Work Placement and Employees

Introduction Background of the study The term job placement is commonly used to refer to a type of work that is meant for those who have just completed their studies or are just about to complete. According to Reed (2008), this type of work is usually meant to give them experience on what to expect once they are employed. The type of job placement one gets into is supposed to match with their qualifications (Badke, 1004).Advertising We will write a custom proposal sample on Work Placement and Employees specifically for you for only $16.05 $11/page Learn More The young people who get into job placements while still in school get to experience the professional working environment. Although most of the times those on job placements are not paid, the experience they acquire is very helpful to them in many ways. However, in most places, they cater for expenses such as travel for the people on job placement. At the end of the period that one was on placement, a document to show how well the person was able to cope during the job placement is provided. During the period that a person is on placement, they have a chance to mingle with other people in that profession, therefore establishing lasting contacts that may enable them to get a job once they are through with the job placement (Babbie, 2010). Getting into some professions may also require one to go through a period of job placement, whereby even though one is supposed to be paid, they do not receive their salary. Professions such as TV related professions require one to go through some time of training before they can start receiving their salaries. This period can also be referred to as placement. Students at different levels go for placement at different times and the duration is also different. Those at the university level, for example, go for job placements after the first two years. They use the skills and knowledge gained during this period in a real world situation to solve the various problems that require these skills. These placements offer students with very vital insights which can help them to be prepared for what to expect in the job market. Some companies also opt to assimilate the people they get on placement, making it advantageous for the people in such positions. Statement of the problem In the contemporary world, the number of job opportunities is decreasing by the day because there are very many people clearing from colleges at any given time. In contrast to this, the number of people seeking these job opportunities keeps on increasing hence making most able and qualified people remain unemployed.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This situation has made many governments to seek ways of making these people busy by looking for alternative ways to help them. This is where the issue of work placements arose. Work placement is a prof essional method through which young people are assisted to find a job that matches their skills. In other words, job placements aim at making sure that the right individual secures the right job depending on his or her qualifications. In many instances, job placements are usually a voluntary kind of work although there are some organizations that offer wages to these people. According to Leigh (2010), work placements gives a chance to the young people to explore further about a certain career that they may wish to pursue in future. He has observed that most of these work placements offers a practical experience. In addition, he has claimed that young people have a chance to ask the other people who have been in this field for a long time questions touching on a career that they want to follow. Pulliam (2008) says that during work placement unemployed young people get information on labor market conditions, job requirements, possibilities to develop one’s career and the like d irectly from those in such careers for a long time. He has further stated that some of the distinguished chief executive officers in the world today are a product of work placement programs. Neugebauer (2009) argues that work placements should be made compulsory for all those seeking employment in the future. This is because the country wants to develop experts in all sectors of economy so that they can reduce the number of people working for the sake of making ends meet and not because of passion they have for that career. A number of countries have initiated this program of job placements to cater for the increased demand for job opportunities. However, little attention has been paid on what happens to these young people during and after work placement program (Ploeg, 2002). In addition, very few have ever bothered to ascertain the feelings of the employees and students under work placements. The big question that needs careful attention is whether these placements programs are of any benefit to the participants. As a result, this research seeks to ascertain what is the significance and relevance of work placements in enhancing academic success and future career prospects.Advertising We will write a custom proposal sample on Work Placement and Employees specifically for you for only $16.05 $11/page Learn More Aims and objectives of the study Aims and objectives General objective This research is generally concerned with finding out what is the significance and relevance of work placements in enhancing academic success and future career prospects. It is generally believed that work placements have a significant impact on the academic success and future career prospects of the participant. This research will seek to identify the ways in which work placements help improve the academic success of the participants. Besides, the research will try to find out the ways in which work placements affects or shapes the future career prospec ts of the participants. To achieve this objective, the research will focus on achieving some specific objectives that are listed below. Specific aims and objectives The specific objectives that this research seeks to achieve are as follows: To find out the meaning of work placements. To explore what led to the development of work placements To explore the most appropriate time for people to engage in work placements. To explore why work placements may not be suitable sometimes. To explore the difference of undertaking work placements in large and in small organizations. To explore the ways in which people find placements. To explore the credentials required for candidates to succeed in acquiring work placements. To explore the job related skills that work placements offer the participants. To explore ways in which work placements enhances academic success of the participants. To explore how work placements help participants identify their future careers. Research questions What a re work placements? What led to the development of work placements? What is the most appropriate time to engage in work placements? In the course of study of after study? What makes work placements not such a good idea sometimes? How does having work placements in large organization differ from having them in small organizations? How does one find placements? What are the credentials for joining work placements? What job related skills does placements equip participants with? How does work placements help enhance academic success? How do work placements help participants identify their future careers? Methodology: data collection strategy Introduction To gather information concerning the question of enquiry, a relevant group of participants will be identified. Two groups of people will be considered: that is, those already in work placements and current employees who have ever been engaged in work placements and those who have never participated in work placements. Then a sample of study will be selected from these two groups. These participants will be interviewed concerning their views about work placements and how work placements enhance academic success and future career prospects (Merriam, 2009). To obtain this information from the respondents, interview questions will be used (Fowler, 2002). The answers given by the respondents will be taken for analysis. Interview questions will be designed that will help answer the research questions. Qualitative and quantitative approaches According to Harrell (2009), using qualitative method is useful to a researcher because an individual is in a position to have a holistic view of events that he or she is researching on. Moreover, Pulliam (2008) has stated that qualitative method offers flexible ways of carrying out data collection, analysis and interpretation. He suggests that qualitative method allows the researcher to interact with the subjects in their terms. He says this is very useful because the researcher i s able to get first hand information.