Wealth and Beauty Equals Popularity in Beverly Hills 90210 :: Media Argumentative Persuasive Argument

Wealth and Beauty Equals Popularity in Beverly Hills 90210 Every teenager who has attended high school can relate to the pressures that come from the desire to be popular. It’s normal for teens to feel the need to be in the â€Å"in crowd† and to fit in with the â€Å"beautiful people.† Television shows help contribute to this â€Å"need† to fit in. One such show, Beverly Hills 90210, is based on beautiful teenage characters, most of whom are wealthy and, coincidentally, popular. In today’s society there is a shared cultural belief that in order to be popular high school students must be wealthy and beautiful. The show both challenges and reinforces this cultural belief by offering characters like Kelly Taylor, who is a beautiful, California blonde who seems to lead an ideal life. She is one of the most popular girls at West Beverly High (partly because she was able to afford a nose job). Beautiful people such as Steve Sanders--a wealthy, snobbish womanizer--constantly surround her. A character who challenges this belief is Andrea Zuckerman, an intelligent, middle-class student who is more concerned about her grades than her appearance. And there are also the twins from Minnesota, Brenda and Brandon Walsh, who are not instantly popular; rather, they use their personalities (and their good looks), not their wealth, to fit in. On the outside Kelly, Steve, and even Brandon and Brenda seem to be happy because they are popular and because they lead fairly normal lives. But the well-seasoned viewer knows that these are just transparent beliefs. These beautiful teens do not lead perfect lives. The show has some cultural significance: seemingly superficial characters have complexities that are not obvious at a first glance. In fact, Kelly is ashamed of how she lost her virginity and the fact that her mother is an alcoholic. She is unexpectedly conscientious; she was concerned about her SAT scores. Kelly also proved to be a good friend to Brenda after she threw her a surprise going away party when the Walsh family was planning to move back to Minnesota. Kelly seems so self-absorbed on the outside but at the same time she is constantly trying to help her friends overcome obstacles. Steve also contributed to the going away party.

Nodody Won Essay

Abstract When the Arthur Andersen LLP/Enron scandal surfaced in 2001, there was much confusion as to whom committed what crime and how many employees were actually involved. After the facts and criminal charges were final, the sequence of events makes sense; the union of two companies, the rise of the participating executives, and finally the end of the money ride. The leaders of both companies used dishonesty to make an abundant amount of money and gain power status (Thomas 2002). Christopher Bergland said it best when he wrote, â€Å"Karma is a boomerang and the long-term shame and anxiety of cheating will ultimately negate the short-term gains of victory,† . This definitely held true for the employees who were disgraced at the conclusion of the legal proceedings; they may have had more money than they needed, but they ultimately lost in the end. The Beginning The joining between Arthur Andersen LLP and Enron was a marriage too good to be true . The relationship started in 1986 when Enron hired the accounting firm Arthur Andersen LLP to perform â€Å"creative accounting,† allowing the energy company to appear more powerful on paper than it really was . Enron Corporation started investing massive amounts of money in â€Å"Special Purpose Entities† to generate huge amounts of revenues. Special Purpose Entities are creative ways for companies to more efficiently raise debt, but they also make it tougher for investors to decipher a company’s actual debt exposure . Company Backgrounds Both companies were built on determination, dedication, and hard work. The founder, Arthur Andersen, who was orphaned at the age of 16, worked as a mailboy during the day and attended school at night. By the age of 23, he became the youngest CPA in Illinois. A mere five years later he started his own accounting firm . The same mind set Andersen possessed in his teen years carried over to his adult life. He realized the key to his business succeeding was by â€Å"†¦promoting integrity and sound audits†¦Ã¢â‚¬  . Enron was founded on the same characteristics plus a few others: pride, arrogance, and greed. Kenneth Lay wanted to have the largest money making company he could and succeeded by pushing for deregulation of the power industry. In 1985, Mr. Lay took advantage of the government’s decision to let gas prices fluctuate/float with the currents of the market. By doing this, Enron grew from 10 billion to 65 billion in assets in 16 years . Lay had visions of what he wanted Enron to be and then sold them to his staff. Hitting it Big In order for a new idea to be successful, a leader with self-assurance and confidence must be present. Mr. Lay found these qualities present in Jeffrey Skilling and hired him as a Chief Executive Officer. Skilling believed in the survival of the fittest. He had an opinion that money is the only incentive that motivated people and he created a competitive, ruthless, and cutthroat workplace. Skilling implemented the Performance Review Committee. Performance Review Committee, or PRC, is an employee evaluation system which graded workers from 1-5, 5 being the lowest and resulting in dismissal from the company. The Enron staff knew it better as â€Å"rank and yank† . One employee who was a trader was quoted saying, â€Å"†¦if I can get a $5 million bonus for stepping on someone’s toes, I’ll stomp on their throat†¦Ã¢â‚¬  . Both companies worked hard to build a reputation. Andersen expected all of his staff to be honest and always to put the client’s needs in front of their own agenda unless it involved falsifying documentations. Early in the company’s beginning, Mr. Andersen was faced with a moral decision concerning fabricating records for a client. Andersen, with his integrity intact, refused . The firm continued with the â€Å"think straight and talk straight† tradition after the death of Andersen and through the transition of promoted employee Leonard Spacek .With Spacek at the controls, the company continued to thrive while remaining committed to the regimented management style of the founder . Offices were opened throughout the United States, then ultimately around the world. At this point, the firm started consulting as well as offering audits. Under Spacek’s supervision, Arthur Andersen LLP became one the most prominent accounting firms labeling them as one of the â€Å"Big Five† . The company grew so immensely that Spacek had to turn down clients. Enron had the same growth spurt as Andersen. In a few short years, the company became the seventh largest corporation. It was touted as