Great Conversations :: essays papers

Great Conversations In Robert M. Hutchins essay, †Preface to The Great Conversation† he discusses how he believes Great Books are the finest creations. According to Hutchins, Great Books are the books written in the Western civilization. Robert Hutchins believes reading these books will help everyone morally, intellectually and spiritually. In the fifth paragraph Hutchins state, â€Å"the rising generation has been deprives of its birthright: adults have come to lead lives comparatively rich in material comforts and very poor in moral, intellectual, and spiritual tone.† Hutchins believes this because this generation isn’t reading the Great books, to such on the materialistic thing in life. I disagree with Hutchins. I don’t’ believe everyone should read Great books. I disagree, everyone opinion of a great book is different. I disagree with Hutchins belief, who is he to define Great books? I don’t think reading the books he describes in his essay will help our generation do better or worse. I think it’s up to our generation to define Great books. Our generation s is diverse. Everyone learning style and taste is different. However I do belief education is the key to our success, but the reading the books he describes in his essay will not do the trick. Our generation and society isn’t lacking because we aren’t reading these so-called Great books, it’s lacking for varies individual reasons. Knowledge is gained through several daily activities. Reading these Great books is essential. I would consider the works of Terry McMillan, Alex Walker and Maya Angelou to be Great books. These authors talk about issues that affect me, my peers, and my community in today’s society. Reading the books Hutchins described help them overcome trials in their day.

Environmental Valuation Of Bako National Park Environmental Sciences Essay

‘Marketing Malaysia as a finish of excellence and to do the touristry industry a major subscriber to the socio-economic development of the state ‘ This is Tourism Malaysia ‘s mission statement. It has been 37 old ages that Tourism Malaysia aims to promote the growing of touristry which will besides lend to state ‘s economic development and quality of life. The authorities began to take touristry earnestly in the late eightiess. Malaysia has launched ‘Visit Malaysia Year ‘ as the selling run in 1990, which contributed 54 % addition in international tourer reachings for that twelvemonth. The figure of visitants supports on increasing since so. Chart 1 below shows the tendency of tourer reachings and grosss to the state for the past 10 old ages. There was a rapid growing in both tourer reachings and grosss till the figure slowed down in the 2002 an 2003. This was due to worldwide frights of terrorist act, September 11 onslaught on the WTC in New York, followed by bird grippe diseases and Severe Acute Respiratory Syndrome ( SARS ) onslaught. However the tendency continues to increase despite reverses in the undermentioned old ages till present which amounting to 22 million of tourer reachings and RM 49,561.2 million in grosss for 2008. At the minute, touristry is the state ‘s 3rd largest beginning of foreign exchange net incomes after fabrication and oil. Malaya, being situated within the tropical part, has many nature-based touristry attractive forces, for illustrations, caves, waterfalls, hot springs, beaches, coral reefs, mountains, and birds and wildlife sanctuaries. For these grounds, the authorities is really acute in advancing these nature-based attractive forces. To conserve these nature-based attractive forces, the authorities has established a web of protected countries for the preservation of biological diverseness. Malaysia has ever been recognized to be one of the richest biodiversity in the universe. This is in line with the National Policy on Biological Diversity whose vision is to â€Å" transform Malaysia into a universe Centre of excellence in preservation, research and use of tropical biological diverseness by the twelvemonth 2020 † ( MoSTE, 1998 ) . The World Conservation Union ( IUCN ) has defined national park as natural country of land and/or sea, designated to a ) protect the ecological unity of one or more ecosystems for present and future coevalss, B ) exclude development or business unfriendly ( harmful ) to the intents of appellation of the country, and degree Celsius ) provide a foundation for religious, instruction, recreational and visitant chances, all of which must be environmentally and culturally compatible ( IUCN, 1994 ) . These national Parkss are established for the intent of saving, hence leting and encouraging entree for instruction, diversion and touristry intents. The direction of touristry in sing the natural countries is complicated in Malaysia. Authority for assorted natural resources is randomly divided under different authorities umbrellas and several province governments ( Hall, 1994 ) . In Peninsular Malaysia, tellurian protected countries are chiefly managed by the Department of Wildlife and National Parks ( DWNP ) and the Department of Forestry. The Marine protected countries are managed by the Federal Marine Parks Section under the Ministry of Natural resources and the Environment. In Sabah, the tellurian protected countries are managed by Sabah Parks, Sabah Wildlife Department, Sabah Forestry Department and Sabah Foundation, while all the Marine protected countries are managed by Sabah Parks. In the instance of Sarawak, all tellurian and marine protected countries are managed by the Sarawak Forestry Corporation. Malaysia has 30 gazetted national Parkss which inclusive of 6 Marine Parkss. There are 8 national Parkss located in Peninsular Malaysia, 7 are in Sabah and 15 are in Sarawak. A sum-up of the national Parkss in Malaysia is in Table 1. Table 1: List of National Parks in Malaysia Location Parks Date established Size ( hour angle ) /area Attractions Peninsular Malaya Taman Negara National Park, within 3 province boundaries of Pahang, Kelantan and Terengganu 1939 434,300 hectares Largest in the state Canopy walk Wildlife observation Endau-Rompin National Park, Johor-Pahang boundary line 49,000 hectares Rock formation Sandstone tableland Tropical wood Tanjung Piai Johor National Park, Johor 2001 Wetlands Coastal Rhizophora mangle Bird observation and fishing Penang National Park, Penang 2003 2,562 hectares Meromictic lake Wetlands Mangroves Coral reefs Turtle nesting beaches Payar Marine Park, Kedah 1985 Screens 2 maritime stat mis of 4 islands Coral reefs Marine life Snorkeling Scuba diving Redang Marine Park, Terengganu 1985 25 square kilometer Coral reefs Marine life Snorkeling Scuba diving Tioman Marine Park, Pahang 39 kilometer long and 12 kilometers broad Coral reefs Marine life Snorkeling Scuba diving Cragged Mersing Marine Park, Johor White beaches Coral reefs North borneo Crocker Range National Park Assorted dipterocarp forest Montane forest Pulau Tiga Park Coral reefs Beach forest Kinabalu Park 4,101 meters above sea degree Mount mounting Tunku Abdul Rahman Park Beach forest Turtle Island Park Turtle nesting beach Tawau Hills Park 27,972 hectare Sarawak Bako National Park 1957 2727 The oldest park Heath forest Open scrubland Mangrove Kubah National Park 1988 2230 The universe of thenar Montane forest Assorted dipterocarp forest Heath forest Gunung Gading National Park 1983 4196 Home of rafflesia Montane forest Assorted dipterocarp forest Batang Ai national Park 1990 24040 Home of orang utan Assorted dipterocarp forest Riparian wood Regenerated forest Tanjung Datu National Park 1994 1379 The smallest park Assorted dipterocarp forest Beach forest Niah National Park 1974 3138 The archaeological site of Sarawak Assorted dipterocarp forest Limestone forest flora Heath forest Lambir Hills National Park 1975 6949 The virgin rain forest of Sarawak Assorted dipterocarp forest Heath forest Gunung Mulu National park 1974 52865 The biggest cave chamber in the universe Assorted dipterocarp forest Limestone forest flora Montane forest Similajau National Park, Bintulu 1976 8996 Where the rapids meet the sea Assorted dipterocarp forest Beach forest Mangrove forest Talang-Satang National Park 1999 Sarawak ‘s polo-neck islands Marine polo-neck preservation Bukit Tiban National Park, Bintulu 2000 Conservation and research presentation Water-based diversion Wildlife watching Jungle trekking Maludam National Park, Sri Aman 2000 Peat swamp The last feasible ruddy banded langur population ( monkey ) Rajang Mangroves National Park, Sarikei 2000 The Rhizophora mangle ecosystem Mangrove forest Gunung Buda National Park 2001 The newest national park Limestone forest Loagan Bunut National Park 