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Qualitative research is a method of enquiry that gathers in-depth understanding of how people behave and why they behave the way they do (Huberman, 1994). The method seeks to answer the question how and why people behave in a particular manner (Lindlof, 2011). To gather information in qualitative research, such methods as structured interview, observation, and analysis of documents and materials among other are used by the researcher. According to Alvesson (1996), the use of qualitative research is advantageous in the following ways: it is flexible to follow unexpected ideas during research and explore processes effectively and is also useful in studying social learning et cetera. According to Newman and Benz (1998), Quantitative research on the other hand, investigates social phenomena using statistical and mathematical models. The method tries to interpret empirical data using mathematical expressions. This method only applies to a particular case and does not generalize the pheno mena (Silverman, 2010). Every attempt to generalize will be regarded as hypothesis which is subject to prove. In this case, both techniques will be used. In the application of qualitative approach, the findings will be stated in qualitative terms (Axinn, 2006). For example, students who participate in work placements perform better in their exams that those that do not participate or participation in work placements equips the participants with the necessary skills in their future careers. The quantitative research will be investigating the mathematical relationship between participation in work placements and academic success and enhancement in future career prospects. Method used to collect data and reasons for its selection The methods selected for use in this study are interview and observation methods. Interview method: According to Neuman (2006), the interview method involves the researcher interacting with the respondents on one on one basis. According to Sapsford and Jupp (2 006, pg. 93), interview could either be telephone interview or face to face interview employing an interview schedule. In the case of face to face interview, a standard schedule is used for each respondent, in which the questions have the same wording and are asked in the same order. The ability of the interviewer to vary the wording of questions or the order in which they are asked is strictly limited (Kothari, 2008). According to Neuman (2006), for telephone interview, there is a variant on the face-to-face interview using a schedule but conducted on the telephone. This method is selected for this study because of its speed and comparative cheapness. Observation method: According to Kumar (2008, pg.78), the observation method is very important techniques of data collection in studies relating to behavioral sciences. The method implies the use of the use of the eyes rather than of the ears and the voice on scrutinizing collection behavior (Cohen, 2007). How methods answer the resea rch questions: the questions used in the interview are usually set to answer the research question. They will be aimed at helping the researcher gather information relevant to answering the research questions. The observation will also be guided by the research questions. The researcher will observe the behaviors of the employees and they work and point out the skills that could have been acquired via internship. Students will also be observed as they conduct their studies and difference be noted between those who have participated in work placements and those who have not. Issues confronted in accessing the population. First the challenge likely to face the researcher during data collection is to get participants that are willing to be interviewed. Secondly, some interview question may be very personal and the respondents may not be comfortable to answer them. Time may also be a constraint since the researcher will be working with the respondent’s convenience. Since most of the respondents work schedules are not easily predictable, the respondents may not show up when needed. Specific sites to be used: since there are different groups to be interviewed, the sites for the data collection will be different. First, students in higher education institutions will be the participants in the study. For observation to be carried out, the observer must be where the respondents are and observe them as they conduct their normal duties. Students will be observed while in their classes and their participation in learning noted. Employees will be observed as they do their work. Participants The whole population will consist of students in a specified institution of higher learning and employees in some selected sectors. The participants will be selected from these groups. The sampling frame will consist of 25 students in higher institutions and 25 current employees in the selected sectors. A sample will be selected from this sampling frame and used in the study. Imp act of researcher on the information collected The impact of the researcher on the data collected depends on the level of knowledge on data collection. This research is conducted by people with vast experience in research and data collection. However, care will be taken to ensure there is no biasness and that the researcher does not give his own opinion about the study. Since this topic of study is an area where most people have experience in, there is likelihood of the researcher distorting respondents’ information by including his own opinion (Cummings, 2005). Constraints in information collection According to Coghlan (2005), researchers encounter numerous problems in their work. He contends that some of the problems encountered are manmade while others are natural and therefore a researcher has to do that he can to overcome them. For this research, the process of information collection is likely to be affected by a number of factors, some of which are discussed in this sec tion. The first constraint is time. To collect information from all the specified respondents requires much time (Creswell, 2003). It is hard to predict the exact time that will taken to interview all the respondents. Time planning will therefore be a constraint. Secondly, selecting the questions that the respondents will answer comfortably is a challenge. Some questions may require the respondents to give personal information which they may not be comfortable to give. Data analysis strategy The data collected will be analyzed via discourse analysis approach where the responses given by the interviewees will be checked on the basis of the language used (Carpineto, 2004). The first response to be checked is the perception of the students and employees on the impact that engagement in work placements has on academic success and future job prospects. The language used in different points in response to this question will be analyzed (Laurel, 2003). The points will therefore be classifi ed as either strong or weaker point based on the language and the emphasis that the interviewees will attach to them. The strong point will mean that it has a significant influence on the teacher practices. The responses for all the interview questions will be checked and their strengths determined. A strong response will mean that the point has a significant influence of the teachers’ practices or performance. A weak point will mean that the point does not have a significant influence of the teacher’s practices. The quality of a point, as either strong or weak point, will depend on the emphasis that the interviewee will put on the point. Research schedule According to Sherri (2008), a research schedule is a guide that helps the researcher understands how to go about carrying out his or her research. That is, the researcher outlines the stages he or she wants to follow in the course of carrying out that specific research. Teddlie (2009) argues that lack of a research s chedule may result in the skipping of many important steps that would have made such a research a success. The research will take two months which will enable the researcher to collect the relevant information. Since it is hard to estimate the exact time to be used to interview all the respondents, two months is taken as the maximum time that it can take. The first week will be used to call and visit the respondents in order to book appointments with them. The second two weeks will be used to interview the respondents and making observations in their work places and schools. The fifth and sixth week will be set aside for more data collection from the respondents. This is because some respondents may not be available when booked for the interview. The last two weeks will be for compiling, analyzing, interpreting and presenting data. Conclusion Carrying out a research is very important because it helps in unearthing of some ideas and