being led by the best and the brightest . Ken Lay, Cliff Baxter, Jeff Skilling, and Lou Pi were men who thought they were unstoppable. These ruthless leaders took huge risks in order to make money. They were failing miserably, but Ken Lay reported otherwise to the public. He said in news conferences that Enron was thriving and prospering because of his staff’s willingness to take risks. With the growing of both firms, it was evident that structural changes were needed. Structural Changes at Andersen The client load for Andersen was becoming too much for just one company. It was evident that balancing the commitment to auditing while adding a consulting practice was so much of a struggle that Arthur Andersen LLP decided to create another division within the company. In the mid-1980’s, the majority of Andersen’s revenues were being generated from the consulting fees, but were still being dispersed with the accounting side . This caused a strain between the two parties. The consultants felt since they were contributing more to the company their salaries should be increased. The only solution was to change the current organizational structure and create two divisions. Andersen Consulting along with Arthur Andersen LLP became subunits of Andersen Worldwide Organization . Spacek, like his predecessor, was a leader who liked to be seen by his staff, was well informed of business dealings, and continued to encourage honesty. Being decentralized allowed the decision-making to be made by the divisions, branches, departments, or subsidiaries . Both parts of Andersen Worldwide Organization could operate however they chose and make their own decisions, including which clients they took on. Ultimately, it was the accounting division that took on Enron. How the Two Companies Fit Enron officials knew that Andersen had made some questionable decisions in the past and were coming off of a quiet lawsuit that involved some â€Å"creative accounting† . Andersen fit the profile that Skilling knew he needed in order for his visions to work. With Andersen being divided up into two divisions, Spacek could not control what was happening in both sides of the firm. Lay, on the other hand, knew exactly what his executives were doing . Enron hired the accounting firm to make the energy company to appear more powerful on paper than it really was . Enron Corporation started investing massive amounts of money in â€Å"Special Purpose Entities† to generate huge amounts of revenues. Special Purpose Entities are creative ways for companies to more efficiently raise debt, but they also make it tougher for investors to decipher a company’s actual debt exposure . They were also using mark-to-market to book potential future profits regardless of actual money. Profits were whatever Enron said they were based on hypothetical future value or HFV. Mike Muckleroy, a former Enron executive, warned Mr. Lay of the risks associated with betting on the oil market, but Lay did not change any policies or procedures. In fact, he approved of the current behaviors. Lay sent out a memo to his executives saying to keep up the good work. As long as money was being made, he chose to ignore the dishonesty. The money ride came to a sudden halt in 2001. For approximately sixteen years, Arthur Andersen LLP would audit Enron’s financial statements. Not only would the accounting firm provide external audit services, but also handle the internal auditing processes as well. As Enron’s revenues dramatically increased year after year, the paperwork and audit information had to match accordingly. Enron needed Arthur Andersen’s employees to make the visual parallel happen and compensated them millions of dollars for their services. At one time, Arthur Andersen LLP had approximately one hundred people assigned distinctively to Enron. There had become such a significant amount of work that accounting offices were designated for the accounting employees and staff was transferred to Enron’s headquarters in Houston. Eventually, the responsibility of Enron’s Chicago and London locations were added to their caseloads making Enron one of Arthur Andersen LLP’s largest clients worldwide . Pump-n-Dump Top leaders in both firms were making an obscene amount of money. An anonymous tip was given to authorities about former President of Enron, Louis Borget. It was said he had taken over three million dollars of corporate funds and put it into his own account, and that was just the beginning. Enron reported a loss in the third quarter earnings at the same time as a reduction of stockholder equity. Former CEO Jeff Skiing, current CEO Kenneth Lay, and other executives started to sell large amounts of Enron stock as prices dropped from $90 to less than a dollar; this practice was called â€Å"pump-n-dump† . This scheme allowed top executives to push the stock prices up then cash in their multimillion dollar options. Lou Pi was the leader for Enron Energy Services at the time and after he sold his stock using this method, he made profited $250 million . Selling of this much stock gained attention of the U.S. Securities and Exchange Commission which led to an investigation. It was apparent that a divorce, a trial, and probably prison time was in the near future for Arthur Andersen LLP and Enron leaders who were involved. No matter what the outcome of the trial was going to be, the once impeccable Arthur Andersen and powerhouse Enron were doomed companies because the damage had already been done. Crumbling Companies Andersen’s company, once led by an honest, visible leader who was filled with integrity by making ethical choices was now being led by greedy, selfish executives who saw dollar signs instead of morals. Andersen’s reputation was ruined and finding clients was going to be next to impossible because of the publicity the scandal received. David Duncan who was responsible for the Enron audit, was fired by Arthur Andersen LLP for mass destruction of Enron documents and Enron relieved Arthur Andersen LLP of all accounting and auditing duties . Even though Arthur Andersen pled not guilty to the charges brought against them, the final decision of the courts was Arthur Andersen LLP was found guilty of obstruction of justice and received five years probation, had to pay a $500,000 fine, lost their license in the state of Texas, and ceased their auditing services. Resulting in a devastating loss of clientele and over 7,000 workers had to find new jobs . More people were affected by Enron’s outcome than that of Arthur Andersen’s. After the investigation, Enron filed bankruptcy, over 20,000 people lost jobs, many officials served a prison sentence, and shareholders lost tens of billions of dollars . As officials dug deeper into the scam, recovered documents and many of the testimonies revealed many banks were guilty as well. Bank employees detailed how the banks engineered fake transactions to keep