Juicy Couture Advertising Analysis Essay Example for Free

Juicy Couture Advertising Analysis Essay Typical high fashion advertisements consist of a beautiful female model, wearing the most expensive clothing, looking classy and elegant. Somewhere there is usually a toned gorgeous man looking at her in awe, also wearing incredibly fashionable clothing. These ads, however effective on the minds of the masses, are not the same approach the infamous Juicy Couture brand takes. Bought by all types of women, from mothers to teenage girls, everyone wants to be part of the Juicy phenomenon. Juicy Couture’s image isn’t the stereotypical wealthy, high fashion kind of depiction. They show a more mainstream glamour and luxurious wealth. Their bedazzled track suits and terrier crowned logo shows their abnormal high end fashion. However, the brand is still very fabulous and expensive being â€Å"Made in Glamorous USA† (â€Å"JuicyDeals†). The advertisements of Juicy Couture try to show this same kind of image. The usual Juicy advertisements are displays of a picturesque suspended girl universe, by reflecting a modern, girlish, avant-garde display with a whimsical kind of spirit (Brown et al). Interesting and bizarre, they never fail to catch the eyes of women and girls of every age and race. Juicy couture has a different and outrageous kind of style that never fails to tap into the needs and desires of girls all over. According to their ads, with Juicy couture women can be prominent, can dominate, and can definitely get anything they want. In 2009, Juicy ran an ad campaign titled â€Å"Do the Dont’s. † Each ad depicted models breaking the rules, being rebellious, and going against what is expected by society. One of the ads shows a women dressed in business-like attire, pale skin, and hair done up in a boy-like style. She is leaning against a man dressed in complete contrast to her. He’s tan and dressed in a more feminine fashion with long shaggy hair, a tulle skirt, and carrying a purse. He stands causally like a female with his hip cocked out to the side. In the background you see a pink mansion like house, with beautiful plants and magnificent windows. Above them it says â€Å"Do the Dont’s. † Below that in light blue, the phrase â€Å"You can always get what you want† is written in messy-like handwriting. The items being advertised is everything from clothes, purses, jewelry, and perfumes. The purse and the fur coat, the socks, and the black dress are all Juicy Couture. Below their feet is the unmistakable â€Å"Juicy Couture† logo. In big, bold, fancy lettering, outlined in white. The overall name for the campaign is a striking small simple phrase that catches the eyes and can hook audiences in. On the ad it’s in black block lettering, at the top of the picture in a small type of font. To say do what is unexpected of you is something Juicy already does however, for this campaign, they are saying if girls want to be a part of this fun, superficial, girly, unrealistic world, you have to be different. When the line first came out it was different kind of high fashion that no one had seen before. They then incorporated that into their whole theme of their ads by showing a more unrealistic view of the wealthy with a forward-thinking view of fashion The house is a girly fantasy, being that it is pink, but it also shows how the pair are probably rich, and the rest of the house is just as wonderfully exotic as the two in front of them. It’s like they are a part of this beautiful world that only a few are able to see and to be like those in the picture it is necessary to be just as unrealistic as them. â€Å"You can always get what you want† is the main concept of the advertisement. In a bright blue color and it look as if it was hastily written on top with a paint brush, it is the first thing to notice. The phrase is big, bright, and takes up most of the page making it truly stand out. The two phrases correspond with each other. If you â€Å"do the dont’s† â€Å"you can always get what you want. † Or â€Å"you can always get what you want† by doing the â€Å"dont’s. † The phrase implies that with juicy couture you can get whatever you want. The models in the background give the message even more of a meaning with how they look. They give off the air that they truly can and do have whatever they want. It is even written like the person who wrote it, didn’t care about what people think. Who wouldn’t want to have everything? Jib Fowles in an article wrote about how advertising use different types of appeals in advertising. Fowles says as a â€Å"need for dominance† and a â€Å"need for prominence† is one of the ways that advertisers pull people in. This advertisement feeds the desire for women â€Å"enjoy prestige and high social status† (65). Women aspire to control and want to be admired. These appeals are shown in just the catchphrase of the advertisement, never mind the photo behind them. Although the writing may be the first thing seen behind it is an abstract photo Juicy is famous for. The female model is in control, and strongly dominates the photo. Her direct gaze toward the camera is confrontational showing she is unafraid of power, her smirk saying she already knows she’s got it all. She stands in a firm yet casual pose showing she’s comfortable with her status, even though to some people it could be unsettling. She’s happy and at ease with her life and wouldn’t change a thing. These aspects make her more of a conformist which is opposite of what a women in fashion should look like. She causally has her arm on his shoulder further showing her dominance. He is like her pet, or maybe her play toy (Brown et al). She is prime example as to what Fowles says about prominence and dominance. This model obviously shows both with her strong contrast to her male counterpart emphasizes this fact even more. Dressed casually like a girl the male model’s chest is bare showing to the audience that he’s not trying to be a girl but he’s not afraid feminine side (Brown et al). They differences between our very strange couple also leads into the â€Å"Do the Dont’s† aspect of the campaign. A man dressing like a woman is definitely going against the grain. In most advertisements men are shown as the strong leader of the person who dominates, but here it is quite clear that he couldn’t care less about being in control or anything. He is perfectly happy with his life and how he is dresses. This isn’t what is expected of a man today, not in the least. The point of the ad is to sell the viewer not a single commodity but to convince the consumer that wearing their clothing will lead them to a new lifestyle (Fowles 62). The ads instruct them to do whatever it takes to get the glamorous life they want, doing the â€Å"dont’s† and â€Å"making a mess. † However, it also emphasizes the fact that Juicy Couture is â€Å"Doing the dont’s† with their actually clothing line. With outlandish fashion rules they are trying to get audiences to remember fashion doesn’t have rules, and Juicy took that idea to the next level with their own set of rules. Women don’t have to listen to the conventional rules about life or about what they wear. The ad plays on feminine desires to be better looking than everyone else, to be different and in control.