concepts that had not known prior to such a researc h. For instance the work placement has not had many people writing about it and therefore, it would be paramount if more people wrote on this topic. Work placement as observed is an idea that needs a lot of emphasis to be placed on because it is helping more people get exposure to the job market while still in school Reference List Alvesson, M., 1996. Leadership Studies: From Procedure and abstraction to reflexivity and situation. Leadership Quarterly, 7(4), 455-485 Axinn, W., 2006. Mixed method data collection strategies. Cambridge: Cambridge University Press. Babbie, E., 2010. The Practice of Social Research. Belmont: Cengage Learning. Badke, W., 2004.Research strategies: finding your way through the information fog. New Jersey: iUniverse, Inc. Carpineto,C., 2004. Concept data analysis: theory and applications. West Sussex: John Willey Sons, Ltd. Coghlan, D., 2005. Doing action research in your own organization. London: Sage Publications, Inc. Cohen, L. 2007. Research methods in education. Oxon: Routledge. Creswell, J., 2003. Research design: qualitative, quantitative, and mixed method approach. London: Sage Publications, Inc. Cummings, T., 2005. Research, Organization development change. Mason: Cengage Learning. Fowler, F., 2002. Survey research methods. London: Sage Publications, Inc. Harrell, M. 2009. Data collection methods: semi-structured interviews and focus groups. New York: RAND. Huberman, M. 1994. Qualitative data analysis. London: Sage Publications, Inc. Kothari, R., 2008.Research methodology: methods and techniques. New York: New Age International. Kumar, R., 2008. Methodology. New Delhi: APH Publishing Laurel B., 2003. Design research: methods and perspectives. Massachusetts: Massachusetts Institute of Technology Press. Leigh, S., 2010. Surviving Your Social Work Placement. New York: Palgrave Macmillan. Lindlof, T., 2011. Qualitative Communication Research Methods. London: Sage Publications, Inc. Merriam, S., 2009. Qualitative research: a guid e to design and implementation. New York: John Wiley and Sons. Neugebauer, J., 2009. Making the Most of Your Placement. London: Sage Publications, Inc. Neuman, W., 2006. Social research methods: Qualitative and quantitative approaches. Michigan: Pearson/Allyn and Bacon. Newman, I. Benz, C. R., 1998. Qualitative-quantitative research methodology: exploring the interactive. Carbondale, Illinois: SIU Press. Ploeg, M., 2002. Studies of welfare populations: data collection and research issues. Washington: National Academic Press. Pulliam, P., 2008. Data Collection: Planning for and Collecting All Types of Data. West Sussex: John Willey Sons, Ltd. Pulliam, P., 2008. Learning to work: students’ experiences during work placement. Melbourne: Melbourne University Press. Reed, T. F., 2008. No alms but opportunity: the Urban League the politics of racial  uplift, 1910-1950. California: UNC Press Books. Sapsford, R and Jupp, V., 2006. Collection and analysis. London: SAGE Silverman, D ., 2010. Doing Qualitative Research. London: Sage Publications, Inc. Sherri, L., 2008.Research methods: a modular approach. Belmont: Thomson Wadsworth. Teddlie, C., 2009. Foundations of mixed methods research: integrating quantitative and Qualitative Approaches in the Social Science and Behavioral Sciences. London: Sage Publications, Inc. This proposal on Work Placement and Employees was written and submitted by user Marshall Phelps to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Phoebus Apollos Partners, Progeny, and Family

Phoebus Apollo's Partners, Progeny, and Family Apollo  is the only principal god who has  the same name in Greek and  Roman  mythology.  He is portrayed as  a blend of physical superiority and moral virtue  and rules over a long list of objects and pursuits, ranging from  the  sun  and light, music and poetry, and healing and plagues to prophecy and knowledge, order and beauty, and archery and agriculture. He would seem to be busy, but he has had time to mate or attempt to mate with a long list of women and some men, siring many children along the way, mostly males. Apollos Women Marpessa: daughter of Euenos. Their offspring was Kleopatra, wife of Meleager, although her father may have been Idas.Chione: daughter of Daedalion. Their son was Philammon, sometimes said to be the son of Philonis.Koronis: daughter of AzanDaphne: daughter of GaiaArsinoe: daughter of Leukippos. Their son was Asklepios (Asclepius).Kassandra (Cassandra)Kyrene: Their son was AristaiosMelia: an Oceanid. Their child was Teneros.Eudne: daughter of Poseidon. Their son was Iamos.Thero: daughter of Phylas. Their child was ChaironPsamathe: daughter of Krotopos. Their son, Linos, was killed by dogs.Philonis: daughter of Deion. Their son, Philammon, was the first man to train choruses of young women, though sometimes his mother is given as Chione.Chrysothemis: Their child, Parthenos, was Apollos only daughter,  who became the constellation Virgo after an early death. Apollos Men Hyakinthos: attested in Ovid Met. 10.162-219Kyparissos: attested in Ovid Met. 10.106-42 The Ones Who Got Away Apollos most famous love was Daphne, a nymph who was vowed to Artemis, the goddess of the hunt and chastity, that she would remain eternally innocent. But Apollo fell for her and stalked her until Daphne could take it no more. She asked her father, the river god Peneus, to transform her into something else, and he made her a laurel tree. Apollo swore he would love her forever and from that day he has worn a laurel wreath as a token of his love. In an attempt to seduce the Trojan princess Cassandra, Apollo gave her  the gift of prophecy, but she eventually bailed out. Apollo  wasn’t allowed to recall his gift, but he found a way to spoil it: He took away her  powers of persuasion. So, even though her prophecies are always right, nobody believes her. More About Apollo The meaning of the name Apollo  is debated. Candidates for translations include  destroyer,† â€Å"redemptory,† â€Å"purifier,† â€Å"assembler,† and â€Å"stony.† Most scholars link his  name to the Greek word  apella,  meaning â€Å"a sheepfold† and suggesting that Apollo might originally have been merely a protector of flocks and herds instead of the many-faceted god he became. Apollo is the son of Zeus, the king of the Greek gods,  and Leto, one of Zeus many lovers.  She  incurred the wrath of Hera,  Zeus wife, who sent the dragon Python  after her rival. Apollo is considered the most perfectly developed male.  Beardless and athletically built, he is often depicted with the laurel crown on his head and either a bow and arrow or a lyre in his hands. Resources and Further Reading Gantz, Timothy. Early Greek Myth: A Guide to Literary and Artistic Sources. Johns Hopkins University, 1996.â€Å"Apollo, Greek God of the Sun and Light.† GreekMythology.com, 2019.

Essay Internal Controls in SAP

Essay Internal Controls in SAP Essay: Internal Controls in SAP Credit limit check (static) the credit exposure for the customer may not exceed the set limits for credit. The exposure of Credit is the aggregate value of all the items. Credit limit check (Dynamic) this checks all the value of the document based on the horizon period. To open the order value involves all the undelivered orders. The calculation of the value occurs on the date of shipping, and is kept in a data structure for a specified period of time. To define the credit check, a certain future horizon date is specified: it could be 10 days or two months depending on the specified periods. The credit limit check can be applied at any time within the service to offer information about the customer’s credit status. It can be accessed automatically and manually. The system is designed to check the planned costs without tax. Validity checks are the implementation guide in the individual financial statement data. They are assigned to particular groups. With validity checks, you can check individual statements immediately after input and individual companies can also be checked. The system as an application control detects when something goes wrong. It contains zip codes which it compares to cities and states. It is from this internal control that it obtains the information to detect incorrect entries and this is a validity check. With an active validation check, SAP SNC adapts to the order of work in these cases: when the customer alters the order of purchase to SAP SNC, or the user has saved the work order with altered or current (new) deliveries on the user interface. Batch number invalid- this validation check becomes relevant when the user decides to have the batches tracked and their usage in the work order collaboration. The supplier sends confirmations to SAP SNC through xml messages. You can pay for writing your essay at custom writing service. Just visit our website and fill in the order form!