1990 10736 The largest natural lake Peat swamp wood Assorted dipterocarp forest Beginning: hypertext transfer protocol: //www.malaysiamydestination.com Ministry of Natural Resource and Environment, 2006 In this survey, the range is limited to the tellurian protected country i.e. national park country, which is the most recognizable class of protected countries. As diversion is one of the grounds of the appellation of these national park countries, they are view as the of import subscriber to the touristry industry. Sarawak National Parks Modern Parkss and militias were established in the late 1800s. With this, Sarawak attempts began with the being of the National Park Ordinance in 1956 and the constitution of a Board of Trustees to administrate this. In 1973, there is a alteration in the disposal of national Parkss, where the Board of Trustees is replaced by the Conservator of Forests. Since so, Sarawak Forestry Corporation has been charged with the duty of implementing the regulation. Sarawak Forestry Corporation managed all 15 tellurian and marine Parkss in Sarawak province which covers the entire country of 184,922 hour angle. The aims of the National Parks and Wildlife Division ( NPWD ) are: – To set up and pull off the National Parks, Wildlife Sanctuaries, nature Militias, Forest Parks and other tantamount militias throughout Sarawak. To supply recreational and other installations in National Parks, Wildlife Sanctuaries, nature Militias, Forest Parks and other tantamount militias. To develop an effectual promotion and extension service on nature preservation. To set about research in the ecology, saving and extension of wildlife and their natural home ground. There are four subdivisions within the NPWD, viz. Parks and Nature Reserves Branch, Wildlife Branch, Planning & A ; Development subdivision and Interpretation & A ; Conservation Education Branch. The chief duties of Parks and Reserves Branch include overall direction of all Parkss and militias. The Wildlife Branch chief activities are wildlife direction and research. These include home ground direction, confined genteelness, species direction veterinary, enforcement and licensing. The research is chiefly on Primatess, big and little mammals, birds, reptilians and amphibious vehicles. The Planning and Development Branch is responsible to pull off the Planning and Investigation Unit and the Design and Implementation Unit. Last, the Interpretation and Conservation Education Branch is responsible for four units which are Interpretation Unit, Conservation Education and Extension Unit, Research Unit and Administration Unit. Bako National Park ( BNP ) was the first to be gazetted as a protected country on 1 May 1957 among all the 15 national Parkss in Sarawak. It is located 37 kilometres to the E of the capital metropolis of Kuching. Covering an country or 2727 hectares of a rugged sand rock, in the map, BNP is at the tip of the Muara Tebas peninsular. It was merely until 1985, the route from Kuching to BNP was completed and in order to entree to the park, it requires a short express boat journey of about 25 proceedingss ride along the Bako River. BNP is one of the smallest national Parkss in Sarawak, yet recorded as one of the highest rate of visitants to day of the month. BNP is celebrated for its rain forest, forest wildlife, jungle watercourses, waterfalls, works life, secluded beaches and trekking trails. The jungle trekking trails are good maintained web of 16 colour-coded walking trails, from easy ambles, full twenty-four hours treks to overnight bivouacing expeditions which allows the visitants t o acquire to the most out of its alone environment. The undermentioned tabular array provides inside informations of trekking journey in BNP. No Name of trail Trail length ( kilometer ) One manner clip & A ; Distance from HQ Colour Code 1 Tanjung Sapi 0.5 30 proceedingss ( 0.8km ) White/Red 2 Telok Paku 0.8 1 hr ( 1.2 kilometer ) White 3 Ulu Assam 0.8 1 A? hours ( 1.4km ) Blue/Red 4 Telok Delima 0.25 45 proceedingss ( 1km ) Blue/White 5 Telok Pandan Besar 0.75 1 hr ( 1.75km ) Yellow 6 Telok Pandan Kecil 1.5 1 A? hours ( 2.5km ) Yeloow 7 Serait 1.25 1 A? hours ( 2.2km ) White/yellow 8 Lintang 5.25 3 A? hours return Red 9 Tajor 2.75 2 A? hours ( 3.5km ) Red/White 10 Tanjung Rhu 1.8 2 A? hours ( 4.2km ) Red/Yellow 11 Bukit Keruing 2.25 3 A? hours ( 5.5km ) Blue 12 Paya Jelutong 0.2 3 A? hours ( 5.7km ) White/Blue 13 Bukit Gondol 2 4 A? hours ( 7.7km ) Yellow/White 14 Ulu Serait 2.75 3 hours ( 4.8km ) Blue/yellow 15 Telok Sibur 0.8 3 A? hours ( 5.3km ) Red/Black 16 Telok Limau 5.75 7 hours ( 10km ) Red/Blue 17 Telok Kruin 1.5 7 A? hours ( 10.5km ) Blue/Black 18 Pa ‘ Amit ( Lakei Island ) 1.0 30 proceedingss ( from Base ) OrangeRevised Fess and Accommodation ChargesEffective 1 July 2002Entrance FeesVisitor Category Single Entry ( per individual ) Multiple Entry ( Non-transferable ) ( per individual ) 5-Entry Base on balls ( Movable valid for 1 individual ) 1-month cogency 3-months cogency Adult RM10.00 RM50.00 RM100.00 RM40.00 Student/Senior Citizen/Disabled individual RM5.00 RM25.00 RM50.00 RM20.00 Assorted Group* n.a. n.a. n.a. n.a. Child, 6 old ages and below Free Free Free FreeType of accomodationFacilitiesRate per darkNo. of units availableForest Lodge, Type 5 2 suites with 3 individual beds each Non-air conditioned Fan merely Shared bathroom and lavatory RM100+ per room or RM150+ per house 7 Forest Lodge, Type 6 2 suites with 2 individual beds each Non-air conditioned Fan merely Attached bathroom and lavatory RM50+ per room or RM75+ per house 2 Forest Hostel 4 suites with 4 individual beds each Non-air conditioned Fan merely Shared bathroom and lavatory RM15+ per bed or RM40+ per room 3 Camp site ( bivouacing equipment is non provided ) Public bathrooms and lavatories RM5 per individual 18 sites + Plus 5 % authorities service revenue enhancement Beginning: hypertext transfer protocol: //www.forestry.sarawak.gov.myRules and RegulationsThe regulations and ordinances are at that place to protect the park for the benefits of visitants. It is an offense to: – Enter without a license ; Kill, gaining control, toxicant or upset any animate being ; Cut, take, destruct or put fire to any object ; life or inanimate, dead or alive, Introduce any animate being or works onto the park ; Damage, erect any edifice or other constructions ; Litter Punishments: The minimal mulct for the above offenses is RM1,000 and six months imprisonment. License: Visitors must obtain a certified license before come ining the national Parks, nature Militias or Wildlife Centre from the nearest engagement offices. For professional movie shapers and those transporting out expeditions, a particular permission from the Sarawak State Secretary must be acquired in progress. Exclusion of liabilities: Any individual sing Sarawak ‘s national Parkss, nature militias and wildlife Centres enter at their ain hazard. The license to come in is granted capable to the status that the Forest Department and/or the State Government and/or Officer shall non be responsible for any physical, mental or emotional hurt sustained, or any loss of life, or belongings or whatsoever sort within these countries. The State Government of it Officer disclaims any act ( s ) or skip nevertheless caused or originate within these countries. LITERATURE REVIEW Economic Evaluation of Environment Policy shapers in developed states have realized that it is of import to take into history the economic rating in the procedure of determination devising. However, in developing state like Malaysia, the rating of environmental good is regarded as unfamiliar. Though researches sing this issue in Malaysia published are found to be rare, the determination proved that our state besides give values on environmental goods. Economic rating refers to the measuring on footings of money values to non-marketed goods and services. Non-marketed goods and services include those which can non be straight bought and sold in the unfastened market topographic point. Goods and services which have economic value contribute positively to human well-being. This is determined by the penchants of the persons which show the degree of satisfaction. These penchants can be revealed in the context of willingness to pay ( WTP ) . On the contrary, human well-being will besides necessitate to digest with the unwanted values which revealed in the context of willingness to accept ( WTA ) . Economic rating technique aims to find the entire economic value ( TEV ) . TEV identifies the alterations in human well-being that accrue from a alteration in the proviso of the good. These values may accrue to users and non users. The illustrations