides food and drinks for them and then Gandalf shows up with a map with a secret door on it. Bilbo is convinced and so this party goes on an adventure. They want to capture Thorin’s treasure, taken away by Smaug the dragon. They leave and then suddenly three trolls capture Bilbo and the dwarves, Gandalf stays out their hands. He makes them stay outside so they turn into stone. They find weapons which they take. After that they rest at the place of lord Elrond in Rivendell where they get some advice on the map. They go to the Misty Mountains and then a snow storm makes hem go into the caves where they get prisoned by some goblins. Gandalf saves the dwarves but he forgets to take Bilbo out of there. Bilbo finds a golden ring, which he takes with him. Suddenly he meets Gollum, a creature that lives there. Gollum wants to eat Bilbo and makes him solve some riddles. If he wins he can go, if he loses Gollum can eat him. Bilbo wins but Gollum still wants to eat him and searches for the ring, Bilbo has got it though and uses it to get away from the cave. He gets back to the group and then they are being pursued by the goblins and Wargs, creatures that look like wolves. Luckily Beorn and some eagles bring them to a safer place, Beorn’s house. Then the group enters Mirkwood’s forest. Gandalf has something more important to do at this moment and leaves them. In the wood spiders capture the dwarves in their webs. Bilbo saves them by killing some spiders with his sword and magical ring. Then they are captured by wood elves. Bilbo again saves the dwarves, he hides them in wine barrels using his ring. The barrels go to Lake Town, a town near the Lonely Mountain where Smaug protects Thorin’s treasure. With help of people in Lake Town they go to the Mountain. By looking on the map with the hidden door they manage to go into the Mountain carefully and Bilbo talks to the dragon. Smaug reveals by accidence that he’s got a weak spot near his heart. Bilbo steals a golden cup and Smaug gets very angry. The dragon wants to destroy Lake Town, but the archer Bard kills him by shooting an arrow in his heart. However, the town was burned to the ground. Its residents go to the Lonely Mountain to get their hands on a piece of the treasure. Thorin doesn’t want to share his treasure so the humans and elves trap Bilbo and the dwarves inside. Bilbo gets out of the mountain, because he wants to find solution for bringing peace. Thorin wants revenge on Bilbo, but Gandalf manages to save him just in time. Then an army of Goblins and Wargs comes to the Mountain. The elves, humans and dwarves have to make an alliance to fight the enemy. It seems like the goblins are winning but then Beorn and the eagles come to help the good army. After this battle Bilbo and Gandalf go back to The Hill, where Bilbo lives. Bilbo gets a fraction of the treasure. Many hobbits don’t accept him anymore, since hobbits were respectable and unadventurous creatures. Though he gets lots of respect of elves, dwarves and men now. Bilbo changed, he likes talking to elves and wizards now, though he still likes his home, because he likes the comfort of it.

Media and Communication Theories Essay Example | Topics and Well Written Essays - 3000 words

Media and Communication Theories - Essay Example Development of the internet and personal computing during the 70s, invention of Hyper Text Transport Protocol (HTTP) during the late 80s further stimulated a trend towards new media (Friedman 2006). Widespread usage of the internet in the early 90s, and a wide range of other related technological breakthroughs led to the creation of new media (Friedman 2006). New Media offered features that were practically unimaginable and unheard of just a decade ago (Friedman 2006). The hallmark of new media is that it has the potential and the capacity to bridge the seemingly incompatible features of the earlier communications media. Many experts tend to convey that new media is inherently democratic in all its aspects, be it consumption or production. It has enabled the masses and the consumers to actively engage with media and has armed them with the power to alter and shape media. There is no denying the fact that new media has certain inbuilt traits and abilities, which make it inherently mor e open, free and accessible. Yet, to claim that new media is fool proof democratic and immune to manipulation and distortion would be asking for too much. New media, like the previous media is sensitive and vulnerable to ideas and ideologies, and autocracy and totalitarianism are as rampant and existent ideas in the 21st century as democracy and liberty. 2.0 Democracy in the Age of New MediaNew media became realistically became universally accessible, courtesy the spread of the internet aided communication in the 90s. Considering this, the expert and the popular opinion stood to be unanimous in the sense that it expected new media to usher in an era of affordable production and distribution of information (Turkle 1995). Thereby new media tends to be essentially egalitarian and democratic in its scope (Turkle 1995). During the early stages of new media, a majority of the people were of the view that new media will demolish the monopoly of the established media houses and the restraining designs of the autocratic rgimes (Longford & Patten 2007). This will enable the people and the civil society groups to act and operate as independent broadcasters and publishers. Everybody expected that new media would usher in an era of interactive and democratic mass communication. New media will enable the masses to

Drugs Research Paper Example | Topics and Well Written Essays - 1500 words - 1

Drugs - Research Paper Example Legislation was then passed and the creation of the FDA was created in order to oversee and regulate these drugs (Lowinson, Ruiz, Millman, & Langrod, 2005). One of the biggest debates in the United States regarding a specific kind of drug has been whether it should be deemed legalized or whether it should remain illegal. This drug, Cannabis, has sparked such a controversy that many people are ambivalent about whether it should be legalized or not. In order to make an informed decision as far as whether Marijuana should be legalized or not, there are some key notes and facts that must be noted about the drug. Marijuana is a drug which originates from the Cannabis plant. This is the first argument regarding the legalization of the drug is that it occurs in nature without human intervention or alteration. Marijuana originally is from Central and South Asia (ElSohly, 2007). Through trading and the expansion of humanity across the world, it was only a fact that the use of the drug would spread through trade. Its psychoactive properties are what made it such a valuable plant in that it was used in many rituals which involved the transcendence of the soul and allowed communication with other states of being (Booth, 2003). In the United States, the largest uses of marijuana have been from the so called â€Å"Hippie era† to even now. The use of marijuana was criminalized in the 1900s, but has recently leaded to some states wanting to make an exception for the use of marijuana for only medicinal purposes. Most notably, this controversy over some states making the use of marijuana for medic al purposes has lead to the issue of an old problem which plagued America even at the founding, the issue of the right’s of the states versus the power of the federal system. This was seen when California legalized marijuana for medicinal purposes and the federal government stepped in to

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Video from TED Talks - Movie Review Example In order to meet the required energy levels to sustain such a trip, it is critical to have a reliable source of energy. Over and above that, the chosen source of energy must have adequate capacity to propel the aircraft without taking high risks that threaten life. It is interesting to have an environmental enthusiast like Bertrand Piccard. However, his project will take long to make a difference as far as use of fossil fuels is concerned. Today, flying has increasingly become commercialized. Airlines have invested billions of dollars in air transport, an area in which Bertrand Piccard is far from proposing a reliable solution. As he speaks, Bertrand Piccard has invested significantly in the project. The project only accounts for a couple of people as Bertrand Piccard plans to fly around the world. While Bertrand Piccard might actually fly around the world in a solar-powered aircraft, his arguments or propositions will probably take ages to be adopted. There are diverse and dynamic resource criticalities that would have to be addressed before such an ambitious project is commercialized for public use. Bertrand Piccard’s approach to environmental sustainability, however, is highly

Reform Laws and Divorce Essay Example | Topics and Well Written Essays - 1500 words

Reform Laws and Divorce - Essay Example This paper shall argue on the causes of divorce, while pointing out to the reasons for reform laws on marriages and divorce in the process. A marriage is a standard union between two individuals that are committed to one another and they are to live for each other with the two parties developing common interest, which are economically related in some cases. In marriage, the husband and wife are expected to have a lifetime bond and the strength of this bond all depends on how they could effectively manage their relationship and it is the mismanagement of relationships that ultimately lead to divorce. It is a known fact that most of the divorce cases are filed by women and this is due to the fact that the society has made women to play second fiddle in relationships and when they feel they are no longer enjoying the relationship, they sue for divorce. According to the American Law and Economics Review, more than two-thirds of divorce cases in the United States are filed by women (Brini g & Douglas 126, Khun & John 31) A marriage would surely stand on a proper economic foundation and if the necessary things are not done, the foundation on which the marriage was built would collapse. This is to say that a marriage that the husband or the man of the house cannot meet up with the responsibility in the house in terms of matching his income with the finances at home would begin to crumble. A relationship that is marred by lack of finances or proper management of finance cannot stand and the marriage would ultimately fail. In this case, there needs to be some reform laws on the union of two people as it must be clearly stated that people that are not financially capable to start a family should not even make any attempt to get married in the first place. If this is done, divorce cases that arise as a result of the inability of the husband to cater for the financial needs of the family would never arise (Brinig & Douglas 127). There are several divorce situations that the bride accuses her husband of not being financially capable enough to cater for the family and then sues for divorce and after the hearing of the divorce, the two married parties are legally separated with the husband paying some sum of money for the upkeep of his ex-wife and if they have any issue between them, he is also responsible for the upkeep of the children. Thus, if there have been reform laws that have mandated the wife to ensure that she wants to get married to someone that would take care of the finances of herself and the issue that comes after the marriage, these cases of divorce would be to the barest minimum. Parents hold the responsibility of catering for their children and when this obligation is not fulfilled there could be some cracks in the walls in the family system and this could be the effect of an improperly planned marriage system. Divorce follows an improperly managed marriage, thus there should be some reforms law that seeks to monitor the management of m arriages and this would go a long way to teach the couples the consequences of mismanaging their homes. Some of the reasons women sue for divorce is due to the financial and economical incentives they stand to gain from the dissolution of their marriage and the fact that it is the women that gain more from