Lithuania position on international security issue Assignment

Lithuania position on international security issue - Assignment Example A particular concern to the Lithuanian nation in terms of international security issues is the issue of war and terrorism. Through numerous armed conflicts and instability situations globally makes us reflect back on the main purpose of forming the United Nations (Shelton 18). The main purpose, which is to keep and maintain peace throughout the world. Lithuania, the United Nations member and a having a non-permanent seat on the Security Council, Lithuania is committed to this core objective and principle. Our common task, objective and guiding goal as a group of nations is to maintain and guarantee undivided security. We have to put our collective efforts towards stopping acts of terrorism and or war and to maintain peace be it in our country, our neighbor or any global nation (Berger 22). The following draft resolution for the issue regarding global terrorism and war and the efforts needed to be put forward, collectively as a group of nations in combating the vice and ensuring indiv idual safety and security. In January 2014, Lithuania took over the presidency of the Council’s Counterterrorism Committee and the relevant working group. This highlights the important issue of terrorism to the Lithuanian nation in promoting human security, promoting human rights and arms control and disarmament. With the danger of terrorist activities and war spreading globally, now is the right time to stop and reconsider the actions we ought to take in order to stop or put an end to the fighting. All terrorism should be stopped, be it in our homeland, neighboring nations, or in our regions. The nature of international security is dramatically altered, we are witnessing non-state actors, religious sycophants and rebellious criminal gangs terrorizing nations and threatening the safety and human rights of people. Terrorism has evolved dramatically to include the recent dangerous ISIS, which seeks a geographical annexation of

Management of Law Office Assignment Example | Topics and Well Written Essays - 750 words

Management of Law Office - Assignment Example There are several forms of business organizations that a person may venture into among them sole proprietorship, partnerships, limited liability partnerships, law corporations and group law practices.Each of these forms has their own specific differences, as well as, the features upon which each can be evaluated so as to suit the organizational needs of Ms Seow. In this paper, I seek to discuss in brief these forms and then select on one upon which I shall make a recommendation about and the justifications for the same. In a sole proprietorship, a person decides to operate on a particular business venture on their own. The main advantage with this form is that one gets the opportunity to manage and enjoy the profits/benefits from the business alone. However, the costs are enjoyed alone as well which may be detrimental. However, this form would not be essential for Ms Seow considering the nature and form of organization and clientele she serves (Roper, 2007.p.85). On the other hand, a partnership would be when she joins hands with another lawyer and pools resources and clientele base together. In such an arrangement, the benefit would arise from the fact there will be shared responsibility in terms of management and even sourcing of capital for the firm. This arrangement would appear essential considering the financial challenges faced by Ms Seow’s firm. Above all, there are joint deliberations in the making of decisions thus, ensuring their concreteness. However, this would not seem feasible as the same has not worked with the current partnership with Mr. How. Consequently, this form of business may prove unproductive taking into consideration the likely disagreements that may arise between the partners or even the fact that they will be subjected to unlimited or limited liability based on the nature of the partnership. Additionally, a partnership in spite of being flexible and allowing for sharing of losses will also involve the sharing of profits by th e partners. This seems to be the case of Ms Seow in which case the options to her appear as though she should part ways with Mr. How. In the case of a law corporation, the situation facing Ms Seow and her law firm may not prove fruitful. This is because law corporations are usually considered as large scale operational units. Usually, the institutional set-ups as, as well as the structural nature of such may not warrant the organisation run by Ms Seow to be classified as such. This is considering that Ms Seow for one has limited office space, limited number of staff, and above all limited, or inadequate capital to finance her firm’s operations. This is worsened by the ideal situation of the market in which due to the competition, the profits levels have decreased hence, lawyers are not able to make many earnings in the business. For instance, Mr. How, despite being specialised in conveyancing, the same poses a major challenge in the face of the stiff competition with most fir ms opting to charge lower fees (Nollkamper, 2013.p.205). In all these situations, the most feasible and achievable option for Ms Seow and her law firm that will also ensure the achievement of enhanced profitability would be to engage in a Group Law Practice. As the adage goes, ‘there is strength in numbers.’ As such, it would be beneficial for Ms Seow to enter into a Group Law Practice with other firms of similar sizes and enjoy the benefits of extended employees’ network. Group Law Practices are continuously providing effective strategies through which the demands in the ever evolving law demands can be met. As has been reasoned by most seasoned lawyers in private practice, the strength in the seasoned legal bench enables the firms to offer an extensive assortment of services to customers. This is so because group law practice will enable Ms Seow to build a team of sophisticated and dedicated lawyers with diverse knowledge on the benefits of the clients. Clearly , this seems to be much possible

Food Production: Using Lean Manufacturing Principles

Food Production: Using Lean Manufacturing Principles The main objective of the factories was to achieve high economic growth. The improvement in productivity has become need of food industry to take the competitive advantage of global market. The big problem or challenge to food industry is identifying the wastes and meet the market price by maintaining a good profit. The only solution is to reduce total production cost. Lean manufacturing is systematic approach to identify and eliminate the waste through continues improvements. This paper discusses how the production principles of lean manufacturing can be applied in food production to increased production efficiency and improvement productivity and quality. This paper first presents the lean concept and presents the implementation of lean manufacturing system on some organization. Three main factors that food production factories fear, poor and tacky quality, increase of production cost, increase in lead time. Production improvements should be based on the improvements of processes as well as operation. Problems can appear in any of the basic elements that constitute the production area. (Materials, workers, machines and tools, energy, methods, product). So I focus on lean manufacturing the program can help to improve in this area. Problem Statement Why and how companies should implement lean manufacturing in food production ? 1.3 Importance of the study The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 1.4 Research Questions When organizations implement lean manufacturing, it is more likely to make positive on food production? 1.5 Research Approach The data collected in this research was stemmed from previous published articles. And present a successful example from companies will be achieved good results after implement lean manufacturing program. The main target of this paper is to be applied as guideline to food production companies in Egypt. II. Literature Review: 2.1 History of Lean Manufacturing. Many of the concepts in LM or lean production originate from the Toyota Production System (TPS) and have been implemented progressively throughout Toyotas operations starting in the 1950s. In 1980s Toyota had increasingly become famous for the efficiency with which it had implemented Just-In-Time (JIT) manufacturing systems. Now, Toyota is often considered one of the most efficacious and influential manufacturing companies in the world and the company that put the standard for best practices in LM. LM has increasingly been applied by leading manufacturing companies throughout the world, lead by the major automobile manufactures and their equipment suppliers. Lean Manufacturing is becoming an increasingly significant topic for manufacturing companies in developed countries as they try to find procedure to compete more effectively versus competition from Asia. 2.2 Lean Manufacturing. Lean Manufacturing is a set of tools and methodologies that aims for the continuous elimination of all waste in the production process. The main benefits of this are lower production costs; increased output and minimum production lead times. Some of the goals include: Utilization of equipment and area Use equipment and manufacturing area more efficiently