for this would be the willingness to pay for the saving of the forest in the national park and the preservation of endangered species like the proboscis monkey, even though the person may non hold seen the species while in the national park. TEV is made up of the amount of usage and non-use value. Use values may be direct or indirect. An illustration for this would be a wood in a national park. Visitors to the forest brand direct usage of it and the fact that the forest protecting the water parting of the part is an illustration of an indirect usage. A non-use value, besides known as inactive usage values, is when persons are willing to pay even though they make no direct usage of it. There are two methods in gauging the economic values of non-marketed goods and services which are revealed penchants ( RP ) and stated penchants ( SP ) . RP and SP can be use to gauge the usage value, nevertheless non-use values can merely be estimated by SP techniques. RP is exercised when the penchant of the persons is revealed by their buying wont in the existent market, which is price-based. In contrast, SP measures the demand of goods and services which do non hold market monetary value as they are non straight sold. Normally, the study would inquire on how much money would persons are WTP or WTA to bask the benefit of the goods and services, for illustration, the being of the environment. Property market ( WTP ) Labour market ( WTA ) Contingent ranking Contingent ( conjoint ) evaluation Choice experiments Paired comparings Market monetary values ( WTP ) Contingent rating ( WTP/WTA ) Choice modeling ( WTP/WTA ) Debaring behavior ( WTP ) Random utility/ distinct pick theoretical accounts ( WTP ) Hedonic pricing Travel cost method ( WTP ) Benefit transportation Stated Preferences conjectural markets does response/production maps Entire Economic Value Non-use Value Use Value Revealed Preferences conventional and proxy Figure 1 Economic rating techniques Developed states every bit good as the developing states have accepted that environmental goods can be measured utilizing several methods. In developed states, the methods used are beforehand where they have applied the usage of benefit transportation into their researches. However in Malaysia, the most common is CVM and merely late CM was adopted in researches done byaˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦.. Revealed penchants technique Stated penchant technique SP technique which ask conjectural inquiries, are categorized into contingent rating ( CV ) and multi-attribute rating ( MAV ) ( Anna Merino-Castello, 2003 ) . Contingent Valuation ( CV ) CV measures the WTP through direct inquiries such as â€Å" How much are you willing to pay? ‘ and ‘Are you willing to pay RMx? ‘ . The former estimates the single penchants utilizing the open-ended method which is penchant based. The latter inquiry estimates the single penchants utilizing the referendum or dichotomous pick evocation. The respondents are merely given the option of replying yes or no, which is choice-based. This implies the premise of random public-service corporation map where the coefficients value are obtained through the appraisal of binary logit utilizing the maximal likelihood process. However, an increasing figure of empirical surveies revealed that dichotomous pick consequences seemed to be significantly larger that open-ended values, perchance due to ‘yeah-saying ‘ ( Hanley et al. , 2001 ) . Both open-ended and dichotomous CV attacks have restrictions in gauging values. These restrictions are: 1. merely one property to be valued by respondent 2. respondents are improbable to give accurate response for conjectural market 3. May bring on some respondents to act strategically when public goods are involved Due to these restrictions, researches in rating of non-use value exchanging to the option stated penchant technique which is MAV. The chief difference between CV and MAV is that CV analyses one property of the merchandise at a clip whilst MAV analyses more than one property at the same time. This includes whether the properties are attached to one another or a trade-offs between them. Choice Modelling ( CM ) Similar to CV, MAV can be categorized into preference-based and choice-based method. In preference-based, the respondents are required to rate or rank each alternate merchandise in conjectural and existent market. On the other manus, in choice-based method, the respondents need to take one among several options merchandises which is more realistic because the respondents execute this mundane as a consumer taking a series of viing merchandises. In preference-based, the respondents does non necessitate doing any committedness to take a peculiar option, hence this is the ground why choice-based method is more preferable than preference-based attack. Preference-based method is by and large termed as conjoint analysis ( CA ) which comprises of contingent evaluation and paired comparing while choice-based method globally termed as pick mold ( CM ) which comprises of contingent ranking and pick experiment. CA and CM are differentiated by the signifier of the public-service corporation map. CA use a deterministic public-service corporation map and CM use the random public-service corporation map. Deterministic public-service corporation map is assumed to be related to an person ‘s evaluation via a transmutation map o : Uij = o [ Vij ( Xij ) ] This information is estimated utilizing ordinary least squares ( OLS ) arrested development techniques which implies the premise of the cardinality of evaluations graduated table ( Bateman et al, 2002 ) . In contrast, CM usage random public-service corporation map which represents the incorporate behavioural theory of determination behaviour and is composed of a deterministic constituent Vij and s stochastic I µij: Uij = Vij ( Xij ) + I µij This random public-service corporation theory ( RUT ) leads to the distinct pick theoretical accounts which describes the behaviour of respondents ‘ pick chances in response to alterations in properties that step differences across other respondents. This information is estimated utilizing the maximal likeliness method. All these four methods in multi-attribute rating differ in the quality of information they generate, in their grade of complexness and besides in their ability to bring forth WTP estimations that can be shown to be consistent with the usual steps of public assistance ( Bateman et al, 2002 ) . In contingent evaluation, respondents are presented with a figure of events one at a clip and are asked to rate each one separately in a numeral graduated table. The evaluation is so transformed into public-service corporation graduated table. This indirect public-service corporation map is assumed to be related to respondents ‘ evaluation via a transmutation map which leads to a typical analyzed utilizing OLS arrested development technique. As mentioned before, this implies strong premises of cardinality of evaluation graduated tables. This is inconsistent with the consumer theory. Hence, contingent evaluation does non bring forth public assistance consistent value estimations. In mated comparing, respondents are asked to take their preferable alternate out of a set of two picks and to find their penchant in a numeral graduated table. The public-service corporation map is besides estimated utilizing OLS. In a contingent ranking, respondents are required to rank a set of alternate options from most to least preferable. Each option has two or more properties, which are offered at different degrees across options. The respondents are required to rank their options. One of the options must be the current executable pick set of the respondent. The ground is, if the position quo is non included, the respondents may be forced to take the options which they non prefer at all. This rank order informations is estimated utilizing maximal likelihood process. In pick experiment, respondents are given a series of options and are required to bespeak their most preferable option. The baseline option, which is the position quo, need to be included in each of the pick set. This experiment gives welfare consistent estimations because, 1. the respondents needs to tradeoff alterations in property degrees against the cost of doing these alterations 2. the respondents can take the position quo 3. we can stand for the econometric technique used in a manner which is precisely parallel to the theory of rational and probabilistic pick. 4. we can deduce estimations of counterbalancing and tantamount excess. This conditional logit theoretical account can be estimated utilizing the maximal likelihood process.