billions of dollars of debt off Enron’s balance sheet and create the illusion of increasing earnings and operating cash flow . As a result, stricter accounting laws regarding audits were later passed by the SEC . Conclusion In this situation, having a leader who exhibits good judgment, morals, ethical conduct, and integrity can strengthen an alliance within a work place. When Arthur Andersen and Leonard Spacek were the supervisors, Arthur Andersen LLP was a major company with a flawless reputation that was completely shattered by a few employees who did not exemplify such characteristics as the former leaders. Arthur Andersen LLP split into two separate divisions, which I think was the correct move because the company was growing and the current staff could not handle the clientele load. In order for the split to work, though, both units needed supervisors like what the company was founded on; managers who could be trusted and held accountable. If I was a partner in Andersen and realized what was being committed, I would have tried to put an end to it. Maybe if someone had the gumption to stand up for what was right, many jobs could have been saved and investor’s money would not have been lost. Enron, on the other hand, was dishonest from the beginning and it was only a matter of time before the leaders were caught of wrong doings. Enron, in my opinion, was being led by the inspiring leaders with excellent leadership skills and work ethics; they just did not have the morals to go with it. Mr. Borget was the first to get caught; Ken Lay was aware of Borget’s actions, but ignored it because he was not incriminated or even suspected yet, but as history reveals, his time was coming . Finally several years later, Lay and his associates received their forthcoming. In the 2001 trial, Ken Lay was charged with 11 criminal acts. Jeff Skilling was sentenced to prison and to this day still claims he did nothing wrong, Cliff Baxter committed suicide before he was to appear in court, and Lou Pi lost 6 million in an insurance policy from the corporation, but never saw any jail time . Had Andersen Worldwide Organization declined on Enron’s business proposal, the accounting firm may have continued to grow and possibly dominate the number’s world. From my point of view, this scandal was a lose-lose situation to everybody involved, from entry level positions all the way up to Chief Executive Officers. Enron became a major power-house in sixteen years and only took 24 days to collapse and go bankrupt . A devastating ending to both firms; several criminal charges were filed against numerous employees, hearings were held, and the companies which were built on ambition and drive were destroyed and are no longer are in existence. In this case, nobody won. References Answers. (2012). Retrieved from Advantages and disadvantages of centralization and decentralization?: http://wiki.answers.com/Q/Advantages_and_disadvantages_of_centralization_and_decentralization BBC. (2003). The Enron Affair. Retrieved from BBC News: http://news.bbc.co.uk/1/hi/in_depth/business/2002/enron/ Bergland, C. (2012). Cheater’s Never Win. Psychology Today. Brickley, J., Smith, C. & Zimmerman, J. (2009). Managerial Economis and Organizational Architecture (5th Ed.). Boston, MA: McGraw-Hill Irwin. Byrne, T. (2002). Special- Purpose Entities Are Often A Clever Way to Raise Debt Levels. Retrieved from nyu.edu: http://pages.stern.nyu.edu/~adamodar/New_Home_Page/articles/specpurpentity.htm Findlaw. (2003). Indictment (US v. Arthur Andersen, LLP). Retrieved from News: http://news.findlaw.com/hdocs/docs/enron/usandersen030702ind.html FundingUniverse. (2005). Anderson History. Retrieved from FundingUniverse: http://www.fundinguniverse.com/company-histories/andersen-history/ Geller, R. (2002). Background of the Banks’ Role in the Enron Debacle. Retrieved from The Enron Fraud: http://www.enronfraud.com/ Gibney, A. (Director). (2004). Enron-Smartest Guys in the Room [Motion Picture]. Houston Chronicle. (2002, April 19). Hot Topic Anderson. Houston Chronicle. Investopedia. (2011). The Enron Collapse: A Look back. Retrieved from Investopedia: http://www.investopedia.com/financial-edge/1211/The-Enron-Collapse-A-Look-Back.aspx#axzz23riaPOrn NewsHour. (2002). Enron: After the Collapse. Retrieved from PBS: http://www.pbs.org/newshour/bb/business/enron/player6.html Thomas, W. (2002). The Rise and Fall of Enron. Retrieved from Journal of Accountancy: http://www.journalofaccountancy.com/Issues/2002/Apr/TheRiseAndFallOfEnron.htm Wikipedia. (2012). Arthur Anderson. Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Arthur_Andersen

Social Inequality - 1778 Words

Social inequality refers to a situation in which individual groups in a society do not have equal social status, social class, and social circle. Areas of social inequality include voting rights,freedom of speech and assembly, the extent of property rights and access to education, health care, quality housing, traveling, transportation, vacationing and other social goods and services. Apart from that it can also be seen in the quality of family and neighbourhood life, occupation, job satisfaction, and access to credit. If these economic divisions harden, they can lead to social inequality. The reasons for social inequality can vary, but are often broad and far reaching. Social inequalities exist between races, classes and countries. The†¦show more content†¦Women are underrepresented in political activities and decision making processes throughout most of the world. It is important to increase enrollment rates in school for girls and ensure they have safe, stable and good quality education. Women’s participation in work has been increasing globally, but women are faced with wage discrepancies and differences compared to what men earn. This is true globally even in the agricultural and rural sector in developed as well as developing countries. Structural impediments to women s ability to pursue and advance in their chosen professions often result in a phenomenon known as the glass ceiling, which refers to unseen - and often unacknowledged barriers that prevent minorities and women from rising to the upper rungs of the corporate ladder, regardless of thei r qualifications or achievements. This effect can be seen in the corporate and bureaucratic environments of many countries, lowering the chances of women to excel. It prevents women from succeeding and making the maximum use of their potential, which is at a cost for women as well as the society’s development. Ensuring that women s rights are protected and endorsed can promote a sense of belonging that motivates women to contribute to their society. Once able to work, women should be titled to the same job security and safe working environments as men. 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Big Data has gained massive importance in IT and Business...