by eradicating bottlenecks and maximizing the rate of production though existing equipment, while reducing machine downtime. Defects and wastes Reduce defects and unnecessary physical wastage, including surplus use of raw material inputs, preventable defects, and costs associated with reprocessing defective items and dispensable product characteristics which are not required by customers. Flexibility Have the ability to produce a more elastic range of products with minimum changeover costs and changeover time. Labor productivity Improve labor productivity, both by reducing the inactive time of workers and ensuring that when workers are working, they are using their effort as productively as possible Output Insofar as reduced cycle times, increased labor productivity and removal of bottlenecks and machine downtime can be completed, companies can generally significantly increase output from their existing facilities. Inventory levels Minimize inventory levels at all steps of production, particularly works-in-progress between production steps. Lower inventories also mean lower working capital requirements. Cycle Times Reduce manufacturing lead times and production cycle times by reducing waiting times between processing stages, as well as process preparation times and product. Most of these benefits lead to lower unit production costs for example, more effective use of equipment and space leads to lower depreciation costs per unit produced, more effective use of labor results in lower labor costs per unit produced and lower defects lead to lower cost of goods sold. 2.3 The Five Lean Principles The critical beginning point when changing a traditional production line into a Lean process is the determination of value from the customers points of view, which is significant as the goal of the Lean process is a line where every activity adds a specified customer value to the product. Having identified the value of products, the second step is to identify and map the value stream in the production line. Value stream mapping refers to the mapping of a products route and is explained in more detail further. The third principle is the connection of value creating activities in a continuous flow process. Every dilemma or batch and queue process must be avoided to obtain an uninterrupted flow throughout the production. The ideal production Flow is drawn on a map, and existing procedures changed and equipment relocated to reflect this. The fourth principle is not to produce anything upstream unless it is needed downstream. The principle is in contrast to batch and queue procedures, as seen in mass production, and aims to reduce the amount of resources locked up in inventories. It implies that production must be just-in-time, both internally between processes and externally when delivering products to the End-user. The fifth principle is about pursuing perfection through a continuous improvement. This is not only about creating a product that the customer requires with a minimum of defects, but also includes the perfection of every action in connection with the production process. It involves all employees as they know procedures the most and are closest to make suggestions for improvement. The involvement of everyone in the continuous improvement is what makes Lean a philosophy improving working processes is integrated in job routines. (Womack Jones 2003; Bicheno 2004). 2.5 The kind of waste in food production: Overproduction Producing elements for which there are no client requirements. The Lean principle is to use a pull system, or producing goods just as clients order them. Service organizations operate this way by their very nature. Industrialization organizations, furthermore, have historically operated by a Push System, building products to stock, without firm customer orders. Anything produced beyond the customer demand (safety stocks, work-in-process inventories, etc.) ties up valuable labor and material resources and hence is a waste. Waiting Time during production (service) when no value is added to product (service). This includes waiting for material, information, equipment, tools, stock-outs, lot processing delays, equipment downtime, capacity bottlenecks, etc. The Lean principle is to use a just-in-time (JIT) system- not too soon, not too late. Transportation Unnecessary moving and handling of parts. This includes transporting work-in-process long distances, trucking to and from an off-site storage facility. Lean demands that the material be shipped directly from the vendor to the location in the assembly line where it will be used. Material should be delivered to its point of use. Over-Processing Unnecessary processing or procedures than necessary to meet customer demand. Common examples multiple inspecting. Statistical process control techniques can be used to eliminate or minimize the amount of inspection required. Value Stream Mapping is another lean tool that can be used for this purpose also. This tool is frequently used to help identify non-valued-added steps in the process (for both manufacturers and service organizations). Excess Inventory Excess raw material, or finished goods. Inventory beyond that needed to meet customer demands negatively impacts cash flow and uses valuable floor space. Defects Scrap, rework, replacement production, and inspection. Production defects and service errors waste resources in four ways. First, materials are consumed. Second, the labor used to produce the part (or provide the service) the first time cannot be recovered. Third, labor is required to rework the product (or redo the service). Fourth, labor is required to address any forthcoming customer complaints. Total Quality Management (TQM) is one of the lean tools that can be used to for reducing defects. Excess Motion Unnecessary motion of people or equipment that adds to value to product (service). This is caused by poor workflow, poor layout, housekeeping, and inconsistent or undocumented work methods. Value Stream Mapping is also used to identify this type of waste. Tools like 5S, comfortable workspace design can be used to eliminate this waste. Underutilized People Underutilization of mental, creative, and physical skills and abilities of employees of the organization. Some of the more common causes for this waste include organizational culture, inadequate hiring practices, poor or non-existent training, and high employee turnover. 2.6 The Policy to reduce the waste Policy to reduce waste consists of several systems 1- Reduced Set up Time It reduced the time required to adjust the machines to produce a different product. A long time in the control of the machine means the need to produce large quantities of the same product and thus prevents us from reducing the size of the order, which in turn prevents us from inventory reduction and prevents us from the production process of withdrawing. Permission must be reduced machine set time dramatically. 2- Small Lot size Which is the size of the order per batch per production? If the size of each run command (order) significant meaning that we will store a lot of semi-finished materials, which do not want to do because we want to reduce inventory in general 3- Reduced Work in Process An inventory of the materials or parts that have passed the initial stage of production and did not pass to the latter. Reduce inventory this is essential in the philosophy of the policy of reducing losses because of its impact on the coverage of production problems and because it is a money investor. 4- Policy pull Production it means that production on the basis of need for the next stage of production and not on the basis of a specific production plan. The first production engineering stage not only produces and need permission from the production stage next and so on until the end of the production line. There is stacked production between stages. This is also known as Kanban card or card. 5- Quality Control Circles It is a work teams of operators and technicians are studying and solving quality problems and operation and maintenance. These rings are necessary to study the problems and uprooted from their roots and to involve all levels of work in solving problems. Quality control loops is a continuous development of methods Continuous Improvement, which is one of the basics of the Toyota system. 6- Total Productive Maintenance They maintenance system leads to increased availability of equipment and reduce breakdowns. This system is necessary to be able to reduce inventory of semi-finished materials and the implementation of the policy to withdraw production. Must be reduced dramatically sudden failure to implement these policies. 7- Group Technology It is a method designed to manufacture similar products in one place to reduce the transport time and wait in what is known as the cell manufacturing Cells. This method helps to reduce transfer times material from one place to another and make each group of operators responsible for different stages of the production for the same product that they have a kind of full responsibility for the product. 8- Multi Task Employees Meaning that the worker trained to do several tasks instead of one task. This method gives the flexibility to change the functions of working when needed. Note that this system is designed to reach the speed of response to customer requirements and thus there must be flexibility in employment as well so that you can change the functions of Group according to the requirements of the market. This method has a lot to do with technology group, where can one player that is running several machines. 