Human Resource Practices in Sme Sector

EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 Human Resource Practices in SME Sector: An Exploratory Case Study of Pakistan Naveed R. Khan Faculty of Management and Economics Sciences, Universiti Pendidikan Sultan Idris, 35900, Malaysia naveed. r. [email  protected] com Mustafa Rehman Khan Faculty of Management Sciences, Institute of Business and Technology, 75190, Pakistan [email  protected] com Abstract The role of human resource practices (HRP) at its significance in small and medium enterprises (SME) become an emerging topic, especially in developing countries.This study aims to gauge the level of HR practice being exercise in SME. Quantitative approach has been followed and data was collected from 195 SMEs through a structure questionnaire. Findings suggested that SME are performing moderate level of HR practices and owner/managers are aware with the importance of HR practices in their organizations. Moreover, compensation is the most significant factor of HR practices foll owed by employee performance, recruitment and selection and training and development.HR function has been substantially implemented and HR practices are being carried out in number of SME and is contributes at all phases of organization’s functions. The globalization and dynamic milieu is forcing the SME sector to switch informal functions to formal manner. However more coherent approach is required to replace the traditional way of practicing HR functions. This study validates the implementation of HR practices in SME as documented in the literature. It further provides a reference for academicians and practitioner to build upon a contention for future research. 7 7Keywords: recruitment and selection, training and development, employee performance, compensation. COUNTRY CASE STUDIES Electronic copy available at: http://ssrn. com/abstract=2155840 EuroEconomica Issue 3(31)/2012 1. Introduction In the era of globalization, business environment becomes highly dynamic with high r isk and uncertainty. This uncertainty decreases market share and increases organizational inefficiency. As elsewhere, Pakistani SMEs too are affected by the recent global economic meltdown. Escalating inflation in Pakistan further compounded the situation for SME growth.Human resource working in SME sector plays a vital role in economic growth without any space for their personal growth. It is therefore observed that retention is one of the major problems in small and medium size industries. Slightly better emoluments provide good reasons to an employee to switch over from one organization to another organization. Growth in salary in SME sector is far behind the growth in inflation which is a source of depression and made them less productive at their workplace (Khan, 2011). SMEs are identified as the leading employment generation sector, nation wide.In context of the Karachi city which contributes 30% in manufacturing sector of Pakistan and 90% in Sindh’s GDP and around 20% of the total GDP of Pakistan. These figures indicate the potential and further growth in this sector further it prove the argument that SME sector shall plays pivotal role and have potential to grow. Moreover, extensive economics activities at sea ports and industrial zones increase the significance of Karachi city, hence is called the financial and business hub of Pakistan, providing millions of economic opportunities (Ghouri et al. 2011). This study has been conducted to measure the gap between philosophies and practices of HR practices. HR scholars have argued that SMEs are insignificantly practicing the HR function in Pakistan. It may be consider that the owner / managers are not able to utilize their human resource strategically and coherently. Perhaps this is due to the shortage of HR professional in SME sector. Further, fragile structure and substandard formalization intends management to ignore organization’s most valued assets, that is, 8 the workforce.This ignorance causes the job dissatisfaction in employees and ultimately affects the organizational performance. However, employees perform the essential tasks within the organization, and organizational human resource systems are designed to support and manage this human capital. 7 This study aims to measure HR practices in SME operating in Karachi, Pakistan. The city is considered as the hub of commerce and financial activities of Pakistan. SMEs operating are having a mix of proper and casual setup.The study is designed to measure the level of HR practices and identify the most significant HR practice among recruitment and selection, training and development, compensation and employee performance. Consistent with the discussion so far, this study seeks to answer the following questions. 1. What is the level of HR practices followed in the SME? 2. What is the most/least important practice of HR, among four facets, in SME? 1. 2 Brief Overview of Employment in Pakistan Over the years, Pakistan ha s substantially moved from agriculture economy to manufacturing economy.Economically active size is the largest in the total population of the country. Human capital is enriched with diverse skills from unskilled labor to high-skilled critical mass. Pakistan’s urban growth rate is highest in South Asia. Estimated in 1980s, urban population growth rate was 4. 5% per annum and projected to 60% by the turn of the century. That proved true. Karachi’s urban economy and its employment pool is the glaring example of this. Its formal and informal sectors provide greater employment potential and are in a position to use human capital efficiently (Khan et al. , 2011).ISSN: 1582-8859 COUNTRY CASE STUDIES Electronic copy available at: http://ssrn. com/abstract=2155840 EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 At present, SMEs are recognized as the backbone of the country’s economy by representing nearly 90% of all the enterprises in Pakistan. SMEs form a significant po rtion of the manufacturing and services sector. According to the Lahore Chamber of Commerce & Industry’s report (2010) the labor force today is divided in agriculture 43%, manufacturing 13%, construction 7%, transport 6%, and services 14% and the other head carrying the rest of the burden.The total workforce in Pakistan is 102. 7 million; out of which 55. 77 million people are employed in 2010 with $2400 per capita income; this labor force will increase to 154. 4 million by 2030 with the growth rate of 2. 05. However, 15. 2% unemployment rate was recoded in 2010. SMEs provide 80% employment of the non-agricultural labor force. In Pakistan small and medium enterprises offer diverse employment and production and share 40% in annual GDP of Pakistan (Khan, 2011). 2. Literature Review Pakistan’s SMEs sector is very different from SMEs working in industrialized world.Here, small and medium size businesses are usually not documented mostly with purpose. Pakistan has also a un ique culture of not sharing information with others. Freedom of public information is only on paper. Businesses profiles are not uploaded on the website and it is even so difficult for field researchers to collect basic information through interviews. Limited academic studies are conducted so far on HR practices in Pakistan’s SME environment. This study thus dependent on earlier researches conducted in environment other than Pakistan for conceptual understanding and theory development.Selected literature is reviewed for this study whose results are generalizable to any other environment. Basically, employees perform the essential tasks within the organization, and organizational human resource systems are designed to support and manage this human capital (Gramm and Schnell, 2001). HRM philosophy emphasizes on the benefits of meeting employee needs and enables them to have control over their work, moreover, satisfied workers willing to improve their efficiency, effectiveness a nd productivity to get the work done.The extensive use of high-involvement work practices represents a significant investment in human 7 capital. Basic microeconomics suggests that investments in human capital (employees) are justified when such investments are more than offset by future returns in the form of increased productivity. Thus, firms will make greater use of such practices when employees are viewed as particularly vital to firm success (MacDuffie, 1995). By adopting effective HR practices firms can acquire not only new skills and knowledge and change the attitudes of their employees but also improve their organizational performance.Through effective HR practices firm can get rid of traditional ineffective and inefficient practices which in turn enable the firm to maximize the achievement of its objectives (Delery and Doty, 1996). Armstrong (2006) defines human resource management (HRM) as the strategic and coherent approach to the management of an organization's most val ued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business.Findings from previous studies indicated that increased concern for HR practices among firms resulted from the need to develop HR as a source of competitive advantage (Walker, 2001; Wright et al. , 2001; Wright and Snell, 1991). In relation with