Political Legitimacy Essay Example for Free

Political Legitimacy Essay In defining political legitimacy, theorists Thomas Hobbes, John Locke, and Emma Goldman each put forth a distinct set of values that frame their view on a government’s right to rule. Hobbes, a strong proponent to the right of self-preservation, claims that the protection of life is the only criterion required for a government to be legitimate. On the other hand, John Locke believes that governments should not only preserve life, but also allow for individual liberties and protection of private property, while Emma Goldman maintains the belief that governments use coercion to take away freedoms and therefore should never, under any circumstances, be considered legitimate. Locke’s argument on political legitimacy, that more than just one value is needed to make a legitimate government, is compelling because his criterion protects more than just the life of citizens, it allows for individual’s to have their own liberties free from an oppressive sovereign and prevents the dangers posed by absolute freedom. This paper will set up the lines of government for each theorist and explain why Locke’s perspective on a representative government with separation of powers is more compelling than Goldman’s absence of government and Hobbes’ belief in a sovereign rule. Throughout his work entitled Leviathan, Thomas Hobbes argues that the right to self-preservation takes precedence above individual liberties. In the state of nature, man is given the right to do whatever he deems necessary to preserve his own life. Man can therefore commit injury to another man or his property if he thinks it is best to maintain his own life. This state of nature, being naturally quarrelsome, leads to distrust and competition, and encourages dangerous acts and widespread fear. There are no limits on the injuries or vengeance that can occur within this state and as a result, citizens find themselves in need of protection from the violence of others. The Hobbesian covenant thus creates government, by placing all power in the hands of a sovereign, to quell their fears and provide for their protection, thus establishing a state of peace. In establishing a covenant and a government, Hobbes provides the natural law that â€Å"a man be willing, when others are so too, as far-forth, as for peace, and defence of himself he shall think it necessary, to lay down this right to all things,† (Hobbes 80). This means that in order to protect himself, and finding others that desire their own protection above other things, man will give up all of his rights to a sovereign rule. Hobbes argues that failure to relinquish all rights to one ruler will place the covenant back into a state of nature. The sovereign, having been given all rights of the covenant has absolute power and can dictate all laws and grant or withhold all freedoms. He is not to abide by any laws himself, if so he becomes subject to the commonwealth that he rules, therefore forfeiting his absolute power. The covenant however, is not obligated to obey the sovereign in the event that his rule threatens their right to self- preservation. This right being primary in Hobbes’ view is the only thing which individuals ought to place above all other obligations, whether those duties are to their sovereign or fellow man. If it happens that the sovereign is in any way interfering with the right to self-preservation, a value held above all obligations and liberties of the commonwealth, members of the covenant may defy his commands and thrust themselves back into a state of war. This however, does not dissolve the commonwealth; it only removes an individual from the commonwealth. By dissolving government and the common wealth, the sovereign’s removal from power places the covenant into that same state of nature from which they came and they then must establish a new commonwealth and sovereign power. Therefore, the only way a sovereign power can be removed is upon death, though this often results in the succession of another sovereign, either by the predecessor’s choice or by election. Whereas Thomas Hobbes believes that an absolute sovereign government is the only form of legitimacy, Emma Goldman differs by claiming that no government is legitimate because they take away freedoms. Goldman puts forth the theory that individuals, given absolute freedom, have the ability to govern themselves and coexist peacefully in social harmony supplied by the solidarity of interests. The threat of violence and fear stem from the coercive actions used by any and all ruling governments. It is the belief that governments prevent us from doing what we want and force us to do things we don’t want to, Goldman says, that allow governments to â€Å"rest on violence, and are therefore wrong and harmful,† (Goldman 17). These governments harm individuals by â€Å"stealing in the form of taxes, [and] killing in the form of war and capital punishment,† (Goldman 20). Since anarchism claims that violence by government harms citizens, governments cannot provide protection for citizens. Because of her insistence that governments, being coercive and harmful, are never legitimate, Goldman fails to even consider the origins of government and the limits of their powers such as Hobbes and Locke have. She asserts that coercive governments use the threat of force and violence against citizens to control them, leading governments to pursue â€Å"the absolute subordination of the individual,† thus limiting all freedoms and liberties that in a free state, the individual would have access to, (Goldman 19). The subordination of the people by government, degrading the population to mundane obedience, creates an environment that is colorless and spiritless. Instead of adhering to the control of corrupt institutions, Goldman urges individuals to break the coercive hold of governments, defy all authority and pursue the freedoms they would acquire within a state social harmony exempt from authoritative rule. Locke, holding the belief that Hobbes’ rights of the sovereign would lead to tyranny, and that Goldman’s value of absolute freedom would produce a weak and chaotic society without laws, makes a case for government that combines the best of Goldman and Hobbesian theories. Locke’s view on political legitimacy allows for a government with separate powers, so as not to become tyrannical, and for liberties provided to citizens under government rule to encourage freedom and equality. Under Locke’s state of nature, all man is made equal by the decree of God. Each man must preserve himself, but also under God’s power, has a duty to maintain peace amongst the whole of mankind. This view of equality, over Hobbes’ factor of diffidence, as a main quality in the state of nature thus leads to a more dispersed and equal government, as opposed to Hobbes’ government in which all power is placed in one ruler. In a Lockian government, power is divided into the legislative and the executive, this separation of power keeps one person from having complete control over another, and the legislative and executive, according to Locke â€Å"have rules also of appointing and conveying the right to those who are to have any share in the public authority,† (Locke 101). This means that all legislative and executive bodies of governing are bound by the own laws which they make, so as not to become corrupt, tyrannical and illegitimate. Locke, in agreeing with Hobbes, realizes that governments should be established for the protection of the people; however he also notes that protecting an individual’s life should not be their only function. The primary values Locke gives of life, liberty and property, claim that governments have a duty to not only protect the life of an individual, but protect their property and provide them with liberties as well. He agrees with Goldman that the freedom of the individual is an important value not to be overlooked, and maintains the provision that legitimate governments must provide and protect citizen’s rights. Nevertheless, Locke does not go so far as to guarantee the absolute freedom that Goldman presents. He predicts that complete freedoms will lead society on a dangerous path and that laws are put in place to police self-interests and prevent man from causing harm to one another. Locke also refutes the Hobbesian notion that only the sovereign has the power to dictate which liberties to provide and which to withhold. He asserts that individuals must be given fundamental rights which no authority has the power take away. Regarding property rights, Locke produces the â€Å"Labor Theory of Value† in which common property, when mixed with labor, becomes the private property of those who labored on it. Governments cannot allocate this property otherwise and it must be entrusted to its rightful owner. On the dissolution of government, Locke advances the right of the populace to establish new institutions of government if the former has become corrupt and oppressive. Locke approaches the dissolution of governments by arguing that individuals have the right to rebel against governments that are found to be illegitimate. He claims that governments are illegitimate when they â€Å"are altered without the consent and contrary to the common interest of the people,† (Locke 109). He asserts that in this event, individuals are obligated to rebel and create a new governing body that responds to their wishes, thus giving rights of directing the government to its creators and maintaining that the commonwealth is guaranteed some amount of power over its government. Locke’s concept of political legitimacy is compelling because it allows for cooperation between the public and government which prevents the possibility of tyranny that is derived from Hobbes’ theory. His theory of legitimacy also protects life, property and the liberties of people while preventing any dangers to the public that can be drawn from Goldman’s theory that no government is better than some government. At length, Locke’s theory, which successfully combines the values of separate authoritative powers, government protections, and individual liberties, establishes a society in which there is a fair and equal relationship between the commonwealth and its ruling institution.