9- Production leveling: Toyota system is designed to reduce the variables and produce small amounts of each product every day, so there is no need to produce large quantities of a product in one day. Reduce the change helps us not to maintain a large stock and makes the production process is running smoothly and regularity without significant changes. 10- Just In Time Purchasing it means of access to raw materials and production supplies when you need them quickly. This procurement policy is needed to reduce inventory and production development and reduce defects in products. To reach that there is a lot of things are applied, such as reducing the number of suppliers and to cooperate with them and compel them specific things in the style of their work. 11- Maintain a work environment 5S: It means arrange and organize and clean workplace and work tools so that you have access to the tools and information is accessible, fast and the site is a good place to work and safe at the same time. This method is called 5S relative to the Japanese words that mean organize and arrange and clean workplace. 12- Total Quality Control: There is a correlation between policies to reduce waste and total quality management both supports the other. To reach to pull production policy has to be to reach high levels of quality. Therefore, Toyota and Japanese companies have applied TQM or total quality control of the most important has been applied is the technical checks parts produced by himself in the sense that the product is scanned during each stage production by the operators themselves. It is the powers of the workers off the production line in the event of a quality problem. 2.6.1 The Benefits of reducing the waste Improved performance indicators such as: à ¢Ã¢â€š ¬Ã‚ ¢ reduce losses to a great extent à ¢Ã¢â€š ¬Ã‚ ¢ high product quality (in terms of compliance with specifications) any low percentage of defective products à ¢Ã¢â€š ¬Ã‚ ¢ Reduced time progress (which is the time to meet manufacturing orders) à ¢Ã¢â€š ¬Ã‚ ¢ high inventory turnover rate à ¢Ã¢â€š ¬Ã‚ ¢ very high flexibility to change production from one product to another à ¢Ã¢â€š ¬Ã‚ ¢ lower the sudden failure of equipment à ¢Ã¢â€š ¬Ã‚ ¢ low additional cost Overhead cost à ¢Ã¢â€š ¬Ã‚ ¢ increase production capacity à ¢Ã¢â€š ¬Ã‚ ¢ high accuracy to meet the supply orders on time for supply à ¢Ã¢â€š ¬Ã‚ ¢ the speed of response to changing market à ¢Ã¢â€š ¬Ã‚ ¢ improvement of financial indicators in the long term, including the profitability à ¢Ã¢â€š ¬Ã‚ ¢ Improved morale of workers 2.7Quality in Lean Manufacturing 2.7.1. Reducing the Defect-Detection Time Gap The most important improvement that is made by a move from final inspections to successive checks to self checks is in the reduction of the time gap between creation of a defect and its detection. Figure 1 show how this time gap shrinks as one progresses towards self inspection Grinder Drill Lathe Mill Figure 1: the time lag includes all operations that happen In Figure 1, the time lag includes all operations that happen to the part after the defect Has been made and before the defect will be detected (more defective parts can be made During this time if the defect is due to a broken machine tool, improper machining method, Or other problems that do not create simply one isolated defect). Lathe Mill Figure 2: the time gap shrinks In Figure 2 the time gap shrinks to the length of time before the operator of the next Machine handles the part. In a job shop, this may be a significant quantity of time and if Parts are produced in batches; often the entire batch may have the same defect. However, In cellular manufacturing this time lag is small, since the queue is only one unit. Lathe Mill Figure 3: the time lag has shrunk down In Figure 3 the time lag has shrunk down to the amount of time that the operator spends On the given operation before he or she checks the part. Self-inspection produces visibility of the problem after the first defective part is made (if it is detectable). Catching defective parts prevents adding more value to parts that will be scrapped or reworked later. Clearly this reduction in time lag can lead to: quicker and easier detection of what the problem is that is causing the defect, reduction in wasted time in the form of value added to scrapped parts, and wasted time spent assembling a part that will have to be disassembled and then reassembled. Overall, quicker elimination of defect causing problems will result in a reduction of the number and cost of bad quality parts. 2.8 Productivity in lean manufacturing 2.8.1 Introduction The lean manufacturing focus on 20 keys I will present only key number 6 method improvement (Productivity) Figure 4 Relationship Diagram20 Keys 2.8.2 Definition Productivity is about how well resources are used. The other area of general consensus is that productivity is about the relation between output and input in any process producing goods or services. Productivity can be calculated as output divided by input P = O/I Where P = Productivity , O = Output and I = Input Output can be measured in different way tones, Kilograms or even output defined as standard minutes or hours 2.8.3 The components of productivity Productivity basically has two components: Efficiency Utilizations Utilization is about whether the resources available are actually used in producing the product or service. That is a machine might be available but if no product is scheduled to be produced then it is not utilized , or if product is scheduled to be produced for only 85% of the available time then utilization is 85% Efficiency . On the other hand, is about how well the resources are used while it is being utilized. The formula for productivity is then: Productivity = Efficiency X Utilization This formula can be expanded: Productivity = Output / Available hours, that is how much did we produce during the time that the resources were available Efficiency = Output / Hours worked, that is how much did we produce during the time that the resources were actually operating. Utilization = Hours worked / Hours available, that is for what percentage of time did we actually utilize the resources. 2.8.4 People. Plant- and process related issues impacting on productivity It is important to understand what issues typically impact on productivity as you can then look for the causes to why productivity is not at the level it should be. If productivity is not at the target level it can be explained in terms of the two components of efficiency and utilization that it can be either an efficiency loss or none utilizes time. This can be because of people, plant or process related issues. The following summary show typical examples of issues impaction on productivity. Efficiency loss: People Work method Work rate Effort ( motivation issues ) Skills Quality of work Plant / Process Speed ,idling ,minor stoppages Quality of product Non Utilized time People Plant / process Market demand Work rate Downtime Changeovers Table 2 issues impaction on productivity 2.8.5 Productivity Improvement an Integrated Approach Productivity improvement cannot be achieved by only implementing Kaizen operation. Figure 5 Productivity Improvement: An Integrated Approach Productivity increase and excellent quality can be achieved at the same time. 2.8.6 Implementing key 6 Implementing kaizen of operation requires the effective use of the CAPDo cycle. The CAPDo cycle is a simple management system for continuous improvement. One a plane for implementation has been drawn up, the actual training needs must be scheduled it is important to check regularly whether training targets have been met, and if not, the reason for this must be analyzed. Problem identified can then become actions for the next CAPDo cycle. Figure 6 CAPDo Cycle Check Company and every department against the map. Benchmark the company using key 6 map Check current productivity performance Analyze Identify process for improvement. The benchmark score. Productivity performance to identify priority processes to focus on. Plan Use the five steps methodology for process improvement. Put goals for all process Use the five steps methodology for process improvement. Plan the improvement using 20 keys plan. Do Implementing the plan Regular feedback from goals on progress Implement the plan for achieving the target. Check Restart the cycle through Reviewing the results of the plan on monthly basis Reviewing key progress with the map at least every six months Update skills matrix Continue Cycle of CAPDo improvement and celebrate success. 