the SMEs recent studies acknowledged the relevance and applicability of HR practices in small and medium scale firms (Nankervis et al. , 2002; Singh and Vohra, 2005; Chang and Huang, 2005; Schlogl, 2004) SMEs who successfully integrate their HR system with their vision and organizational objectives, are achieve their goals in a more organized manner (Singh and Vohra, 2005).Hence it would build-up more 9 COUNTRY CASE STUDIES Electronic copy available at: http://ssrn. com/abstract=2155840 EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 comprehensive business strategy to retain the position in the industr y. According to Chang and Huang (2005) human resources are viewed as a strategic asset that creates value when embedded in the operational system in a manner that can enhance firm’s abilities to deal with a turbulent environment. Sevral studies indicated that to improve organizational performance and develop a competitive advantage, firms need to implement an ffective HR practice system (Zheng et al. , 2006; Osman et al. , 2011; Katou, 2012). Studies on HR practices indicated that HR theories and models are assumed that they are applicable to all types of organizations regardless of their type, sizes and nature of human resource practice functions (Arthur, 1994; MacDuffie, 1995; Huselid, 1995; Youndt et al. , 1996). However, Nankervis et al. (2002) study findings suggested that previous empirical evidences are still not able to provide enough evidence to suggest that HR practices works for all kinds of organizations.Traditional literature on human resource practices identifie d four general categories, which include: Staffing, training, evaluation and compensation (Dessler, 2008; Mathis and Jackson, 2008; Fisher et al. , 2006). In few cases, these categories are aggregated in a slightly different manner, and certainly there is overlap and interrelationship among them (Shub and Stonebraker, 2009). Shub and Stonebraker (2009) define these categories as: Staffing generally involves the human resource activities of planning, job analysis and design, recruitment and selection.Training generally involves the HR activities of employee training, organization development and career development. Evaluation generally involves HR activities of various evaluation designs, both formal and informal, and different evaluation periodicities. Lastly, Compensation generally involves the HR activities of base wage or salary system, incentive system and perks, as well as benefits. Generally, the relationship-based approaches to staffing, training, evaluation, and compensation are shown in the literature to be directly associated with firm performance (Huselid, 1995; Osman et al. 2011; Ngo et al. , 1998) 2. 1 Human Resource Management and its Measurability Stone (2005) defined human resource management as it involves the productive use of people in 7 achieving the organization’s strategic business objectives and the satisfaction of individual employees need. This definition clearly indicates that the organizations’ objectives are dependent on their work force productivity. Moreover, work task, work environment, freedom in work, opportunities provided and the benefits are provides are few of the most important needs a worker may perceive.The effective HRM practices are able to link these practices with organization structure and objectives. Many studies investigating human resource management practices have looked primarily into an organizational structure construct. To accurately measure â€Å"human resource practices†, a number of H R functions may need to be evaluated. However, these characteristics or facets may not be of equal importance to every organization. One of the most comprehensive and widely used measures for human resource practice is presented by Dessler (2008) and Fisher et al. 2006). In this study human resource management practices is characterized as multidimensional, and it has four major facets namely i) recruitment and selection, ii) training and development , iii) compensation, iv) employee performance evaluation. 2. 1. 1 Practice of Recruitment and Selection Recruitment and selection is the first facet of human resource practice, which involves planning, forecasting, and job analysis for the future demand of employees according to the need and demand of the firm.Moreover, various tools and techniques have been used by the firms for the improvement of staffing process to avoid the loss in terms of time, money and potential employees. 2. 1. 2 Practice of Training 10 COUNTRY CASE STUDIES Eur oEconomica Issue 3(31)/2012 ISSN: 1582-8859 Training is another dimension of human resource practice where firms invested on the development of their employees’ knowledge, skills ability and other on-job required skills to improve the productivity of employees.Training can transform human resource to human capital where skilled employee would better perform in the success of organization as compare the employees who can get training lesser or never. 2. 1. 3 Practice of Compensation Compensation is one of the most extrinsic practices of human resource function in an organization setting. This dimension determines the level of job of an employee on the basis of their perceived knowledge and experience.Moreover, the matching of their job knowledge with the pay or compensation provided them must demonstrate the market level competitive packages. Good compensation plan would therefore, inevitably influence on employees’ performance. However, the extent to which an employee who is getting the good compensation package will perform well would also depend on his/her overall assessment of various factors like the compensation package in other organizations in relation to the work load and the possibility of getting better compensation packages (Purani and Sahadev, 2008). . 1. 4 Practice of Evaluation This aspect of human resource practices generally involves the activities of various evaluation designs, both formal and informal, and different evaluation periodicities (Shub and Stonebraker, 2009). It is a means of getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements. It functions as a continuous and evolutionary process, in which performance improves over time.Moreover, it provides the basis for regular and frequent dialogues between managers and individuals about performance and development needs (Armstrong, 2006). 3. Research Methodology The study comprises on a quantitative survey of 195 SMEs. The data was collected from the companies operating in Karachi through a self-administered questionnaire. The study covered manufacturing and 7 service sectors SMEs. In the study, SME referred to the firms employed between 10 to 250 employees, this definition have been adopted from the SME policy 2007 and SMEDA.The SME were identified and randomly selected from the listing of Korangi Association of Trade and Industry (KATI) and Jamal’s Yellow Pages. The questionnaire was adopted from Chew (2004) and modified according to the nature and objectives of the study and tested for reliability, prior to data collection. The questionnaire used in this study consisted of three sections. Section one focused on collecting background information of the respondents. Section two captured the characteristics of the firm and last section obtained the information concerning the HR practices adopted by the firm.To examine the hypotheses of the study, descripti ve statistics analysis were performed using SPSS 17. The sample size for this study was 300 however only 195 questionnaires, with response rate of 65%, were found acceptable for analysis. 3. 1 Reliability Testing To measure the reliability of the instruments used, Cronbach’s alpha was employed. According to Sekaran (2005), if the alpha value is greater then 0. 7, the instrument is acceptable. The internal consistency reliability coefficients (Cronbach’s alpha) for the scales used in this study are well above the level of 0. , thus are acceptable for the analysis purpose. In Table 3. 1, alpha scores of all variables with complete response of 195 SMEs are given. 11 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Table – 1: Reliability Coefficients of the Constructs (n = 195) Constructs Recruitment and selection Training and development Compensation Employee performance No. of Items 4 6 6 5 Cronbach’s Alpha . 750 . 792 . 845 . 824 ISSN: 1582-8859 4. Rese arch Findings 4. 1 Characteristics of the Respondents The characteristics of the respondents are presented in the following table.Table – 2: Characteristics of the Respondents (n = 195) Variable(s) Gender Male Female Age 20-25 yrs 26-30 yrs 31-35 yrs 36-40 yrs 41-45 yrs 46-50 yrs Over 50 Education Intermediate Bachelors Masters MS/M. Phil PhD Other Total Frequency 167 28 %age 85. 6 14. 4 Variable(s) Marital Status Married Unmarried No response Position in Firm Owner but not manager Owner and manager Manager but not owner No Response Frequency 130 64 1 %age 66. 7 32. 8 0. 5 29 48 40 32 16 21 9 3 77 103 7 0 5 195 14. 9 24. 6 20. 5 16. 4 8. 2 10. 8 4. 6 1. 5 39. 5 52. 8 3. 6 0 2. 6 100. 14 108 70 3 7. 2 55. 4 35. 9 1. 5 12 7 Work Experience 1 – 4 Years 5 – 7 Years 8 – 10 11 – 13 14 – 16 ; 17 Total 42 37 45 20 19 32 195 21. 5 19 23 10. 