Big Data has gained massive importance in IT and Business today. A report recently published state that use of big data by a retailer could increase its operating margin by more than 60 percent and it also states that US health care sector could make more than $300 billion profit with the use of big data. There are many other sectors that could profit largely by proper analysis and usage of big data. Although big data promises better margin’s, more revenue and improvised operations it also brings new challenges to the It infrastructure which is â€Å"extreme data management† .At the same time these companies should also need to look at workload automation and make sure it is robust enough to make to handle the needs that the big data is†¦show more content†¦We can combine these with existing enterprise data warehouse to create an integrated information supply chain which will be very effective. The goals of an information supply chain would be to utilize and integrate the many various raw source data that already exists in organizations, analyze this data and lastly to deliver the analytical results to business users. This information supply chain enable the data component called Smarter Computing. Supporting Extreme Workloads has always been a challenge faced by the computing industry. For example the business transaction processing systems have supported extreme transaction workload even since the beginning of data processing. With the advent of new business these organizations have employed custom and optimized transaction processing systems to handle application workloads that created boundaries which was beyond what could be handled by the generalized technologies. There are many examples for this these type of application like : 1. Airline reservation systems 2. Retail point-of-sale terminals 3. Bank ATM systems 4. Financial trading systems 5. 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Effect of Child Abuse in Our Society - 1405 Words

INTRODUCTION TO SOCIOLOGY EFFECT OF CHILD ABUSE IN OUR SOCIETY INTRODUCTION Child abuse is the physical, sexual, emotional abandonment and/or maltreatment of a child. Child abuse is a latent function of some families that is not intended but happens anyway. Child abuse is often seen differently, depending on various cultures, societies, and groups. We as a society cannot really understand the effect of â€Å"Child Abuse in Our Society† unless we have the grasp knowledge of what child abuse actually is. This paper will thus explain in detail, the causes of child abuse, as understanding the causes of abuse is crucial to addressing the problem of child abuse. This paper will also show the micro and macro†¦show more content†¦Psychological problems often manifest as high-risk behaviors. Depression and anxiety, for example, may make a person more likely to smoke, abuse alcohol or illicit drugs. (Child Welfare Information Gateway, 2008). The Macro effect of child abuse in our society and the cultural implications are in the greater capacity compare to the â€Å"micro† effects. Most of the criminal cases in America today have traces to the upbringing of the alleged criminal. Most convicted murderer has told the story of their child abuse experience which as a result, developed them into a non caring people. Child abuse gives the abused child a distorted view of the society, be it emotional, physical, or sexual. The abused child will grow disoriented and often unable to engage with the general population, also they suffer developmental skills resulting in various social problems in life, which in turn affects all of us one way or another such as, increase in crime rate, unrest due to various attacks in the society, addition to drugs in a attempt to hide from their problems. Although specific causes are not known, a significant body of research has identified several risk and protective factors. 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Minimum wage versus Earned Income Tax Credit Free Essays

Minimal pay versus Earned Income Tax Credit Abstraction Minimal pay can be defined as the smallest hourly pay rate that a staff member paid as authorized by federal jurisprudence. The pay rate was ab initio verified by corporate bargaining by authorities regulations and ordinance, saying the lowest rate at which workers may be employed. A legal minimal pay rate is one permitted by authorities for all staff members in a society, with little figure of freedoms. We will write a custom essay sample on Minimum wage versus Earned Income Tax Credit or any similar topic only for you Order Now In other words, lower limit pay is the least dollar sum that company must pay to non-exempt staff members per hr, as permitted by local, province or federal jurisprudence. Most of the companies pay to the workers by hourly rate or in some other manner like on committee footing. However, in any instance, the sum of dollar that qualified staff members earn, divided by the entire hours that they worked, must be tantamount to the current minimal pay rate. Earned income revenue enhancement recognition is a revenue enhancement recognition for employees gaining low incomes. Even employees whose incomes are so low to hold paid revenue enhancements can acquire earned income revenue enhancement recognition. The thought is to diminish the income revenue enhancement that for certain low-income tax-payers would otherwise be indebted. It is a refundable sum of recognition ; hence if the revenue enhancement that is outstanding is less than the sum of the recognition, the difference is paid to the taxpayer as a refund. To run into the standards for the earned income revenue enhancement recognition, a taxpayer must work and gain less than the authorities ‘s bound for registering position and household fortunes, convene a set of peculiar state of affairss, and register the needed IRS programs. Minimal pay versus Earned Income Tax Credit Minimal pay can be defined as the smallest hourly, day-to-day or monthly pay that employers may legitimately pay to employees or staff members. Systematically, it is the lowest pay at which employees may sell off their labor. Even though minimal pay regulations are in consequence in a great many governments, there are unsimilarities of sentiment about the net incomes, benefits and disadvantages of a minimal pay. The follower of the minimal pay say that is enhances or increases the populating criterion of employees and this will certainly cut down the per centum of poorness. Whereas, rivals say that if it is more than plenty to be effectual, it increases the ratio of unemployment, specifically among employees with really low productiveness because of rawness or disability, in that manner to aching lesser skilled workers to the benefit of better skilled workers. Minimal rewards were ab initio planned as a manner to form the detonation of perspiration stores in fabrication industries. The perspiration stores provide services to big population of adult females and immature workers, reimbursing them what were judged to be unsatisfactory rewards. Nowadays, lower limit pay Torahs cover up employees in most low-paid countries of employment. Even though, the aims of the minimal pay are loosely admitted as proper, there is great disagreement as to whether the minimal pay is much effective in accomplishing its aims. From the clip of their debut, lower limit pay Torahs have been highly controversial