Explain the Differences Between Panglosss Philosophy Essay Example for Free

Explain the Differences Between Panglosss Philosophy Essay Pangloss’s philosophy of life is that all is for the best in the â€Å"best of all possible worlds. † This optimistic philosophy actually is the key element of Voltaire’s satire. Pangloss’s philosophy is against the ideas of the Enlightenment period. Pangloss believes that a powerful God had created the world and that, therefore, the world must be perfect. When creatures of the world, see something as wrong or evil, it is because they do not understand the ultimate good that will come out of it. Voltaire satirically shows the reader that Pangloss is not a believable character. Voltaire illustrates this by showing us that he keeps his optimistic thought even when he is imprisoned. Pangloss ignores any evidence that contradicts his initial opinion. He also uses illogical arguments to support his beliefs. Pangloss’s philosophy tries to impose a passive attitude toward all that is wrong in the world. If the world is the best one possible, then there is no reason to make any effort to change things. Martin is more believable than Pangloss, not because he is more sophisticated, but because he is smarter and more likely to draw conclusions with which we can identify. Martin had been robbed by his wife and beaten by his son and deserted by his daughter and also lived financial setbacks, and therefore he’s a pessimist whereas Pangloss is an optimist. He uses his experiences to judge the world whereas Pangloss was merely using a theory. As a result, Martin is more insightful than Pangloss to foresee events that will happen. Even though Martin’s philosophy is more believable than Pangloss’s, he’s still not good at predicting how some people will behave because his philosophy is coming from extreme pessimism. Therefore it might not be wrong to say that Voltaire is trying to prove that we need flexible thought in our lives based on real evidence. Both philosophers will ultimately fail because there’s no room for exceptions in their beliefs. Candide starts his journey with the influence of Pangloss’s belief of â€Å"best of all possible worlds†. Pangloss and Candide, suffer and witness a wide variety of horrors and tragedies together. During these tragedies, Pangloss’s s philosophy proves to be useless and even destructive at the end, because it prevents them from making realistic judgments. For example while Jacques was drowning, Pangloss doesn’t let Candide save him by saying that the bay of Lisbon had been formed for this Anabaptist to drown in. Also when Candide was buried under the rubble of the Lisbon earthquake, he asked for oil and wine because he was dying, but Pangloss ignored him and still tried to reason with the causes of the earthquake. At the end Candide rejects his philosophy of optimism and as he and his servant Cacambo travel and go through more horrors, Candide starts believing a pessimistic view of life. When Candide meets Martin, they set sail together and Martin is just the opposite of Pangloss. He does not believe that everything is for the best in this world. Even though Candide tries to oppose Martin by talking about free will but it does not solve the problem of presence of evil in the world. In general, Martin’s arguments seem more reasonable than Pangloss’s ideas. But, like Pangloss, Martin believes so firmly in his own view of the world that he is not flexible and usually dismisses real evidence that contradicts his philosophy. When Candide cannot find Cunegonde, Martin shows the bad influence of his pessimism. Instead of attempting to comfort his friend, Martin uses Candide’s distress to further confirm his own world-view. Just like Pangloss’s optimism, Martin’s pessimism also keeps him from taking initiative to improve the world.

Pay Framework and Store Management of Matalan Retail

Pay Framework and Store Management of Matalan Retail The following paper is a report about the introduction of an innovative pay framework at the Matalan stores. The company is relatively new in the market since its inception in the year 1985. Though the progress has been staggering and the company has moved forward while imbibing some of the best management practices seen in corporate history, there is a slack in the current pay structure practised at Matalan. Though they had a formal structure in the past, at the moment each store has its own recruitment policies and salary structures. Thesis causing problems within the human resource department at each store due to the discrepancy in maintaining similar levels of pay structure. The company would need to undergo change and create a new pay framework, which imbibes all the concepts of equal pay to avoid any legal proceedings in the future. At the same time the paper also takes into consideration factors, which are important while trying to create pay frameworks for organisations – motivation, communication channels, training and development, equal opportunities and similar non financial rewards which have proven to go a long way in improving performance at the work place. The report goes through a series of different headings which come together to weave a structure which best explains the problems, founding issues and a possible solution. Introduction Matalan is one of UK’s leading clothing and home furnishings retailer. The quality of clothes and home ware is relatively high with an affordable price tag. It was John Hargreaves who founded Matalan; he initially discovered the concept of out of town selling at lower prices in the US markets. The learning process was enough for him to know that this could turn out to be a very successful retail strategy in the Upmarket. The first Matalan store was opened in Preston in the year1985. By 1995, the company had made tremendous progress and had 50 stores to their credit across UK. The year 1997 was one with multiple changes in the business strategy and management practices, since the company was growing at a phenomenal pace; the head office was moved to Skelmersdale to be in a better position to oversee company growth and management issues. The success was reinstated in the market with company floatation in the year 1998, at the moment Matalan trades from 5 million square feet in over 170 stores. For the consumers the opportunity to shop at Matalan is very satisfying since they get unrivalled quality at unsurpassed prices. The strategy Matalan follows is to buy from the manufacturers and having out of town less costly stores, which enable them to pass on the cost benefit to the customers. Please refer appendix 2 for more information about Matalan’s positioning the UK market in comparison to other clothing retailers. A visit to a Matalan store reveals the complete family range the store has on offer, there is something for everybody. On an average the store size is an approximate 30,000 sq. ft. per store, the product range is comprehensive combination of home ware, clothing line for men, women and children. Each clothing line has a further divide in range and styles – formal, informal, sporty, seasonal, modern basics to some very classical styling, other than having their own labels on display there are also other brands on offer – Wrangler, Flamer, Lee Cooper, Wonder bra and Wolsey, this gives the customers a more balanced profile to choose from. The head office provides immense functional support tall stores across UK – be it buying, merchandising, marketing, HRM,finance, operations or property management. To get a better understanding of what each store entails in terms of human resources, we have the following line up. Store Manager Deputy Manager Sales Manager Ladies wear Sales Manager Men swear Sales Manager Childrens wear Sales Manager Home ware Full and part time General Sales Assistants At the same time, there are flexible changes in the way roles might be managed in a store, in smaller stores the home ware and children ‘swear departments are overlooked and managed by a one sales manager instead of two which is a norm in bigger sized stores. Matalan prides itself on some very progressive practices in all departments; the management believes that what they have on offer for employees is a fast track progressive career path, which is completely matched with one’s personal ambitions to succeed. [www.matalan.co.uk] The pay framework at Matalan includes the following benefits and perks. Highly competitive Salary Bonus Scheme Discounted Share Save scheme Life assurance policy Private Health Care 10% discount at all stores Generous holiday entitlements [http://www.inretail.co.uk/pages/content.asp?PageID=311] The above is an insight into what Matalan Retail has to offer its employees and staff across the stores. There are problems with the current pay structure, some of the new recruits are paid with regards to market rates and this is not in sync with what is paid to the old recruits in similar roles. The local HR offices have been exercising autonomy in recruitment and salary structures, which might, create friction between employees, peers and draw inter store comparisons. There is no clear-cut strategy for assimilating information on employees, their satisfaction levels and ways to gauge their performance at work. All this and more in the long run can create some damaging effects to the organisations performance as a whole. The following report is to create an understanding and balance between problems, issues and executable solutions so that the company can align the employee/staff goals with the organisation objectives. Literature Review Michael Armstrong (2001), in his book, ‘New dimensions in pay management’ talks about new systems and processes in reward management and pay structures. It also talks in length about the factors, which need consideration when planning a new pay structure in an organisation. It also covers methods of developing; introducing and evaluating new pay structures. Organisations in towards era have to move at a fast pace while adjusting to the changes in the internal and external environment. These pressure make these organisations react indifferent manners, it could be delayering, project based, flexible or continuous. The emphasis is on continuous improvements in terms of performance management, reward management, personnel appraisal, quality control and customer service. The quality of human resources within an organisation is considered a significant advantage and differentiating factor. The focus should also be on business strategies and using systems like reward management and performance appraisal to bring about change in organisations. The reward concept is a focused effort of various forms of rewards, base pay, variable pay, benefits and non-financial rewards. The significance of pay revolves around motivational strategy, attracting and retaining employees in their job roles to build a more effective organisation. The non-financial rewards include more recognition, praise, and training options, responsibility and although more studies on organisational behaviour have revealed that it’s the non-financial rewards, which have more scope for retaining employees. It was in the year 1990 that Ed Bawler spoke about the limitations of using this approach, â€Å"The starting point for any reward system design process needs to be the strategic agenda of the organisation. Thus the first step in designing the reward system for an organisation is to focus on the individual and organisational behaviours that are needed in order for the organisation to be successful†. Bawler further enhanced and improvised on this belief to cover all organisations, â€Å"The business strategy, in particular, serves as a crucial guide in designing organisational systems because it specifies what the company wants to accomplish, how it wants to behave, and the kinds of performance and performance levels it must demonstrate to be effective†. [Michael Armstrong (2001), cap 1-15] Shaun Tyson and Alfred York (1989) in their books ‘Personnel Management’, talk about how most organisations design their pay and wage packages based on the hierarchy. Another big difference is that blue-collar jobs are usually at an hourly rate, the wages are paid weekly or monthly basis and the salary earners are the ones who are Gina middle or senior management position. The differences are not limited to the salary; they also extend to the additional perks and benefits, which are offered to the employees. The objectives of a policy towards making a payment could be described as to ‘remain competitive for labour whilst rewarding good performance and adopting a position on pay which is felt to be fair by all employees.’ [Shaun Tyson and Alfred York (1989), cap 210-211] The distinction that companies enjoy while treating different job roles with different salary structures is a matter of internal personnel philosophy. There are certain important criterions, which needs to be considered while planning a salary and wages structure – If the company wishes to afford large salaries and pay packets to employees then they are working with the strategy of getting maximum output and high standards of quality and work from the employees. The effort to keep the standards high has to be sustained through time. If the company wishes to offer other benefits and perks like travel allowance, car, mobile phones, laptops, inflation proof pension etc., the other way of doing this could be by giving the flexibility to the employee to decide what structure would be most appealing to him or her in terms of salary spend. Another option is to trade off these benefits against wages. The most important factor to be seen by organisations remains retaining employees. They need to understand what appeals to the employees, what motivated them to work harder and perform better. Employee retention is a big problem and a lot of organisations are trying to tackle this through financial perks, raising salaries and other perks. There are options like profit share benefits and bonus schemes which also need to be worked through the system. This does not call for direct employee participation and might not prove to be a great motivational tool. There are policies on variation of pay frameworks, what needs consideration from management and organisations is whether pay is the main incentive and motivational tool for employees. They also need to understand the kind of employee evaluation scheme, which needs to be adopted and run. The organisations which operate from more than one location need to understand the repercussions of giving more autonomy to its line managers in terms of drafting salary structure and pay frameworks. The other option would be to draft a company wide policy and run it across all departments and locations irrespective of size, force and structure. The last step would be the pay reviews and how often one needs to undergo one at a certain location. The evidence, which is needed to corroborate what, the employee is saying and how the performance has been in the past. [Shaun Tyson and Alfred York (1989), cap 210-215] In the same way when one needs to approach the way wages are offered to the resources, the basic flat rate is what is paid to the employee based on the amount of work he or she has put in a specific time frame.ased on this principle the employee can actually generate more income by completing more pieces of workloads and assignments. A differential piecework is what in other words means ‘time allowed ‘system of piecework, other than the amount of bonus one earns, which is further shared between the company and the employee. There are then small group incentive schemes as well as long-term large group incentive schemes. Given that this paper is about a large sized retail organisation, a long term large group scheme should be a more worthwhile option to discuss although one does need to consider the number of revolving labour one is faced with at retail outlets. The big difference between these schemes is that they have a long-term goal to achieve, apply through the whole organisation/factory structure and try and involve the employees in the organisation structure and future objectives. Given the large rotating base of employees at large retail outlets, we will consider the author’s views on small group incentive schemes. The advantages of these schemes are that they draw in the people and their tendency for bringing about a norm, which is acceptable and comfortable. This in turn leads to a team spirit, which does help while building a positive atmosphere at a store/outlet/organisation. In terms of paper work, these schemes are much easier to monitor and control. The cost savings in terms of money, manpower, effort is less considering the monitoring required, less inspection and savings onetime study periods. There are indirect workers who can also participate in these schemes, the workers, cleaners; store assistants can enjoy the same benefits and perks. There is a larger amount of flexibility and teamwork amongst the work force; the people themselves are keen to get rid of hurdles and bottlenecks in the work process to help provide better work environment. There are disadvantages to these schemes too; there might be impacts of group pressures on workers who are not as efficient as the others. The holidays and sickness leaves will easily upset the system; there would be a need to carve out special arrangements to tackle the holidays. Here could be problems with production, supply chain management that could in turn affect the performance of the employees. In retrospect this could create a substantial amount of disillusionment with the scheme. Coming back to the long-term schemes, there are many variations, which might apply to these. The Scan long plan (1947) was a suggestion plan as well as a collective incentive scheme. The suggestion scheme is what one comes across in a lot of production and manufacturing environments. The employees are asked to come up with suggestions on how to improve the efficiency levels and reduce time at work; these ideas are then enhanced and improvised by the management and the union. The bonus calculation in these cases is then based on the improvements shown in reducing the cost of good produced as well as improvements in the actual output, manpower per hour. Another set of work rules would be if there is a reduction in the sales revenue then the e employees would be deprived of a bonus irrespective of how hard they have worked. In long term view there is absolutely no motivational quality attached to this variation in pay structure. The other plan was introduced by Trucker(1955), which entailed the use of ‘productive value’ or added value. This was based on a collective bonus scheme. The value in this variation is the difference between the sales revenue and the cost of raw materials and supplies. This approach is very fragile with regards to the effects market forces might have on this scheme. The advantage of these long-term large group schemes is that it will provide the incentive for long-term earnings. The employee participation helps overcome the most frequently seen sentiment to them versus us. The level of involvement with the management and production base is stronger than in other cases. This helps build trust and stability. Here is more scope of a wider base of applications, which can be used in the business, and the working of the organisation. The value added schemes are being adjusted to the changing conditions the company might be undergoing. [Shaun Tyson and Alfred York (1989), cap 210-220] There is however disadvantages to this long term, large group schemes. If these are actually applied across the whole production line, it might dissolve the sentiment of teamwork. These schemes need to have some form of bonus for the employees else it will have no incentive for them to perform better or to increase productivity. The larger the number of employees covered through this scheme the less the percentage which goes to each employee, hence in the final turn of events it reduces the usefulness. Another question rather doubt which arises is whether the individuals see their own efforts helping towards the final cause and long term goals of the scheme and production value. Here is a list of variables which can cause damage to the production process – change in personnel, supervision, customer requirements, machinery, external environment changes. Michael H. Bottomed (1983), in his book, Personnel Management, talks about job satisfaction, motivational tools, compensation package sand benefits which are all integral factors affecting the performance of an organisation. The writer brings an interesting fact to the forefront; the compensation package for employees had grown more complex in the past years. A simple break down of the framework seems like a complex thing to do. It is now important to design frameworks, which suit the individual requirements and needs of the employees. Any organisation has to get the mix right for them to address issues like retention, attrition, motivation and performance. While designing the pay framework for an organisation, it is important to note the background of the corporation, individuals job roles and what they entail, individual pay systems and the after effects on the performance and reaction of the employees. The external factors, which affect the way organisations can design pay packages, is because of government taxation rules and pay restraints. A lot of writers have written on the total compensation package, perks and inducements. â€Å"Simon (1958) refers to inducements as payments made by the organisation to its participants in return for contributions. Thomason (1981) identifies a level of consideration necessary to attract labour. Lupton (1975) suggests that the rules of a pay system say how effort is to be related to reward.