2 9. 7 16. 4 100. 0 As shown in the table 2, statistics of the respondents clearly and logically depict the pic ture of their characteristics. In total of 195 respondents 167 were males and 28 were females. Likewise 130 respondents were married and 64 were unmarried. The age and years of work experience among the respondents ranged from 20 to more than 50 years and one to more than 17 years respectively.In terms of education 3 respondents obtained intermediate certificate, 77 obtained bachelor’s degrees, 103 have master’s degree and 7 have MS/M. Phil degree, however none of the respondent has a PhD. COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 The in-depth analysis of statistics highlighted some interesting facts of the respondents. The Female owner/manager represented the 14. 4 % of total respondents which show significant contribution of females in the total workforce, however, this proportion need to be increase at substantial level.Moreover, sixty percent respondents’ age ranged from 20 to 35 years, it shows that young entrepreneurs/managers are coming into the industries with new passion for growth. Likewise 52. 8 percent respondents have a Master’s degree. This combination of ‘young age’ along with ‘education’ shall change the mind-set of traditional business practices and may bring new innovative ideas and measures which shall boost the SME sector in near future. 4. 2 Characteristics of the Firm The characteristics of the firm are summarize in Table 3.These characteristics depict the picture of the firm’s form of business, number of employees working, age of the firm and type of business. Table – 3: Characteristics of the Firm (n = 195) Variable(s) Form of Business Solo proprietor Partnership Private limited Age of Company 3-5 years 6-8 years 9-11 years 12-14 years ; 14 years Total Frequency 24 74 97 23 15 42 51 64 195 %age 12 38 50 11. 7 7. 6 21. 5 26 32. 8 100. 0 Variable(s) No of Employees 10 to 50 51-100 101-150 151-200 201 – 250 Type of Business Manufacturing Se rvices Total Frequency %age 45 16 26 73 35 89 106 195 23. 8. 2 13. 3 37. 4 17. 9 45. 6 54. 4 100. 0 13 7 The in-depth statistical analysis shows that fifty percent SME are the private limited firms and 32. 8 % firms are operating since more than 14 years. Likewise, 37. 4 % SME employed the workers range from 151 to 200. Lastly, 54. 4 % SME are fall under the category of services firms. 4. 3 Distribution of firm by Business sector The SME, participated in this study, represented various business sectors in the manufacturing and services industry. The distribution of the sample firms by type of business sector is presented in table 4.Table – 4: Characteristics of the Firm (n = 195) Variable(s) Business Sectors Financial Institution Engineering/Construction Energy/Petroleum Frequency 18 23 5 %age 9. 2 11. 8 2. 6 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Chemical/Pharmaceutical Education Textile Telecommunication Logistics Others Total 18 15 19 18 17 62 195 9. 2 7. 7 9. 7 9. 2 8. 7 31. 8 100. 0 ISSN: 1582-8859 The statistics indicated that eight different business sector firms were participated in this study. Most of the firms are from Engineering/Construction business sector which comprises of 11. % of the firms participated in the study. Energy/Petroleum business sector have the least presentation in the sample which comprises of only 2. 6%. However, the ‘others’ head carrying the rest of the burden comprises of 31. 8%. 4. 4 Human Resource Practices The mean and standard deviation scores of HR practices variables which include recruitment and selection, training and development, compensation and employee performance are recorded, from the firms, are presented in table 5. The results depict that the mean scores of HR practices ranged from 3. 352 to 3. 83. Hence, at the general level, results suggest that the SME in the study practiced the HR function, to a certain extent. Furthermore, recruitment and selection is moderately practiced in the organization (mean = 3. 49, SD = 1. 10) along with training and development (mean = 3. 35, SD = 1. 081), compensation (mean = 3. 68, SD = . 975), and employee performance (mean = 3. 69, SD = 1. 34). Table – 5: Descriptive Statistics of Variables (n = 195) Items Recruitment and selection Training and development Compensation Employee performance Overall HRM Practices 4. . 1 Recruitment and selection Table 6 highlights the descriptive statistics for each item. Out of the four items of selection, â€Å"only the best people are hired to work in this organization† (mean = 3. 74, SD = 1. 07) followed by â€Å"the values and beliefs of this organization are discussed in interviews with potential employees† showed the second highest mean value of 3. 69 (SD = 1. 054), followed by, â€Å"when new employees are hired, they must go through an extensive hiring process in which they are interviewed a number of times† (mean = 3. 44, SD =1. 53), and â€Å"employ ees of this organization are involved in the hiring of their peers† (mean 3. 11, SD = 1. 152). In general, the SMEs appeared to have moderate level selection practices in their organization. Table – 6: Descriptive Results of recruitment and selection (n=195) Mean 3. 497 3. 352 3. 683 3. 682 3. 553 Standard (SD) 1. 10 1. 081 . 975 1. 349 1. 126 Deviation 14 7 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Items Only the best people are hired to work in this organization. The values and beliefs of this organization are discussed in interviews with potential employees.When new employees are hired, they must go through an extensive hiring process in which they are interviewed a number of times. Employees of this organization are involved in the hiring of their peers. Total Mean (Selection) 4. 4. 2 Training and development Table 7 highlights the descriptive statistics for each item. Out of the six items, â€Å"people are properly oriented and trained upon joining this organization† showed the highest level of training practice (mean = 3. 67, SD =1. 042), followed by â€Å"the company provides enough training for the employees to learn new ways to do their job† (mean = 3. 9, SD = 1. 037). â€Å"This organization does provide regular opportunities for personal and career development† (mean = 3. 43, SD = 1. 045). â€Å"Training provided by the firm often consists of both classrooms teachings and On-Job-Training (OJT)† (mean = 3. 27, SD = 1. 168); â€Å"This organization subsidizes, assists or reimburses employees for training they get outside the organization†, mean = 3. 22, SD = 1. 097). However, â€Å"employees in this organization receive additional compensation† have the lowest level of practice in the variety of activities (mean = 2. 0, SD =1. 099). Table – 7: Descriptive results of Training and development (n = 195) Items People are properly oriented and trained upon joining this organization. Th is organization does provide regular opportunities for personal and career development This organization subsidizes, assists or reimburses employees for training they get outside the organization Employees in this organization receive additional compensation Training provided by the firm often consists of both classrooms teachings and On-Job-Training (OJT). The ompany provides enough training for the employees to learn new ways to do their job Total Mean (Training) 4. 4. 3 Compensation Out of the six items in table 8, â€Å"Employees are given positive recognition when they produce high quality work† showed the highest level of compensation practice (mean = 3. 89, SD =. 965), followed by â€Å"This organization pays well† and â€Å"This organization offers good opportunities for promotion† (mean = 3. 723, Mean 3. 6769 3. 4359 3. 2205 2. 9077 3. 2769 3. 5949 3. 352 SD 1. 04202 1. 04524 1. 09713 1. 09906 1. 16885 1. 3793 1. 081 Mean 3. 6923 3. 7436 3. 1128 3. 4410 3. 497 ISSN: 1582-8859 SD 1. 05405 1. 07737 1. 15213 1. 15337 1. 10 15 7 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 SD = . 927) and (mean = 3. 723, SD = 1. 018) respectively. â€Å"The way in which employees in this organization are compensated† (mean = 3. 65, SD = . 920). â€Å"This organization values individual excellence over teamwork† (mean = 3. 61, SD = 1. 015); â€Å"This organization offers a good benefits package compared to other organizations†, mean = 3. 49, SD = 1. 007).Table – 8: Descriptive Results of Compensation (n = 195) Items This organization pays well The way in which employees in this organization are compensated This organization offers a good benefits package compared to other organizations This organization values individual excellence over teamwork Employees are given positive recognition when they produce high quality work This organization offers good opportunities for promotion Total Mean (Compensation ) 4. 4. 4 Employee performance SMEs are highly intended to let its employees know, how they are performing (mean = 4. 08, SD = 2. 98).Table 9 the descriptive statistics is highlighted for each item. The measurement of an employee's performance on the job is a priority in this organization receives the 2 nd highest mean value (mean = 3. 77, 16 SD = . 895), followed by the measurement of turnover and absenteeism is a priority in this organization† and â€Å"when evaluating the employees for promotion, seniority is one of the criteria taken into account† (mean = 3. 