politically, and have received less aid and support from economic experts as compared to the general populace ( Neumark, A ; Wascher, 2008 ) . Earned income is a scientific and practical term defined by the United States revenue enhancement codification. The below mentioned are the chief beginnings for the earned income: – rewards, wages, tips, committees from outside beginnings and other nonexempt employee compensation – net incomes from self-employment – sum income received as a statutory employee – less population of disablement payments – non-taxable battle wages which an associate of the United States armed services opts to include entirely for the motivation of earned income revenue enhancement recognition computation. Earned income revenue enhancement recognition shortly known as EITC or EIC, is a refundable revenue enhancement recognition, it is agencies tested, and planned to back up low-income employees of staff members and equilibrate the load of United States paysheet revenue enhancements. In other words, it is a refundable federal income revenue enhancement recognition for little to sensible income working individuals and households. Initially, Congress granted the revenue enhancement recognition statute law in 1975 in portion to counterbalance the burden and load of societal security revenue enhancements and to offer an inducement to work. When earned income revenue enhancement recognition goes beyond the sum of outstanding revenue enhancements, the effects in a revenue enhancement refund to those who claim and measure up for the recognition. To run into the standards for earned income revenue enhancement recognition, you must hold earned income from employment, self-employment or any other resource and acquire together specific regulations and ordinances. Additionally, you must either run into the excess regulations for staff employees or workers without a measure uping kid or have a child that convenes all the Qualifying Child Rules for you ( Meyer, A ; Holtz-Eakin, 2002 ) . As, we have discussed about the basic debut of both footings, now, we can make up one’s mind which does more for households holding low incomes? Raising the minimal rewards or bettering the earned-income revenue enhancement recognition, a hard currency fillip to be paid to workers gaining low-incomes. – By raising the minimal pay to 47.25, approximately 18 % of the 12 million members of staff who were paid between the current minimal pay and $ 7.24 an hr rate were in households that had hard currency income under the federal poorness in 2004. All of the employees come under that pay scope, instead than they received the sum of $ 7.25 per hr, they would hold gotten about $ 11 billion in excess rewards in the same twelvemonth. About 15 % of those excess and extra rewards ( $ 1.6 billion ) would hold been received by employees in hapless households. – Making better the earned income revenue enhancement recognition ( EITC ) : It all depends on how accurately Congress altered the jurisprudence, surely, by increasing revenue enhancement credits for childless workers and by besides increasing the credits for households with three or more childs, would hold cost up to $ 2.4 billion in 2004, with employees in households under the poorness line having $ 1.4 billion of the same. The basic thought of both constructs is, households who received fewer sums would hold received a maximal revenue enhancement recognition, and those persons who earned more sums would hold received a smaller sum of revenue enhancement recognition. Families whose revenue enhancement recognition crosses the sum of revenue enhancement owed in world receive a cheque from the authorities for the difference. The earned income revenue enhancement recognition is fundamentally the same as a negative income revenue enhancement, excepting that the eligibility for the plan is restricted to the persons who work. Similar to the statement, both the negative income revenue enhancement and the minimal pay, the earned income revenue enhancement recognition topographic points extra income into the custodies of employees who worked at low rewards. However, unlike the lower limit pay, the earned income revenue enhancement recognition makes no inducement for employers to put off low-wage staff members ( F rank, A ; Bernanke, 2007 ) . Decision As we have clearly discussed about both subjects, lower limit pay and earned income revenue enhancement recognition. We believe that the minimal pay is merely the 2nd best option to the earned income revenue enhancement recognition and other displacement to the worker belongs to the hapless household. I believe that the traditional analysis of the lower limit pay has a reasonable sum and an person would truly hold a penchant to see more transportation payments to people, who are working and less attempts to carry through the same aim through regulative decree. Mentions Frank, Robert H. , A ; Bernanke, Ben S. ( 2007 ) .Principles of economic sciences. New Delhi, India: Tata McGraw Hill Publishing Company Limited. Neumark, David, A ; Wascher, William L. ( 2008 ) .Minimum rewards. Massachusetts, USA: Massachusetts Institute of Technology. Meyer, Bruce D. , A ; Holtz-Eakin, Douglas. ( 2002 ) .Making work wage: the earned income revenue enhancement recognition and its impact on America ‘s households. New York, USA: Russell Sage Foundation Publications. 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Maslow and Motivation Hierarchy Method (Sample Solution)

Question: Discuss about the Maslow and Motivation Hierarchy Method. Answer: Introduction Strategic Human Resource Management (Gobind 2014)is about sourcing, inducting, training and development, rewarding, and retention of employees for the benefit of the organization. It is a process of management of the complete lifecycle of the employee in the organization for the mutual benefit of both. The focus of this approach is human resources in the organization in context of the goals and strategies of the firm and the challenging nature of work due to fast paced changes in the environment. It also involves the alignment of other HR strategies (Bagga and Srivastava 2014) such as reward and recognition or performance management and determines how they can be integrated into the overall business strategy. It begins with the process of clearly defining the goals and objectives of the organization and then aligning the HR strategy with it. It ensures that the entire workforce of the organization integrates into strategic planning and that HR policies (Bagga and Srivastava 2014) are consistent across the work levels and departments and the same are universally accepted by all the employees and used by line managers in conduct of their daily duties. When HR becomes a partner in the business strategy rather than responsible only for legal compliance, payroll and compensation management it leads to organization success. Strategic Human Resource Management enhances organizational performance in both good and bad economic times. The evolution (Beer 2015) of Human Resource Management has been very interesting. In pre industrial revolution era the economy society was largely agrarian with very limited production and human capabilities, and the number of specialized crafts was limited within the village or community and exchange was through barter. The learning of the specialized crafts was passed down