2.9 Actual Cases 2.9.1 Meal production in Glostrup Hospitals main kitchen, Denmark. The main hypothesis of this paper is that where any implement LM it is more likely to make positive on food production so I present lean principles can applied in meal production to increase the efficiency without reducing the quality of meal prepared. All lean principles and tools may not be equally applicable in food production, but it is important to consider this aspect when discussing the implementation of lean in meal production. Glostrup Hospital is situated in the greater Copenhagen area in Denmark. The central Kitchen is situated inside the Hospital grounds in a separate building, and every day, meals for approximately 1000 patients are produced and distributed from the kitchen. In 2005, the hospitals management took the decision that all services should be Lean, and to cut the costs of meal production, the kitchen was forced to replace cook-serve with cook-chill production and reduce the number of foodservice employees from 71 to 54. This brought about a need to review and optimize the production procedures to maintain both output quantity and quality. The change of production system to cook-chill also had an impact on the end-product quality as recipes and production procedures needed adjustments. Therefore, the systematic evaluation and improvement of product quality was given a high priority in the kitchen. The internal working environment in the kitchen was important to the manager as she insisted on maintaining this as a high priority during and after the rationalization process, and that increased efficiency of production processes was obtained by the optimization of procedures and not by making the staff work faster. Because of these reservations, the implementation of Lean was expected to result in both increased efficiency of processes and improved product quality while ensuring a pleasant working environment for the remaining employees. The implementation of Lean in the kitchen began shortly after the change to cook-chill processing and befo re procedures became routine. The kitchen produces most components of the meals themselves including breads, soups and processed vegetables. Previously with cook-serve production, there were separate production lines for hot meal components, vegetables, baked products, desserts and cold products for these meals, all items were prepared, processed and kept warm until service. Initially, when changing to cook-chill production, the separation of production according to meal was maintained with processed meal components being assembled into meals, packed and stored for up to 3 days before final distribution to hospital wards. The packaging was standardised in two, five or seven portions per pack, and the wards received the portion sizes equal to or the closest number above their actual orders. This practice of standardizing packaging was accepted by the management as a pragmatic practice of cook-chill production. The implementation of cook-chill production procedures called for a system atic evaluation of product quality. A graph on display in the production facility showing the daily number of comments on food quality was chosen as an expression of customer satisfaction with product quality. The number of complaints for each meal component, based on feedback received from wards and patients, was totaled and each day marked on the chart. This procedure was chosen as a way to ensure communication of customer product satisfaction to all employees. An internal quality control system was developed to reflect the need for adjusting recipes to improve meal quality after the change from cook serve to cook-chill production. It consisted of a three-color gradation of product acceptability where red refers to not acceptable; yellow, acceptable; and green, good. The testing of product quality was performed internally in the kitchen, and the products had to obtain a yellow to pass. This system was developed to visualize the progress of adjusting existing procedures to cook-chi ll production. As a result of the implementation the hospital realized some quick financial wins. Revenue increased 19%, eliminate wastes meals from 10% to 5% (England al.2009). 2.9.2 Implementing 20 keys in modern bakeries company (Rich Bake), Egypt. In 2008 modern bakeries company management took the decision that some production process should be lean. The company decided implement 10 keys from 20 keys Key1 cleaning organizing to make work easy. Key 2 Rationalizing the system / goal Alignment. Key 3 Small Group Activities. Key 5 Quick Changeover Technology. Key 6 Kaizen of operation. Key 9 Maintaining Machines Equipment. Key 10 Workplace Discipline. Key 11 Quality Assurance. Key 15 Skill Versatility and cross Training. Key 19 Conserving Energy and Materials. Table 3 present the 20key, s evaluation before and after implementing lean on modern bakeries company through 2 years. Key Base Line Level 2008 2010 1 1.8 2 2 1.5 2 3 0.8 1.2 5 1.5 1.8 6 1.5 1.8 9 1 1.3 10 1.5 2.3 11 2 2.5 15 1.5 1.7 19 1.5 1.5 Table 3: 20 keys evaluation Eliminate wastes from 3% to 1.8%. Increase productivity from 16KG Man / Hour to 18.5 Kg Man /Hour. 2.12 The enormous obstacles for food production in terms of adopting LM approaches to improvement. There is some problems face the food production companies to implementing lean manufacturing, generally as follows. Lack of a clear vision of the future Lack of patience and follow. Lack of persistent and challenge in leadership. Failure to link the processes in key 6 kaizen operation with normal work. Failure to perceive that lean is a viable strategy to help achieve competitive advantage. Lack of constant visibility by management. Failure of management to take a whole systems view of business and to see the connections between all processes. Persistent focus only on demanding results without a balance focus improving the processes that achieve the results. III- Research Methodology 3.1 Research Objectives The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 3.2 Conceptual Framework Figure 7: LM Conceptual Framework 3.3 Research Question and Hypotheses 3.3.1 Research Questions Why and how companies should implement lean manufacturing in food production? 3.3.2 Research Hypotheses When organizations implement lean manufacturing, it is more likely to make positive on food production? 3.3.3 Independent Cost reduction, waste rate, revenue gains 3.3.4 Dependent Return on investment, profit in organization. IV Conclusion and Recommendation Conclusion Through the study found that there is a potential for the application of lean manufacturing system in food production and that explained by viewing experience hospital central kitchen in Denmark and experience modern bakeries company in Egypt, where the application of lean manufacturing system to gain increased efficiency ,quality, and productivity through the application of tools for lean manufacturing . . Easy to implementing lean manufacturing in big company that have systems for examples ISO9001, 2200, HACCP Easy to implementing lean manufacturing in small company but focus only 3 or 4 principles in the first stage . 4.2 Recommen

Management Is an Integral Part of the Work of Everyone

Human resource management is an integral part of the work of everyone in a managerial post and therefore line managers are the key drivers of Human Resource Management practices and systems BMAM702: HUMAN RESOURCE MANAGEMENT Executive Summary HRM may have many good thing to offer and line manager and perform many of it’s duties. Some line manager thing they are doing lot of HR duties and they are don’t mind doing it. However, other agrees that they don’t have enough knowledge and experience to carry put some of the action. Also they see these actions as waste of their time.Table of Content Introduction1 Who is line manager? 1 The role of line managers in implementing HR processes2 Relationship between HR and the line2 Devolving responsibility down the line2 Impact of line manager behaviour3 Managing line managers4 Recommendation:5 Conclusion5 Reference5 Introduction This report will look at the how HRM can be incorporated to HRM. The involvement of line manager i n HRM has been noted in literature from early 80’s. this report will try to show the role of line manager in implementing the role of HR and possible obstacle they may face due to this.Who is line manager? Front Line manager usually promoted from normal employees. As a result, they are experienced and know the general employee well, while they may not have any formal management education. CIPD have given a typical role of a front line manager, which may include the followings: * Day-to-day people management * Managing operational costs * Providing technical expertise * Organisation of work allocation and rotas * Monitoring work processes * Checking quality * Dealing with customers/clients Measuring operational performance. Increasingly, line managers are taking new responsibilities such as undertake performance appraisals, handle disciplinary activity also provide coaching and guidance. Moreover, in many companies line manager carry out responsibility such as recruitment and selection along side with HR. To answer the question why line managers are important? Sisson (1994, pp. 7-8) have given four principles of HRM, which includes beliefs and assumptions, managerial role, organisation design and personal policy.Sisson also defines the role of top-manager, where it was stated that top-managers should establish organisation’s mission and values, and shearing their future vision and success with other employee and provide transformational leadership. Where as when describing the role of middle manager Sisson states that they should be able to â€Å"inspire, encourage, enable and facilitate change by harnessing commitment and co-operation of (the organization’s) employees; they also see the development of employees as a primary role† (Sisson, 1994, p. 8).Hence, it can be said that Sisson trying to say every layers of management has important part to play in implementing the HRM approach in an organisation. The role of line managers