517, SD = . 937) and (mean = 3. 517, SD = . 970) respectively. However, â€Å"this organization 7 makes a point of keeping track of factors that it considers critical for success† receive the lowest mean value (mean = 3. 0, SD =. 959). Table – 9: Descriptive Results of Employee performance (n = 195) Items The measurement of an employee's performance on the job is a priority in this organization. Th is organization makes a point of keeping track of factors that it considers critical for success. The measurement of turnover and absenteeism is a priority in this Organization When evaluating the employees for promotion, seniority is one of the criteria taken into account Does your company lets its employees know how they are performing Total Mean (Evaluation) Mean 3. 7795 3. 5077 3. 5179 3. 5179 4. 0872 3. 682 SD . 89534 . 95986 . 3799 . 97041 2. 98408 1. 349 Mean 3. 7231 3. 6513 3. 4974 3. 6154 3. 8923 3. 7231 3. 683 SD . 92793 . 92024 1. 00706 1. 01574 . 96522 1. 01800 . 975 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 5. Discussion and Conclusion Small and medium enterprises may have a significant contribution in the economic growth of a country. The swift progress in entrepreneurial set-ups depicts healthy business activities. The findings of this study measure the level of HR practices in SME. The mean score of overall HR practices reported at 3. 553 indicated a modera te level of HR practices, followed in the firms.The adequate level of HR practices is an indication that the SMEs, participated in the study, are involved in implementing and practicing HR activities in their organizations. However, sophistication HR practices bring ample opportunities to gain competitive advantage in the market in terms of HR outcomes i. e. employee retention, satisfaction, competencies and commitment. This increase in HR outcomes may significantly affect the SME performance. Hence HR practices should consider as the source of sustain competitive advantage and owner / manager should therefore put the HR agenda in central to any strategy.Human resources are consider as the activators of all non-human resources and are means for developing competitive advantages in the market place (Stone, 2005). Compensation practice of employees has a significant role followed by employee performance. These are considered as the key factors in managing HR in SME. Hence are practice s in a comprehensive manner. However recruitment and selection and training and development practices are still need the attention and would like to practice in a more sophisticated manner.Especially, training and development, since, trained and motivated employees and managers contribute effectively under these practices. Moreover, scant attention is being paid to new HR practices to manage knowledge and its effective use (Taha, 2006). Efficient HR practices in a SME may bridge the information gap and improve the organizational performance. Moreover, HR practices framework in SMEs requires a collective approach to practices HR functions working as a set or â€Å"bundle† rather than independently (Delery, 1998). SMEs owners and managers should broaden the scope of HR practices.It will increase the retention rate of employee, enhance the competencies and commitment in work force and levitate the level of 7 satisfaction among employees. This shift in-turn enhances the organizat ional performance in terms of quality, productivity and market share. Successful HR system also helps to integrate the other organizational functions in lesser time. This integration will open long term investment opportunities through organizational strategy. Finally, appropriate strategies at national level may enable the SME sector to boost the national economy. Acknowledgement: I would like to acknowledge Dr.Mashhood Ahmad Khan and Dr. S. M. Taha for providing guidance in initializing this study and insightful comments at different stages of this research. ISSN: 1582-8859 17 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 References Arthur, J. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3): 670-87. Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th ed. , London: Kogan Page As’ad, I. , Ahmad, F. , Sentosa, I. (2012). An Empirical Study of E-Commerce Impl ementation among SME in Indonesia.International Journal of Independent Research Studies, 1(1): 13-22. Chang, W. A. and Huang, T. C. (2005). Relationship between strategic human resource management and firm performance, International Journal of Manpower, 26(5): 434-449. Delery, J. E. (1998). Issues of fit in strategic human resource management: implications for research. Human Resource Management Review, 8(1): 289-309. Dessler, G. (2008). Human Resource Management, 11th ed. , NJ: Pearson Prentice-Hall, Upper Saddle River Fisher, C. D. Schoenfeldt, L. F. and Shaw, J. B. (2006). Human Resource Management, 6th ed. Boston, MA: Houghton Mifflin Ghouri, Arsalan. M. , Khan, Naveed. R. , Malik, Muhammad. A. , and Razzaq, Ambreen. , (2011), Marketing Practices and Their Effects on Firm’s Performance: Findings from Small and Medium Sized Catering and Restaurants in Karachi, International Journal of Business and Management, 6(5) Gramm, C. L. and Schnell, J. F (2001). The Use of Flexible staffing arrangements in core production jobs. Industrial and Labor Relations Review. 54(2): 245-251 Huselid, M. A. (1995). The impact of human resource management practice on turnover, productivity, and corporate financial performance.Academy of Management Journal, 38: 63518 672 Katou, A. A. (2012). Investigating reverse causality between human resource management policies and organizational performance in small firms. Management Research Review, 35(2): 134-156. Khan, Naveed. R. , (2011) HRM Significance and SME Sector, Business Recorder (DOR April 11, 2011) 7 http://www. brecorder. com/component/news/single/626:news. html? id=1176724 Khan, N. R. , Taha, S. M. , Ghouri, A. M. (2011). Bridging the Gap through E-Recruitment: Evidences from Employment Sector in Karachi. Indian Journal of Commerce and Management, 2(6): in press.MacDuffie, J. (1995). Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Ind ustrial and Labor Relations Review, 48: 197-221. Mathis, R. L. and Jackson, J. H. (2008). Human Resource Management, 12th ed. , Mason, OH: Cengage Learning/South-Western Publishing. Nankervis, A. Compton, R. , & Savery, L. (2002). Strategic HRM in small and medium enterprise: A CEO’s perspective? Asia Pacific Journal of Human Resources, 40(2): 260-273 Ngo, H. Y. , Turban, D. , Lau, C. M. , and Lai, S. Y. (1998).Human Resource Practices and Firm Performance of Multinational Corporation: Influence of Country of Origin. International Journal of Human Resource Management, 9(4): 632–52. Nugroho, M. A. (2012). Correlations of Attitude to Avoid Sharing Risk and Trust with Informal Knowledge Sharing. International Journal of Economics Business and Management Studies, 1(3), 86-95. Osman, I. , Ho, T. C. F. , and Galang, M. C. (2011). The relationship between human resource practices and COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN: 1582-8859 firm performance: an empi rical assessment of firms in Malaysia. Business Strategy Series, 12(1), 41-48.Purani, K. and Sahadev, S. (2008). The moderating role of industrial experience in the job satisfaction, intention to leave relationship: an empirical study among salesmen in India. Journal of Business and Industrial Marketing, 23(7): 475-485. Schlogl, H. (2004). Small and medium enterprises: seizing the potential. Observer, 243: 46-8. Sekaran, Uma. (2005). Research Methods for Business: A Skill Building Approach, 1st ed, John Wiley & Sons. Singh, M. , and Vohra, N. (2005). Strategic human resource management in small enterprises. Journal of Entrepreneurship, 14(1): 59-70. Shub, A. N. and Stonebraker, P. W. (2009).The Human Impact on Supply Chains: Evaluating the Importance of â€Å"Soft† Areas on Integration and Performance, Supply Chain Management: An International Journal, 14(1): 31-40. Stone, R. J. (2005). Human Resource Management, 5th ed. , Australia: John Wiley & Sons. Taha, S. M. (2006). Kno wledge Entrepreneurship: A New Paradigm for Organizational Performance. Business Review, 1(1): 96-105 Walker, J. W. (2001). Perspectives Human Resource Planning. International Journal of Human Resource Management, 24(2): 6-10. Wright, P. M. , McMahan, G. C. (2001). Theoretical perspective for Strategic Human Resource Management.Journal of Management, 18(2): 295? 320. Wright, P. M. , & Snell, S. A. (1991). Toward an integrative view of strategic human resource management. Human Resource Management Review, 1 (3): 203–225. Youndt, M. A. , Snell, S. A. , Dean, J. W. , and Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39: 836-65. Zheng, C. , Morrison, M. , Neill, G. O’. (2006). An empirical study of high performance HRM practices in Chinese SMEs. International Journal of Human Resource Management. 17(10): 1772-1803. 19 7 COUNTRY CASE STUDIES

How to Write a Job Application Essay