generations within the family and the communication channels (Deadrick and Stone 2014) also were under developed. Then came the period of Industrial Revolution (Beer 2015) (1750 to 1850) which transformed the economy from agrarian to industrial. This was the beginning of machine age and no of factories were set up in which large no of workers were employed. A personnel department was set up in the factory to look into the wages of the workers, maintenance of their records, and much very less importance was given to the welfare of the workers. The workers working in the industries or factories were usually exploited and ill- treated, made to work long hours, and provided fewer wages. The labor was always seen as a cost meant to be reduced while ensuring that the production was increased. There was a big communication gap between the management and the workers, and this led to a growing unrest in the labor community. The workers started to protest and form groups and notable fallout of these events was the growth of labor Unions (1790).This led to conflicts between the labor and management leading to strikes, lockouts, slowdown of work leading to loss of productivity etc. To deal with these issues the management and the personnel department had to be political and diplomatic and any agreement with the union was seen as a win only if it was in favor of the management. There was hardly any concept of employee satisfaction or motivation. This was therefore a loselose situation for both the employees as well as the organizations. Post the Industrial Revolution (Beer 2015) in 1850 the term Human Resource Management saw a major change and numerous experiments and studies were conducted during this period which changed the entire perspective of HRM. Frederick W. Taylor propounded the theory of scientific human resource management (Deadrick and Stone 2014) (1857 to 1911) and the focus of the same was primarily on training of the workers, maintaining parity of wages and improving the productivity of the workers. In a similar manner Hawthorne experiments conducted by Elton Mayo and Fritz Roethlisberger (1927 to 1940) spoke about better work satisfaction leading to better efficiency of the workers. Later, Douglas McGregor (1960) developed the Theory X and Y (Deadrick and Stone 2014) of motivation in which Theory X stressed on inherent dislike of work and to professed a system of reward and penalties coupled with strict supervision whereas Theory Y on the other hand spoke of internal motivation to work. At the same t ime Maslow spoke of Hierarchy of needs (Taormina and Gao 2013) (1954) and tried to explain the different needs of different types of people and considered employees as a valuable resource in variance to the earlier negative and passive approach to human capital management. As a result, human resource function gained importance and was considered a line function closely associated with core business operations, and most of the activities (J. Phillips and P. Phillips 2014) namely sourcing and recruitment, employee rewards and benefits, training and development, salaries linked to performance and performance appraisals played an important role in improving the performance of the organizations. Strategic Human Resource Management has evolved post-1990 and is assuming a major role in running of the organizations today. The focus of this approach is in the alignment of individuals goals and priorities with that of the corporate (Bagga and Srivastava 2014) and the importance of differentiation with respect to competition which results in a long term impact on the success (Arora 2016) of the corporate. Strategic Human Resource Management is, therefore, all about doing a SWOT (strengths, weaknesses, opportunities and threats) of the corporate. It analyses the opportunities and threats (Gobind 2014) that exist in the external environment of the corporate and looks internally to get a good understanding of the organizations strengths and weaknesses which forms the basis of formulating the strategic direction followed by implementation of the same and also evaluation of the progress so that the objective is met. It, therefore, believes in prioritization of resources (Wang and Shyu 2008) and all major decisions are taken in alignment with the objectives. It also optimizes resources and time taken correcting ad-hoc or wrong decisions and tries to harmonize individual behaviors into a total team effort. It creates a collaborative and cooperative team effort to innovate and tackle business opportunities and threats and brings in a degree of formality to the management of human capital and business (Jones and Martain 2013) and enables the organizations to deal travails of business in a far more disciplines and systematic fashion. During economic prosperity or when the business is expanding (Paauwe, Guest and Wright 2013) the SHRM approach gives an ability and flexibility to adapt quickly to the change of direction and align resources to participate in the growth. During the time of growth (Gerhards and Heinz 2017) when the business is expanding the organization must attract the right talent who are either from the same industry or a different industry with the relevant skill sets, therefore can be quickly trained and deployed to become productive. It could involve making changes in the compensation and benefits and offering a work environment that is better than the competition to ensure that business has resources to grow or grab market share from the competition. Companies must invest in training and development (Kramar 2013) of all employees during times of prosperity so that the employees stay relevant to the business now and in future and they also perceive a value addition to their skills. Assessing whe re the knowledge gap (Nolan 2010) is should be a key focus in a learning environment. The performance evaluation system (Arora 2016) helps assess the performance and potential of employees and also gaps in development which can then be used to fine tune learning and development programs and prepare them for the future (Sung and Choi 2013). This approach makes sure that the employees continue to receive training and development inputs (Kramar 2013) when the times are good which will result in more nimble and relevant workforce enabling them to change according to the changing economic climate. One has seen enumerable examples of this happening in Telecom sector across nations when an existing operator expands into a new market and tries to make a dent in the business of the incumbent operators in that market ex when Airtel entered the Africa market they were competing with existing players such as Globacom etc. While they deployed lot of trained resources from the parent to set up th e business but at the same time they either acquired local operators along with their workforce or recruited local talent to help understand the local markets. Therefore for the incumbents engaging and retaining these employees who are now trained and productive becomes a focus area whereas the new operator is looking for trained manpower. Similarly during the sudden changes in the business strategy or a downturn (Cook, MacKenzie and Forde 2016) SHRM again plays an important role in managing the change which could mean redeployment of excess manpower, out-placement of resources (Thomas 2009) or managing the attrition in a manner that it does