in i mplementing HR processes Relationship between HR and the line Research has shown front line managers play more central role in implementing people management policies, because they have influence in employee’s attitude and behaviours. Which, in turn affects the performance of an organisation (Hutchinson and Purcell, 2003). Although line manager have some input in this area but many HR directors have shown concern about the ffectiveness of line manager in implementing people management policies (Hutchinso, 2008). When a line manager was asked about their role â€Å"one manager interviewed remarked ‘you are the piggy in the middle’ – on the one hand expected to be the voice of management and yet on the other the champion of the team’s interests† (Hutchinso, 2008). Storey (1992) have made the role of line manager clear and cleared the idea that HRM is not another alternative title for Personal Management; rather it is very unique approach. Store y has identified 3 elements that connects HRM and line manager.The first element is to agree that HR of a company is the ones that â€Å"make the differences†. Connected to the first, the second element is as a result HR needs to be managed in a strategic way. Therefore, Storey states â€Å"people-management decisions ought not to be treated as incidental operational matters or be sidelined into the hands of personnel officers† (Storey, 1992: p. 26). Connecting first and second element, Storey stated his third element, which requires line managers to be aware of HR and Strategic direction of an organisation as stated by top-level managers.Thus, the management of people have to be done accordingly by the line managers. Devolving responsibility down the line In late 80’s and early 90’s the use of the term human resource management (HRM) gave rise to pool of literature to be written in order to establish the definition and differences of HRM compare to Perso nal Management (PM). Among many others Armstrong (1987) was saying â€Å"The game was changing and it was useful to have a new name and a new language to encapsulate what was taking place in the world of work. Even though, there were lot of disagreement about HRM and PM, however many have agreed that the new proposed HRM system increased the role of line manager. Hence, numerous articles and reports have been written on the involvement of Line manager in HRM. Currie and Procter (2001) presented in their report that, recently line manager is playing more central role to HRM because of the fact that some HR works is ‘devolved’ to the line manager. The researches carried out by CIPD have shown that, there are positive feelings amongst the employee when the line manages plays significant role in implementing some of the HR policies themselves.As a result, employees have higher level of commitment and satisfaction in their job, which gives higher performance. Cunningham et. el (1999) have stated that devolution of responsibility between line manager and HR consultants, enables release of HR professional â€Å"from the burdensome toil of conducting routine techniques†. As a result they can focus more on strategic business decision (Whittaker, and Marchington, 2003). Impact of line manager behaviour Line managers have significant effects on employees. Their behaviour and practice will affect the level and focus of employee commitment.The goal of HRM is to achieve employees’ commitment to the organization, with the aim of making these employees â€Å"more satisfied, more productive and more adaptable† (Guest, 1987, p. 513). That is only possible with having a strong line manager who can recognise, and appreciate the work of employees. Research shown that generally line managers are relatively happy in completing some HR work, one of the managers said, â€Å"If there wasn’t any personnel [function] I’d need to do person nel work anyway, because it’s my job (Power Business, Utility Co. †. However, same time they agree that they are on their own inadequacies in HRM. Another manager have made remark such as: â€Å"Look at sickness absence, there are those line managers that will do that without being reminded, there are those that will do that because they care, and there are line managers that just will not do it unless they are actually pushed into doing it. I think the more HR that we push down to the line managers, the more uncontrolled it will become (Generation Business, Utility Co. )† (Renwick, 2003).Renwick (2003) have done extensive research on line manager involvement in HRM, and listed many positive and negative of HRM perctices withing line managers. Some of these are listed below (1) Positives: * The line are taking on responsibility and accountability in HR work. * Flexibility is forthcoming from the line to do HR work. * The line are keen to take part on doing HR wor k. * The line are managing large numbers of employees. * The line take a professional and serious attitude to doing HR work. * Line managers are relatively happy doing some HR work. The line are considerate of employee needs and wishes. * The line see HR as positive helpers in HR work. * The line see career bene? ts for them in doing HR work. (2) Negatives: * The line have many duties, and lack time to do HR work well. * The line do not see themselves as experts in HRM. * Doing HR work dilutes the line’s generalist managerial focus. * Signi? cant line inadequacies in handling HR work. * Tensions between line and HR over transfer and completion of HR duties. * The line need to re? ect and be critical of their performance in HR work. The line are reliant on HR to do HR work properly. * Differing line commitment and discipline levels to doing HRM. * The line have responsibility and accountability in HRM, but little authority. * Little appreciation of line ? exibility in doing HR tasks from ? rms. After the research Renwick summarised it with saying line managers â€Å"acknowledge that they shared the completion of HR work with HR. † However, although line are doing well in some HRM practices, but still they lucks the expertise, knowledge and experience to carry out full HRM duties.Moreover, many aspects of HRM line dislike doing. Redman’s (2001) finding shows that some line will complete employee performance appraisal over phone call. Managing line managers To get best performance from the line manager they have to be managed in right way. The relationship line manager enjoys with from their manager will reflect on how line manager conducts themselves with others. The graph below shows how senior management felt about HRM and effect it will have on value added activities.The trends shows that the move towards strategic HRM mean that an ef? cient and professional service will be delivered within agreed time-scales with an ensured consistency o f approach, (Sisson, 1994). Fig 1. The road to achieving a value-added function (Sisson, 1994). The figure and the report have show that line managers are happen to carry out some of the duties, however, they do feel long and bureaucratic process of HRM is waste of their time. Recommendation: I feel line manager should perform some HRM actions.Such as , undertaking performance appraisal. This process will enable them to learn more about the employee, hence they will be able to relate to the employee and show consideration for them. Since, line manager is the first level of contact with employee they should take the responsibility to overlook the employee‘s training and couching. Moreover, line manager should be the role model and shows how to balance work-life. Conclusion Although HRM practices show benefit to an organisation, however there are still many areas need more clarity.Although line manager understand the importance of HR work but they still require training and unde rstanding some of the practices of HRM. Line manager have the most influence, performance and commitment of employee greatly depends on how line manager conduct themselves with employees. Reference Armstrong, M. (1987. Human resource management: a case of the emperor’s new clothes?. Personnel Management, Vol. 19 No. 8, pp. 30-5. Cunningham, I. and Hyman, J. (1999), â€Å"Devolving HR responsibilities to the line – beginning of the end or a new beginning for personnel? †, Personnel Review, Vol. 8 No. 1-2, pp. 9-27. Currie, G. and Procter, S. (2001). Exploring the relationship between HR and middle managers. Human Resource Management Journal, Vol. 11 No. 1, pp. 53-69. Hutchinson, S. (2008). The role of front line managers in bringing policies to life. Bristol Business School. Hutchinson, S. and Purcell, J. (2003). Bringing Policies to Life: The vital role of front line managers. London: Chartered Institute of Personnel and Development. Renwick, D, (2003) â€Å"Li ne manager involvement in HRM: an inside view†, Employee Relations, Vol. 25 Iss: 3, pp. 262 – 280 Richbell, S. 2001), â€Å"Trends and emerging values in human resource management: The UK scene†, International Journal of Manpower, Vol. 22 No. 3, pp. 261-8. Sisson, K. (1994), â€Å"Personnel management: paradigms, practice and prospects†, in Sisson, K. (Ed. ), Personnel Management – A Comprehensive Guide to Theory and Practice in Britain, 2nd ed. , Blackwell, Oxford. Storey, J. (1992), Development in the Management of Human Resources, Blackwell, Oxford. Whittaker, S. Marchington, M. (2003) â€Å"Devolving HR responsibility to the line: Threat, opportunity or partnership? â€Å", Employee Relations, Vol. 25 Iss: 3, pp. 245 – 261