Potential employers often want more than cover letters and resumes; they want to know how well you express yourself, handle spontaneous tasks and follow directions. If you want to nail your job application essay, don’t rush. Take your time and double-check your work. Remember without making a good impression on paper, you won’t get the chance to make an impression in person. Follow Instructions Pay close attention to the instructions. Employers often use job application essays, in part, to determine whether you’ll be a good fit for their company. If you go off-topic in your essay, they’ll know without meeting you that you have trouble following directions. As you prepare your essay, make sure you answer the question they’re asking no more, no less. Also, stick with the parameters set, as far as the length, formatting and font. If no parameters are set, try to make your essay no longer than one page. Your potential employer wants to read an essay, not a term paper. Brainstorm Take notes on your essay before you begin writing the actual draft. Perhaps you have several ideas about how to begin, or several angles from which you’d like to approach the essay topic. Use your brainstorm session to try out different ideas and find the one that suits you best. Outline Your Essay As the architect of your essay, you’ll need a solid blueprint. Use a few sentences apiece to summarize your thesis statement, your introductory paragraph, your supporting paragraphs, and your conclusion. Use the outline like a map to determine whether your essay is headed in the right direction. Ask whether your introduction supports your thesis. Do the supporting paragraphs support the introduction? Does the conclusion summarize the main points? Looking at the bare bones of your essay will help you understand what works and what doesn’t, and what needs to be added or taken away. Be Specific Make clear and concise statements in your essay to keep your potential employer’s interest. Refrain from using vague phrases. For example, instead of writing, â€Å"I’m a good employee and I love to work,† write, â€Å"I showed that I love to work when I served as chairperson for ABC Company’s weekend initiative — we successfully lobbied to have the offices opened during the weekends, so employees can catch up on paperwork and meetings without the distraction of clients calling.† Show and Prove Your job application essay should provide clear examples to back up each of your claims. Instead of, â€Å"I’m a great salesperson,† say, â€Å"In my last position, I had the highest record in my entire region for three consecutive quarters.† Instead of, â€Å"I’m really good with people,† say, â€Å"Due to my outstanding service skills, I had the highest number of repeat customers in the district. People requested me by name.† Be Professional Even if you are given creative license, recognize that this essay is your potential employer’s first glimpse of your work persona. Don’t put anything in the essay that you wouldn’t want to say to her face. Treat the essay like an interview and write accordingly.

Causes of the Economic Recession Essay Example | Topics and Well Written Essays - 2500 words

Causes of the Economic Recession - Essay Example Economic Recession has adverse effects on the economies and they include such aspects as unemployment which can hurt the economy of a country. Economic recession is also responsible for the lower standard of living for various people around the world (Siegel, 2002). There are various causes of an economic recession in a country's economic or rather in the world economy. This can be attributed to various effects which may vary from one country or region to another. There have been identified a number of causes for economic recession and this include financial crisis, energy crisis, war, under consumption, over production, currency crisis and increased fuel prices (Bulow, 1985). This is a situation in which various financial institutions or financial assets loose their value greatly and at a very sudden way. The situation can be expressed under many circumstances and it has been documented in historical perspective. One of the major causes of financial crisis in from the 19th century to the modern day world is the aspect of banking panics which have been associated with many recessions in the world. Financial crisis is also characterized by the crashing of stock markets all over the world, sovereign defaults, currency crisis and the financial bubbles bursting (Markus, 2008). There have been recorded a number of financial crisis in the world and the most notable is the Asian Financial Crisis of the year 1997 which was responsible for economic recession in Asia and the far reaching effects were felt all over the world. The most notable of the financial crisis was the Global Financial Crisis of 2008 and 2009 which sparked off in the United States of America and spread to major European economies and consequently its effects were felt all over the world with the third world countries being adversely affected (Charles, 2005). Prior to the economic recession of 2008 and 2009 various financial institution collapsed and this led to the closure of many corporations in the world. The majority of these corporations were in the world leading economies notably the countries of United States such as American Insurance Group and corporations from Europe. These countries are the leading world economies and with this economies being affected by financial crisis, the world consequently was affected by economic recession (Siegel, 2002). 1.1.2 Currency Crisis A currency crisis is also referred to as a balance of payment crisis and it happens when the currency of a country either appreciates or depreciates suddenly. This change of the value of a currency undermines its qualification as a medium of exchange or also as a store of value. It is a character of a financial crisis and it is incorporated into one of the association of the real economic

The Law Relating To Appurtenant Rights Over Freehold Land, Such As Essay

The Law Relating To Appurtenant Rights Over Freehold Land, Such As Easements, Covenants, Rent Charges And Profit A Prendre - Essay Example Personal property attached to real estate by a tenant for the purpose of his or her business is classified as a trade, or chattel, fixture and remains personal property. Four legal tests determine if an item is a fixture or not: intent, relationship of the annexing party to the property, method of annexation and adaptability (which may be referred to as the Total Circumstances Test). An estate is the degree, quantity, nature and extent of interest a person holds in land. Freehold estates are estates of indeterminate length. Less-than- freehold estates are called nonfreehold, or leasehold, estates, and they concern tenants. A parcel of land may be a freehold and nonfreehold at the same time. A freehold estate may be a fee simple estate or a life estate. A fee simple estate can be absolute or defeasible on the happening of some event. A conventional life estate is created by the owner of a fee estate; a legal life estate is created by the Law. An easement is a right in the land of anot her which enables the landowner to restrict in some way the use of adjoining land by another party. It is the right acquired by one person to use another’s real estate. There are two types of easements: easement appurtenant and easement in gross. An easement appurtenant involves two separately owned tracts. The track benefited is known as the dominant tenement ; the tract subject to the easement is called the servient tenement . An appurtenant easement is an encumbrance to the servient estate and a benefit to the dominant estate.

The British involvement in the trade of slaves Essay

The British involvement in the trade of slaves - Essay Example The British involvement in the trade of slaves Various British colonies include the thirteen states of the United States of America that were mainly on the eastern side, Canada, India, Eastern Africa, South Africa, and Australia. All this different colonies had a contribution to make in the development of slavery. Some colonies were the source of the slaves, while others especially in the areas that had major industrial revolution were the destinations of the slaves. An analysis of the participation of different British colonies reveals how they participated in the development of slavery and how they affected its development. Britain had thirteen colonies in the North America regions that contributed a lot to the development of slavery. This States included Virginia, Massachusetts, Carolinas, Maryland, and Pennsylvania, to mention but a few. This is because the economies of these states were majorly dependent on slavery as a way to get cheap labor to work in the vast plantations of tobacco and cotton. The growth of tobacco had become family based, making the demand of slaves to increase since each homestead that planted tobacco required slaves. Industrialization was also expanding in the thirteen British colonies in the Northern side of America. This influenced the need of more slaves for the purpose of performing the hard labor of constructing the factories and working in the harsh conditions of the factories. One thing that was true about slavery in the British colonies within America is that it had a racial trait attached to it.