not hurt the business in the short term. Making sure employees have been properly selected (Thomas 2009) for a reduction in force will reduce the risk of monetary loss to the business and manage the transition of employees into different responsibilities or other temporary roles. By making sure people are trained, the cost of unemployment (Sung and Choi 2013) will be less if they are ready to be employed elsewhere. Keeping HR involved in the conversations and abreast of changes in business strategy (Bagga and Srivastava 2014) will lower the risk of mismanaging downsizing. In fact, the role of SHRM is a far more critical in an economic downturn especially when the company is downsiz ing as retaining the good talent (Pardey 2007) becomes a bigger challenge. The HR team should be strong enough to have the experience and knowledge to manage the most expensive asset (J. Phillips and P. Phillips 2014) businesses have, its employees. Having the HR team involved (Gerhards and Heinz 2017) managing change during business downturns is critical to making sure employees are ready to face changes the future brings. The recent consolidation of telecom sector in India where in the last few years the number of players in each of the Telecom circles have come down from more than ten players to four or five operators. This has resulted in mergers and acquisitions, downsizing of operations, and loss of jobs in a highly competitive industry. It may be appropriate to conclude that the Human Resource Management as a function has progressively evolved through the years. While the personnel management was involved with rules and regulations of the employee welfare todays strategic human resource management considers employees as assets and extremely critical to bring profits to business. On the contrary organizations are far more open to recognize this change and willing to engage (J. Phillips and P. Phillips 2014) with employees to be part of these profits and also work actively in improving their skill sets as per the requirements of the current role or future needs of the organization. Those days are gone when training (Clifford and Thorpe 2007) used to be considered a cost as now it is considered as an investment which business cannot ignore. It has been rightly said that Organizations would rather spend on training and have trained employees who leave rather than having untrained employees who stay. So whether the econo mic conditions are good or adverse Strategic Human Resource Management is very critical for enhancing the performance or smooth functioning (Bagga and Srivastava 2014) of the business. The future growth in the area of human resource will be in harnessing the power of rapidly evolving technology (Deadrick and Stone 2014) for every aspect of workforce management, instead of limiting it to just maintaining payrolls, etc. In future the digitization of organizations (Zhang 2014) and the amount of data available to process and draw meaning from will bring a whole new meaning to this strategic approach to management of the human capital. The business world is changing very fast and the organizations are increasingly recognizing the fact that the employees are an asset rather than a cost (Hennessy and McCartney 2008); therefore, more and more companies are increasingly focusing on integration of the entire workforce with the business strategy along with the process of setting up a vision, mission, goals, and objectives of the Organization. The Strategic Human Resource Management (Bagga and Srivastava 2014) is a process of transformation of the entire human capital of the organization by aligning it with the stated business strategy of the firm with the intent of improving the performance. The Best Fit and Best Practice are the two types of approaches (Gobind 2014) to Strategic Human Resource Management. The Best Fit approach believes in the fact that the HR strategy is far more effective and efficient if it is synchronized to business environment (Hennessy and McCartney 2008) prevailing in the organization. Therefore it tries to ensure that the HR policies and practices are vertically integrated (Gilbert, De Winne and Sels 2015) into the business strategy. It also makes sure that the HR strategy is in line with the different lifecycle stage of the organization and ensures that the processes and culture (Patil and Kant 2012) of the organization are integrated with the same. This approach is more appealing to the HR practitioners as it increases their involvement in decision making (Phillips 2011) as the rejection of one size fits all approach (Hong 2009) gives them far more options to experiment with and bring in their individual flavor to the decision making process. There are three models (Boxall and Purcell 2016) namely the Lifecycle Model, Best fit and Competitive strategy model and Strategic Configuration model. The lifecycle model consists of four stages (Hennessy and McCartney 2008) very similar to product lifecycle namely Start-up, Growth, Maturity, and Decline and therefore the HR strategies for each of the stages are quite different. In the Start-up phase, the human resource management is more informal, and everyones involvement is expected to do everything to get the business started though some functional expertise is also required. In the growth phase the new employees are inducted, and the organization structure gets streamlined and becomes more formal and specialized. In this phase the focus is to hire functional experts, and people with can-do attitude as the organization is into a building phase and requires a lot of hard work, energy, and innovation. During this time policies and work practices are set up paving the way for culture building (Patil and Kant 2012) in the organization. In the maturity phase, the focus is on retention of employees, building their capabilities so tha t these resources give them the edge against the competition. The decline is the most difficult phase, as the company goes through a downturn, the profitability has to be maintained by cutting costs and the HR team is called upon to rationalize or downsize. In thebest fit and competitive model, the competitive strategy of the organization is defined say with the help of Porters five competitive strategies and also the best fit HR practices and policies and the expected employee behavior that goes well with them. In the case of say low- cost competitive scenario the job descriptions are clear and narrowly defined that encourage specialization and expertise. The appraisals are short term and result oriented, and there is a minimal focus on training and development with a close focus on market parity of salary levels for the same kind of jobs. The behavior expected from employees is repetitive and predictable with average concern for quality but a greater emphasis on volume, and usually, the activities performed are independent of the individual and more dependent on the machines. This kind of scenario prevails in job work and low-quality manufacturing set ups. The Strategic Configuration model (Hennessy and McCartney 2008) proposed by Delery and Doty (1996) talks of market type system or internal type system and tries to match it with the type of organizations proposed by Miles and Snow (1978) based on the rate at which they changed their products or markets namely Prospectors, Defenders, Analyzers, and Reactors. Similarly, Mintzberg (1979) classified organizations as Simple Structure, Machine Bureaucracy, Professional Bureaucracy, Divisionalized form, and Adhocracy. In the market type system, there is hardly any use of internal ladders or formal training or appraisals and tends to use external hiring. There is no job security and the roles are also not clearly defined whereas in the Internal type system there is greater emphasis on internal talent progression, formal training, and clear role definitions. In this approach, if there is alignment between the HR practices and organization strategy it would be highly beneficial. 