†[Michael H. Bottomed (1983), p 80 – 90] An interesting factor, which needs consideration, is the effect of compensation on behaviours. Two of these theories, which have surfaced, are those of expectancy and reinforcement. The critical component of the expectancy theory is the way people relate to compensation with the reward package offered as a result of providing a service. In an important study conducted by Schwa and Heneman (1975), this form of sentiment and perception was found strongest in workers with individual incentives schemes. The reinforcement model finds its origins in Skinner’s (1969) writings. The process defines and develops the patterns, which are experienced while pairing good behaviour with rewards and bad behaviour with punishment. The way this sort of conditioning takes place is through a learning process. The conditioning in this case is so deep and inherent that when an individual is faced with a similar situation, he/she reacts in similar manner as they have done before. [Michael H. Bottomed (1983),p 80 – 95] There are various types of payments and rewards, which can be introduced as part of the main structure. One the popular schemes are the bonus scheme, in effect the system of payments is through a bonus. There is a need to create a specific background before introducing this scheme; the management needs to be committed to the scheme. A big factor towards failure of most of these payment frameworks is the lack of ownership on part of the management. If the cost attached to the transition is not going their way, the management finds it easy to stop the process midway. The employees need to be part of any new scheme, which is in the offing; they need to know the implications, benefits, disadvantages and time frame needed for a successful introduction. The measures, which define productivity, are always a contentious issue and so the management and employees need to be on the same page. A feedback system needs to be in place through which all are informed of the progress made and how the employee stands in terms of rewards towards work input. Communication is essential while implementing any new system or process, the best route would be to discuss the progress, the ways the productivity can be increased and how can all gain the most. The work productivity measure is more or less decided based on the following methodologies – The job role of the employee and the time input needed to complete the job at a satisfactory level The actual physical production of goods/commodities and the time taken to do so The actual physical production of goods/commodities and the cost of production An additional value achieved or the cost of labour The cost of materials used for production, cost needed to get a production going Another way of sharing benefits is through the profit sharing scheme. Good example for this would be NatWest, which introduced this scheme. The staff does reach a point of identification and self-achievement when the results are grouped. The employees feel a greater sense of loyalty and commitment towards the job and the organisation. The performance is not in isolation and with regards to personal achievements; the employees also begin to see the bigger picture and what it means to have greater financial success. At the end all businesses are about profit, the biggest sense of achievement is to derive a balance between employee cost and the profitability. The three common ways to determine how much to pay in the profit sharing scheme are as follows – The amount of profits before tax The directors at their own discretion decide how much to pay the employees under this scheme The amount of profits accumulated after a certain limit has been reached Andrews (1975) talks about reasons, which are critical to the introduction of compensation and pay benefits. As mentioned before by many other writers, the employee base and staff are important resources, it is important for any business/organisation to retain and attract staff to meet the current and future objectives of the company. The staff at all times needs to feel that their efforts in the organisation are noticed and rewarded accordingly. There has to be encouragement and identification of interests, which match those of the employees with regards to reward management. The employees and staff need to be motivated and propelled to perform better and take on more responsibility during the course of their work. There is a need for asset criterion for differentiating between different job roles and titles, each one has its own set of complexities and leverage, this needs to be considered while preparing a compensation package. The company also needs to see some value in the amount of remuneration and rewards being given to the employee. All organisations need to have clear structure for career progression for all employees; they need to know what the future holds for them in the organisation hierarchy. All employees need to have some stability and ways to maintain their standard of living. [Michael H. Bottomed (1983), p 80 – 100] Clive Fletcher and Richard Williams (1992) in their book Performance appraisal and career development talk about appraisal schemes, equal opportunity employment, future challenges and opportunities in this sphere, persisting issues, maintenance and evaluation. The appraisal systems are an effective tool, which has helped a lot of organisations to collect information from the staff and employees about pays and promotions. An increase in the bonus scheme and other incentives, this was a motivating mechanism as well as a productivity enhancer. The management to further develop and plan the welfare of the personnel used the information collected. The appraisal system also acts as process line up for re visiting the initial recruitment decisions also place to decide the promotion schemes and incentives on offer. This can also be an effective communication channel, for introducing new training and development schemes for the personnel; the same can also be used for succession planning. There is an inherent change in the way managers think in current times, pay and rewards are important but appraisal systems will also show that family and time off work is as crucial, else there is bound to be high stress levels and chances of complete burn out. Gorier and Philpot (1978, p 2-5) in their paper point out the following, â€Å"Whilst managers are concerned about their careers, they are equally concerned about their home and family life. Numerous comments on the difficulties of finding time for family and leisure activities whilst coping with a demanding job indicate the potential for conflict between these two areas of their life†. The career concept has undergone an immense amount of change and managers are realising this while planning their internal performance management schemes. Work is no more in isolation, its involves the family and home life as well, else there will always be a carry overload syndrome from home to work and vice versa. An interesting quote in this direction of thought comes from Evans and Bartolome (1980, p7-10), â€Å"Professional life affects the quality of private life on a day to day basis. But the reverse is not true; private life only affects the quality of professional life in extreme situations. The effect of private life on professional life is through its influence on major career and life decisions†. Another issues which organisations now need to consider with stringent measures is that of equal employment opportunities. Equal opportunities could be based on gender, skills, nationality or religion among other factors. Organisations need to revisit their policies and regulations to ensure that they are not breeding grounds for lawsuits on various discriminatory grounds. A big reason why women have not moved too far with context to organisational skills is due to systematic barriers imposed by organisations, the attitude of the management and also partially due to their own behaviour and attitude towards career progression. If we consider the implications of the above issues with regards to retail stores like Matalan, there is a lot of temporary staff and permanent staff; a majority of the temporary staff comprise women. Organisations like Matalan need to consider the implications of treating the part timers and temporary employees as part of the larger picture, one that manages the day-to-day operations at the stores. These employees and staff need to be made part of an appraisal system too to ensure that there can be room for career development opportunities along with the full timers. Much of what has been said about women applies to members of different ethnic backgrounds and racial groups too. Their representation in management and as part of the professional roles is discriminatorily low. Although there have been steps taken to curb this partial reaction, there are still large gaps in the way these people have been treated by line managers. The performance appraisal training needs to consider the attitude and aptitude of these minority groups so that they can be pushed towards a better role when an opportunity arises. All the authors in the literature review have managed to cast important information regarding pay structures, motivation, career development, training and development, equal opportunity, discriminatory pay, appraisal systems to counter balance the changes organisations need to make in personnel management. This will help one understand better in terms of the changes Matalan needs to introduce to mitigate the problems they are currently facing. Methodology The Techniques used for data collection are both qualitative and quantitative. Qualitative research is exploratory; Quantitative research on the other hand involves statistical surveys to quantify factors previously exposed in qualitative research. Van Mane (1983, p9) defines qualitative techniques as ‘an array of interpretative techniques which seek to describe, decode, translate and otherwise comet terms with the meaning, not the frequency, of certain more or less naturally occurring phenomena in the social world’. The data collated for this paper has been primarily through desk research using the internet, online journals, books, reports and the Matalan website. Given the time frame and the confidentiality regarding information on the existing pay framework being used by the Matalan stores did not leave much room for secondary research. The data collated was ample to find out patterns in changes, which had taken place at the stores and the way the staff had reacted to them. It is also reflective of the management involvement and how prompt they are to react when a problem arises at the stores. The organisation culture also came in play while researching this paper, though there is autonomy in job roles, they need to curtail that freedom to ensure that uniform pay framework exists at all stores across job levels. Pay frameworks don’t need to be dictated only by the internal conditions prevailing in the organisation, the existing market structure would also have some bearing to what is being offered to the employees and staff. Some authors have validated the authenticity and importance of personal interviews even though it is a more time consuming tool for data collection. The importance of interviews is summarised by Burgess(1982, p 107): ‘the interview is the opportunity for the researcher to probe deeply to uncover new clues, open up new dimensions of a problem and to secure vivid, accurate inclusive accounts that are based on personal experience’. Jones (1985, p 45) comments that, ‘between these two extremes is an abyss of practice and therefore theory about the purpose and nature of the qualitative interview’. In her view the main reason for conducting qualitative interviews is to understand, ‘how individuals construct the reality of their situation formed from the complex personal framework of beliefs and values, which they developed over their lives in order to help explain and predict events in their world.’ Though due to time constraints and confidentiality factors, interviews were not possible, we have taken information from testimonials and case studies presented by employees at Matalan about the existing framework. Through the course of the research, there was some data collated from testimonials and case studies published on the Matalan corporate website. Though each shows Matalan in a very positive frame, there is no doubt that the company website wont carry information on grudges the employees and staff might have with the way the organisation operates, the management issues and the unsatisfactory pay frameworks. The grounded analysis by Glaser and Strauss (1967) provided major benefits while understanding how the data collected from the testimonials and information from desk research had been analysed. It needs feel and intuition, there is no logical sequence one needs to follow to decipher results, there is constant sifting through, comparison with what has been found, and eventually there are some patterns, themes and categories, which emerge giving way to concepts.[Smith Easter-by Mark, Thorpe Richard and Lowe Andy (2003), p 100 – 130] Data Collection and Findings A report into the Matalan Store Pay framework shows that there areissues and ample grounds for legal proceedings. The way the paystructure is as of now can be the cause for a potential equal pay claims or a sex discrimination pay. The management considers the progress more through the level of jobs instead of the level of responsibility. There is no clear strategy for internal recruitment at the moment. There are reasons for dissatisfied Pay Framework and Store Management of Matalan Retail Pay Framework and Store Management of Matalan Retail The following paper is a report about the introduction of an innovative pay framework at the Matalan stores. The company is relatively new in the market since its inception in the year 1985. Though the progress has been staggering and the company has moved forward while imbibing some of the best management practices seen in corporate history, there is a slack in the current pay structure practised at Matalan. Though they had a formal structure in the past, at the moment each store has its own recruitment policies and salary structures. Thesis causing problems within the human resource department at each store due to the discrepancy in maintaining similar levels of pay structure. The company would need to undergo change and create a new pay framework, which imbibes all the concepts of equal pay to avoid any legal proceedings in the future. At the same time the paper also takes into consideration factors, which are important while trying to create pay frameworks for organisations – motivation, communication channels, training and development, equal opportunities and similar non financial rewards which have proven to go a long way in improving performance at the work place. The report goes through a series of different headings which come together to weave a structure which best explains the problems, founding issues and a possible solution. Introduction Matalan is one of UK’s leading clothing and home furnishings retailer. The quality of clothes and home ware is relatively high with an affordable price tag. It was John Hargreaves who founded Matalan; he initially discovered the concept of out of town selling at lower prices in the US markets. The learning process was enough for him to know that this could turn out to be a very successful retail strategy in the Upmarket. The first Matalan store was opened in Preston in the year1985. By 1995, the company had made tremendous progress and had 50 stores to their credit across UK. The year 1997 was one with multiple changes in the business strategy and management practices, since the company was growing at a phenomenal pace; the head office was moved to Skelmersdale to be in a better position to oversee company growth and management issues. The success was reinstated in the market with company floatation in the year 1998, at the moment Matalan trades from 5 million square feet in over 170 stores. For the consumers the opportunity to shop at Matalan is very satisfying since they get unrivalled quality at unsurpassed prices. The strategy Matalan follows is to buy from the manufacturers and having out of town less costly stores, which enable them to pass on the cost benefit to the customers. Please refer appendix 2 for more information about Matalan’s positioning the UK market in comparison to other clothing retailers. A visit to a Matalan store reveals the complete family range the store has on offer, there is something for everybody. On an average the store size is an approximate 30,000 sq. ft. per store, the product range is comprehensive combination of home ware, clothing line for men, women and children. Each clothing line has a further divide in range and styles – formal, informal, sporty, seasonal, modern basics to some very classical styling, other than having their own labels on display there are also other brands on offer – Wrangler, Flamer, Lee Cooper, Wonder bra and Wolsey, this gives the customers a more balanced profile to choose from. The head office provides immense functional support tall stores across UK – be it buying, merchandising, marketing, HRM,finance, operations or property management. To get a better understanding of what each store entails in terms of human resources, we have the following line up. Store Manager Deputy Manager Sales Manager Ladies wear Sales Manager Men swear Sales Manager Childrens wear Sales Manager Home ware Full and part time General Sales Assistants At the same time, there are flexible changes in the way roles might be managed in a store, in smaller stores the home ware and children ‘swear departments are overlooked and managed by a one sales manager instead of two which is a norm in bigger sized stores. Matalan prides itself on some very progressive practices in all departments; the management believes that what they have on offer for employees is a fast track progressive career path, which is completely matched with one’s personal ambitions to succeed. [www.matalan.co.uk] The pay framework at Matalan includes the following benefits and perks. Highly competitive Salary Bonus Scheme Discounted Share Save scheme Life assurance policy Private Health Care 10% discount at all stores Generous holiday entitlements [http://www.inretail.co.uk/pages/content.asp?PageID=311] The above is an insight into what Matalan Retail has to offer its employees and staff across the stores. There are problems with the current pay structure, some of the new recruits are paid with regards to market rates and this is not in sync with what is paid to the old recruits in similar roles. The local HR offices have been exercising autonomy in recruitment and salary structures, which might, create friction between employees, peers and draw inter store comparisons. There is no clear-cut strategy for assimilating information on employees, their satisfaction levels and ways to gauge their performance at work. All this and more in the long run can create some damaging effects to the organisations performance as a whole. The following report is to create an understanding and balance between problems, issues and executable solutions so that the company can align the employee/staff goals with the organisation objectives. Literature Review Michael Armstrong (2001), in his book, ‘New dimensions in pay management’ talks about new systems and processes in reward management and pay structures. It also talks in length about the factors, which need consideration when planning a new pay structure in an organisation. It also covers methods of developing; introducing and evaluating new pay structures. Organisations in towards era have to move at a fast pace while adjusting to the changes in the internal and external environment. These pressure make these organisations react indifferent manners, it could be delayering, project based, flexible or continuous. The emphasis is on continuous improvements in terms of performance management, reward management, personnel appraisal, quality control and customer service. The quality of human resources within an organisation is considered a significant advantage and differentiating factor. The focus should also be on business strategies and using systems like reward management and performance appraisal to bring about change in organisations. The reward concept is a focused effort of various forms of rewards, base pay, variable pay, benefits and non-financial rewards. The significance of pay revolves around motivational strategy, attracting and retaining employees in their job roles to build a more effective organisation. The non-financial rewards include more recognition, praise, and training options, responsibility and although more studies on organisational behaviour have revealed that it’s the non-financial rewards, which have more scope for retaining employees. It was in the year 1990 that Ed Bawler spoke about the limitations of using this approach, â€Å"The starting point for any reward system design process needs to be the strategic agenda of the organisation. Thus the first step in designing the reward system for an organisation is to focus on the individual and organisational behaviours that are needed in order for the organisation to be successful†. Bawler further enhanced and improvised on this belief to cover all organisations, â€Å"The business strategy, in particular, serves as a crucial guide in designing organisational systems because it specifies what the company wants to accomplish, how it wants to behave, and the kinds of performance and performance levels it must demonstrate to be effective†. [Michael Armstrong (2001), cap 1-15] Shaun Tyson and Alfred York (1989) in their books ‘Personnel Management’, talk about how most organisations design their pay and wage packages based on the hierarchy. Another big difference is that blue-collar jobs are usually at an hourly rate, the wages are paid weekly or monthly basis and the salary earners are the ones who are Gina middle or senior management position. The differences are not limited to the salary; they also extend to the additional perks and benefits, which are offered to the employees. The objectives of a policy towards making a payment could be described as to ‘remain competitive for labour whilst rewarding good performance and adopting a position on pay which is felt to be fair by all employees.’ [Shaun Tyson and Alfred York (1989), cap 210-211] The distinction that companies enjoy while treating different job roles with different salary structures is a matter of internal personnel philosophy. There are certain important criterions, which needs to be considered while planning a salary and wages structure – If the company wishes to afford large salaries and pay packets to employees then they are working with the strategy of getting maximum output and high standards of quality and work from the employees. The effort to keep the standards high has to be sustained through time. If the company wishes to offer other benefits and perks like travel allowance, car, mobile phones, laptops, inflation proof pension etc., the other way of doing this could be by giving the flexibility to the employee to decide what structure would be most appealing to him or her in terms of salary spend. Another option is to trade off these benefits against wages. The most important factor to be seen by organisations remains retaining employees. They need to understand what appeals to the employees, what motivated them to work harder and perform better. Employee retention is a big problem and a lot of organisations are trying to tackle this through financial perks, raising salaries and other perks. There are options like profit share benefits and bonus schemes which also need to be worked through the system. This does not call for direct employee participation and might not prove to be a great motivational tool. There are policies on variation of pay frameworks, what needs consideration from management and organisations is whether pay is the main incentive and motivational tool for employees. They also need to understand the kind of employee evaluation scheme, which needs to be adopted and run. The organisations which operate from more than one location need to understand the repercussions of giving more autonomy to its line managers in terms of drafting salary structure and pay frameworks. The other option would be to draft a company wide policy and run it across all departments and locations irrespective of size, force and structure. The last step would be the pay reviews and how often one needs to undergo one at a certain location. The evidence, which is needed to corroborate what, the employee is saying and how the performance has been in the past. [Shaun Tyson and Alfred York (1989), cap 210-215] In the same way when one needs to approach the way wages are offered to the resources, the basic flat rate is what is paid to the employee based on the amount of work he or she has put in a specific time frame.ased on this principle the employee can actually generate more income by completing more pieces of workloads and assignments. A differential piecework is what in other words means ‘time allowed ‘system of piecework, other than the amount of bonus one earns, which is further shared between the company and the employee. There are then small group incentive schemes as well as long-term large group incentive schemes. Given that this paper is about a large sized retail organisation, a long term large group scheme should be a more worthwhile option to discuss although one does need to consider the number of revolving labour one is faced with at retail outlets. The big difference between these schemes is that they have a long-term goal to achieve, apply through the whole organisation/factory structure and try and involve the employees in the organisation structure and future objectives. Given the large rotating base of employees at large retail outlets, we will consider the author’s views on small group incentive schemes. The advantages of these schemes are that they draw in the people and their tendency for bringing about a norm, which is acceptable and comfortable. This in turn leads to a team spirit, which does help while building a positive atmosphere at a store/outlet/organisation. In terms of paper work, these schemes are much easier to monitor and control. The cost savings in terms of money, manpower, effort is less considering the monitoring required, less inspection and savings onetime study periods. There are indirect workers who can also participate in these schemes, the workers, cleaners; store assistants can enjoy the same benefits and perks. There is a larger amount of flexibility and teamwork amongst the work force; the people themselves are keen to get rid of hurdles and bottlenecks in the work process to help provide better work environment. There are disadvantages to these schemes too; there might be impacts of group pressures on workers who are not as efficient as the others. The holidays and sickness leaves will easily upset the system; there would be a need to carve out special arrangements to tackle the holidays. Here could be problems with production, supply chain management that could in turn affect the performance of the employees. In retrospect this could create a substantial amount of disillusionment with the scheme. Coming back to the long-term schemes, there are many variations, which might apply to these. The Scan long plan (1947) was a suggestion plan as well as a collective incentive scheme. The suggestion scheme is what one comes across in a lot of production and manufacturing environments. The employees are asked to come up with suggestions on how to improve the efficiency levels and reduce time at work; these ideas are then enhanced and improvised by the management and the union. The bonus calculation in these cases is then based on the improvements shown in reducing the cost of good produced as well as improvements in the actual output, manpower per hour. Another set of work rules would be if there is a reduction in the sales revenue then the e employees would be deprived of a bonus irrespective of how hard they have worked. In long term view there is absolutely no motivational quality attached to this variation in pay structure. The other plan was introduced by Trucker(1955), which entailed the use of ‘productive value’ or added value. This was based on a collective bonus scheme. The value in this variation is the difference between the sales revenue and the cost of raw materials and supplies. This approach is very fragile with regards to the effects market forces might have on this scheme. The advantage of these long-term large group schemes is that it will provide the incentive for long-term earnings. The employee participation helps overcome the most frequently seen sentiment to them versus us. The level of involvement with the management and production base is stronger than in other cases. This helps build trust and stability. Here is more scope of a wider base of applications, which can be used in the business, and the working of the organisation. The value added schemes are being adjusted to the changing conditions the company might be undergoing. [Shaun Tyson and Alfred York (1989), cap 210-220] There is however disadvantages to this long term, large group schemes. If these are actually applied across the whole production line, it might dissolve the sentiment of teamwork. These schemes need to have some form of bonus for the employees else it will have no incentive for them to perform better or to increase productivity. The larger the number of employees covered through this scheme the less the percentage which goes to each employee, hence in the final turn of events it reduces the usefulness. Another question rather doubt which arises is whether the individuals see their own efforts helping towards the final cause and long term goals of the scheme and production value. Here is a list of variables which can cause damage to the production process – change in personnel, supervision, customer requirements, machinery, external environment changes. Michael H. Bottomed (1983), in his book, Personnel Management, talks about job satisfaction, motivational tools, compensation package sand benefits which are all integral factors affecting the performance of an organisation. The writer brings an interesting fact to the forefront; the compensation package for employees had grown more complex in the past years. A simple break down of the framework seems like a complex thing to do. It is now important to design frameworks, which suit the individual requirements and needs of the employees. Any organisation has to get the mix right for them to address issues like retention, attrition, motivation and performance. While designing the pay framework for an organisation, it is important to note the background of the corporation, individuals job roles and what they entail, individual pay systems and the after effects on the performance and reaction of the employees. The external factors, which affect the way organisations can design pay packages, is because of government taxation rules and pay restraints. A lot of writers have written on the total compensation package, perks and inducements. â€Å"Simon (1958) refers to inducements as payments made by the organisation to its participants in return for contributions. Thomason (1981) identifies a level of consideration necessary to attract labour. Lupton (1975) suggests that the rules of a pay system say how effort is to be related to reward.†[Michael H. Bottomed (1983), p 80 – 90] An interesting factor, which needs consideration, is the effect of compensation on behaviours. Two of these theories, which have surfaced, are those of expectancy and reinforcement. The critical component of the expectancy theory is the way people relate to compensation with the reward package offered as a result of providing a service. In an important study conducted by Schwa and Heneman (1975), this form of sentiment and perception was found strongest in workers with individual incentives schemes. The reinforcement model finds its origins in Skinner’s (1969) writings. The process defines and develops the patterns, which are experienced while pairing good behaviour with rewards and bad behaviour with punishment. The way this sort of conditioning takes place is through a learning process. The conditioning in this case is so deep and inherent that when an individual is faced with a similar situation, he/she reacts in similar manner as they have done before. [Michael H. Bottomed (1983),p 80 – 95] There are various types of payments and rewards, which can be introduced as part of the main structure. One the popular schemes are the bonus scheme, in effect the system of payments is through a bonus. There is a need to create a specific background before introducing this scheme; the management needs to be committed to the scheme. A big factor towards failure of most of these payment frameworks is the lack of ownership on part of the management. If the cost attached to the transition is not going their way, the management finds it easy to stop the process midway. The employees need to be part of any new scheme, which is in the offing; they need to know the implications, benefits, disadvantages and time frame needed for a successful introduction. The measures, which define productivity, are always a contentious issue and so the management and employees need to be on the same page. A feedback system needs to be in place through which all are informed of the progress made and how the employee stands in terms of rewards towards work input. Communication is essential while implementing any new system or process, the best route would be to discuss the progress, the ways the productivity can be increased and how can all gain the most. The work productivity measure is more or less decided based on the following methodologies – The job role of the employee and the time input needed to complete the job at a satisfactory level The actual physical production of goods/commodities and the time taken to do so The actual physical production of goods/commodities and the cost of production An additional value achieved or the cost of labour The cost of materials used for production, cost needed to get a production going Another way of sharing benefits is through the profit sharing scheme. Good example for this would be NatWest, which introduced this scheme. The staff does reach a point of identification and self-achievement when the results are grouped. The employees feel a greater sense of loyalty and commitment towards the job and the organisation. The performance is not in isolation and with regards to personal achievements; the employees also begin to see the bigger picture and what it means to have greater financial success. At the end all businesses are about profit, the biggest sense of achievement is to derive a balance between employee cost and the profitability. The three common ways to determine how much to pay in the profit sharing scheme are as follows – The amount of profits before tax The directors at their own discretion decide how much to pay the employees under this scheme The amount of profits accumulated after a certain limit has been reached Andrews (1975) talks about reasons, which are critical to the introduction of compensation and pay benefits. As mentioned before by many other writers, the employee base and staff are important resources, it is important for any business/organisation to retain and attract staff to meet the current and future objectives of the company. The staff at all times needs to feel that their efforts in the organisation are noticed and rewarded accordingly. There has to be encouragement and identification of interests, which match those of the employees with regards to reward management. The employees and staff need to be motivated and propelled to perform better and take on more responsibility during the course of their work. There is a need for asset criterion for differentiating between different job roles and titles, each one has its own set of complexities and leverage, this needs to be considered while preparing a compensation package. The company also needs to see some value in the amount of remuneration and rewards being given to the employee. All organisations need to have clear structure for career progression for all employees; they need to know what the future holds for them in the organisation hierarchy. All employees need to have some stability and ways to maintain their standard of living. [Michael H. Bottomed (1983), p 80 – 100] Clive Fletcher and Richard Williams (1992) in their book Performance appraisal and career development talk about appraisal schemes, equal opportunity employment, future challenges and opportunities in this sphere, persisting issues, maintenance and evaluation. The appraisal systems are an effective tool, which has helped a lot of organisations to collect information from the staff and employees about pays and promotions. An increase in the bonus scheme and other incentives, this was a motivating mechanism as well as a productivity enhancer. The management to further develop and plan the welfare of the personnel used the information collected. The appraisal system also acts as process line up for re visiting the initial recruitment decisions also place to decide the promotion schemes and incentives on offer. This can also be an effective communication channel, for introducing new training and development schemes for the personnel; the same can also be used for succession planning. There is an inherent change in the way managers think in current times, pay and rewards are important but appraisal systems will also show that family and time off work is as crucial, else there is bound to be high stress levels and chances of complete burn out. Gorier and Philpot (1978, p 2-5) in their paper point out the following, â€Å"Whilst managers are concerned about their careers, they are equally concerned about their home and family life. Numerous comments on the difficulties of finding time for family and leisure activities whilst coping with a demanding job indicate the potential for conflict between these two areas of their life†. The career concept has undergone an immense amount of change and managers are realising this while planning their internal performance management schemes. Work is no more in isolation, its involves the family and home life as well, else there will always be a carry overload syndrome from home to work and vice versa. An interesting quote in this direction of thought comes from Evans and Bartolome (1980, p7-10), â€Å"Professional life affects the quality of private life on a day to day basis. But the reverse is not true; private life only affects the quality of professional life in extreme situations. The effect of private life on professional life is through its influence on major career and life decisions†. Another issues which organisations now need to consider with stringent measures is that of equal employment opportunities. Equal opportunities could be based on gender, skills, nationality or religion among other factors. Organisations need to revisit their policies and regulations to ensure that they are not breeding grounds for lawsuits on various discriminatory grounds. A big reason why women have not moved too far with context to organisational skills is due to systematic barriers imposed by organisations, the attitude of the management and also partially due to their own behaviour and attitude towards career progression. If we consider the implications of the above issues with regards to retail stores like Matalan, there is a lot of temporary staff and permanent staff; a majority of the temporary staff comprise women. Organisations like Matalan need to consider the implications of treating the part timers and temporary employees as part of the larger picture, one that manages the day-to-day operations at the stores. These employees and staff need to be made part of an appraisal system too to ensure that there can be room for career development opportunities along with the full timers. Much of what has been said about women applies to members of different ethnic backgrounds and racial groups too. Their representation in management and as part of the professional roles is discriminatorily low. Although there have been steps taken to curb this partial reaction, there are still large gaps in the way these people have been treated by line managers. The performance appraisal training needs to consider the attitude and aptitude of these minority groups so that they can be pushed towards a better role when an opportunity arises. All the authors in the literature review have managed to cast important information regarding pay structures, motivation, career development, training and development, equal opportunity, discriminatory pay, appraisal systems to counter balance the changes organisations need to make in personnel management. This will help one understand better in terms of the changes Matalan needs to introduce to mitigate the problems they are currently facing. Methodology The Techniques used for data collection are both qualitative and quantitative. Qualitative research is exploratory; Quantitative research on the other hand involves statistical surveys to quantify factors previously exposed in qualitative research. Van Mane (1983, p9) defines qualitative techniques as ‘an array of interpretative techniques which seek to describe, decode, translate and otherwise comet terms with the meaning, not the frequency, of certain more or less naturally occurring phenomena in the social world’. The data collated for this paper has been primarily through desk research using the internet, online journals, books, reports and the Matalan website. Given the time frame and the confidentiality regarding information on the existing pay framework being used by the Matalan stores did not leave much room for secondary research. The data collated was ample to find out patterns in changes, which had taken place at the stores and the way the staff had reacted to them. It is also reflective of the management involvement and how prompt they are to react when a problem arises at the stores. The organisation culture also came in play while researching this paper, though there is autonomy in job roles, they need to curtail that freedom to ensure that uniform pay framework exists at all stores across job levels. Pay frameworks don’t need to be dictated only by the internal conditions prevailing in the organisation, the existing market structure would also have some bearing to what is being offered to the employees and staff. Some authors have validated the authenticity and importance of personal interviews even though it is a more time consuming tool for data collection. The importance of interviews is summarised by Burgess(1982, p 107): ‘the interview is the opportunity for the researcher to probe deeply to uncover new clues, open up new dimensions of a problem and to secure vivid, accurate inclusive accounts that are based on personal experience’. Jones (1985, p 45) comments that, ‘between these two extremes is an abyss of practice and therefore theory about the purpose and nature of the qualitative interview’. In her view the main reason for conducting qualitative interviews is to understand, ‘how individuals construct the reality of their situation formed from the complex personal framework of beliefs and values, which they developed over their lives in order to help explain and predict events in their world.’ Though due to time constraints and confidentiality factors, interviews were not possible, we have taken information from testimonials and case studies presented by employees at Matalan about the existing framework. Through the course of the research, there was some data collated from testimonials and case studies published on the Matalan corporate website. Though each shows Matalan in a very positive frame, there is no doubt that the company website wont carry information on grudges the employees and staff might have with the way the organisation operates, the management issues and the unsatisfactory pay frameworks. The grounded analysis by Glaser and Strauss (1967) provided major benefits while understanding how the data collected from the testimonials and information from desk research had been analysed. It needs feel and intuition, there is no logical sequence one needs to follow to decipher results, there is constant sifting through, comparison with what has been found, and eventually there are some patterns, themes and categories, which emerge giving way to concepts.[Smith Easter-by Mark, Thorpe Richard and Lowe Andy (2003), p 100 – 130] Data Collection and Findings A report into the Matalan Store Pay framework shows that there areissues and ample grounds for legal proceedings. The way the paystructure is as of now can be the cause for a potential equal pay claims or a sex discrimination pay. The management considers the progress more through the level of jobs instead of the level of responsibility. There is no clear strategy for internal recruitment at the moment. There are reasons for dissatisfied