'Best practice' approach, on the other hand, believes that certain 'best' human resource practices (Edmondson 2010) which are time tested and successfully proven would result in improvement in the organizational performance, improvement in employee attitude, lower attrition and absenteeism and better productivity. This model is also referred as high commitment model. The California Management Review listed Best Practices for competitive advantage (Edmondson 2010) namely selective hiring, pay for performance, employment security; self managed teams, extensive training, and sharing information. Another element of best-practice is horizontal integration of various policies and consistency between them. When we think of best practice, it implies approaches which are well researched and benchmarked. It assumes a one size fit all approach (Hong 2009) which is a tried and tested recipe for success and also an approach which is the better than the rest. The underlying objective of both the Best Fit and Best Practice approach is to achieve high performance; therefore, there is a lot of commonality between the two. Both focus on the organization strategy and what kinds of performance levels are expected from the employees (Ingham 2010) to achieve the same. Therefore both consider employees as assets and resources to achieve the objectives. Both have staffing and hiring strategies (Edmondson 2010) which include selective hiring, extensive training, and employment security, a structure that encourages employee participation and pay policies and rewards that are higher than other industry competitors. Above all both of them view HR as a link in supporting the organization strategy. On the other hand there are quite a few differences between the two approaches as well, and at a generic level, best fit is a contingency approach as it is based on the organizations objectives whereas best practice is a universal approach as it takes the standard best practices and applies the same universally. The Best Fit method is based on the fact that HR policies and practices should depend on the environment of the organization and its overall business strategy. The factors determining HR strategy (Edmondson 2010) is dependent on the organization size, geographic location, technology adopted, business strategy, industry type, labor market, management and economic conditions. Best practice is referred as a universal approach (Kuvaas and Dysvik 2010) as it documents the benefits of human resource management across all contexts. For the Best Fit approach, the organizational strategy is primary which is followed by the formulation of systems and practices achieve the goals however , in case of Best Practice a pre determined set of practices which are time tested and proven are set before the strategy is even decided. In the Best Practice model, the best practice is identified first, top level commitment is taken, then sold to internal stakeholders, implemented, measures for performance is fixed and then performance is rewarded. However, in 'Best Fit' model the external fit linked to the business strategy is identified and then linked to the HR strategy. To be more specific say for example in case of rewards and recognition (Ingham 2010) both approaches have a difference of opinion regarding the influence of pay in people of the employees. Best Fit system believes in pay as a motivator of human beings and works on the premise that employees perform better if they know that the effort will be rewarded. Therefore the Best Fit method believes in carrot and stick approach to motivation and financial aspect is a major consideration in rewards and recognition of emp loyees. The Best Practice approach on the other hand considers pay as a hygiene factor (Edmondson 2010) that prevents dissatisfaction and provides symbolic recognition that employees are valued. It believes that individual rewards destroys relationships and promotes a feeling of distrust amongst employees. Therefore this system promotes team incentives and recognition as a tool to motivate employees than pay for performance. In conclusion, the moot question is which one of the two approaches are better? It is clear from the arguments above that the every organizations need to define a unique strategy dependent on its operating market environment, resources, objectives, and the requirements of its stakeholders. It is therefore imperative for the organizations to manage its resources in a planned and coherent manner in line with its business strategy. On the other hand if we implement some of the best practices and focus our energy on benchmarking ourselves with our competitors within the industry then we are not really doing the best for our own organization neither we are using our energies properly. Benchmarking (Ingham 2010) does help determine what your accomplishments really are, and gives you a chance to exceed the best in the business. A great example from the Industry is of Motorola which was an early pioneer in benchmarking and one of its successes was to slash the time taken to close the books o f accounts from fourteen days to two day. On the other hand another great example of a potential downfall of benchmarking is when the leader tries to benchmark within the same industry illustrated by Southwest Airlines which tried to benchmark its refueling processes against other airlines and discovered it was already one of the leaders in the industry. They then benchmarked themselves with turnaround processes used during pit stops in Formula One racing and managed to reduce its refueling time to 12 minutes. So the question to ask is whether we should fit our organization to the Best Practice or should we consider a best fit approach that considers the unique organizations characteristics which can at the same time leverage the relevant aspects of Best Practice. The point to consider is whether we should compare our organization to others in the industry or we keep ahead of our competitors and strive for continuous improvement. The best thing for every organization to do would be design the HR programs as per its unique situation and this would involve evaluating the current programs or practices, fixing the desired future state, and considering the Best Practice that leads to the desired future state. Following the Best practices blindly may not be best option for the organization as each organization is unique however, drawing from the experience of the others in the industry and modifying it to suit ones situation may be the best alternative in the fast paced and changing times. Therefore follow a Best Fit approach while adapting the Best practices from the Industry as per the needs of the Organization. References Arora, Rajat. 2016. 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