Hamlets Grief :: essays research papers

The Grieving of Hamlet Although many different positions could be taken on writing an essay for this Shakespearian play, the author took it upon himself to write about Hamlet’s grief. His grief is obvious from the beginning of the play and he continues to grieve althroughout the play. Within his twenty-one-page essay, I chose this line to represent that I agree with his outlook on the play. â€Å"†¦his focus is on his grief and the profound impact in which the ghost has upon it. (Hamlet pg.18 paragraph 3)   Ã‚  Ã‚  Ã‚  Ã‚  I strongly agree with this statement because Hamlet is continually showing huge amounts of grief throughout the play. Even in his opening words in the play he shows some amount of grief to his uncle, the new king, and his mother. His mother basically says that his father is dead, and that there is no bringing him back. So what good does it do for him to weep and mourn? Hamlet replies to this by saying: Seems madam nay it is! I know not seems ‘Tis not alone my inky cloak, good mother, Not customary suit of solemn black. Not windy suspiration of forc’d breath, No, nor the fruitful rover pf the eye, Nor the dejected haviour of the visage, Together with all forms, moods, shapes, of grief, That can denote me truly. These, indeed seems, For they are actions that a man might play; But I have that with in which passes show--- These but the trappings and the suits of woe. (1,2,76-78) Clearly this shows Hamlet grieving his father’s death while showing hostility to the king and queen for being so deathly cold about the previous king’s death. Also the readers can also see in Hamlet’s opening dialogue, it shows that he still has not come to terms with his father’s death and is still in the state of shock when we first see him.   Ã‚  Ã‚  Ã‚  Ã‚  All throughout the play Hamlet mourns the loss of his father, especially since his father is appearing to him as a ghostly figure telling him to avenge his death, and throughout the play it sets the stage and shows us how he is plotting to get back at the assassinator. Such an instance where the ghost appears to Hamlet is when Hamlet and his mother are in her bedchamber where the ghost will make his last appearance. Hamlet tells his mother to look where the ghost appears but she cannot see it because he is the only one who that has the ability to see him.

Discrimination in College Admissions Essay

There can be many factors that determine whether or not you can get into a college. Do you have the grades, are you involved in your community, have you been convicted. Many questions like those listed above have been commonly asked to applicants who apply for major colleges universities. However, you are never asked your ethnicity during an interview, usually they give you an application to fill out and they have a space that allows you to check which race you are. Some people feel as though they may have been discriminated against because of their race or ethnicity. It may be true for some, but not all cases are alike, in the sense that racial discrimination in college applicants has been going on for quite a while now. In Regents of the University of California v. Bakke, a thirty five-year old man named Allan Bakke applied to the University of California Medical School at Davis and was denied admission on the two occasions that he applied for the university. The school claimed to have had denied his admission because they were designating sixteen of one hundred spots, in each new set of applicants, of one hundred â€Å"qualified† minorities as part of their cooperation of the new affirmative action legislation. Bakke did not qualify for any of these sixteen out of on hundred spots because he was white and not black, or a minority. They did this to readdress the long-lasting one-sided minority omissions from the medical sector. Now, Mr. Bakke’s test score and other qualifications he needed to enter the program were beyond acceptable, but he was still rejected. He then took his case to court. Bakke went to California court primarily, then he decided to go to the Supreme Court, saying that he was rejected from the university because of his ethnic group. The question at hand was did the University of California violate the 14th Amendment equal protection clause and/or the Civil Rights Act of 1964 when denying Allan Bakke admission because he was white. Also, the fact that they used affirmative action to do so, would it still be a violation if they were just following the new law laid down by the big guys to help increase the assortment of the minorities already in the university. Also, you have  to take into account that they had very limited resources and wanted to make sure that everyone had a fair chance to apply and get accepted, which is the point of the reservation of the sixteen spots of one hundred for the minorities. To balance the statistics some would probably say. The case concluded with five votes siding with Bakke, and four votes against Bakke. Ultimately he won the case, but that didn’t stop colleges from not admitting people by their race. This case is similar to the sentiment the Asians are feeling with the bar for them to be able to get admitted into a good college or university being set beyond the maximum. Some Asians feel as though they are not getting a break and are getting harsher treatment then most American. So is this the same as Allan Bakke felt? Did he feel as though he was given an unruly standard that he would have to live up to in order to be admitted inside of his dream school? I believe that the Asians and Allan have been tested with the same trial that they have to battle out. Asian-Americans are now feeling that they are losing out because the Board of Regents established a new undergrad admissions policy that gives them expectations at a chance to widen their applicant consortium. However, not everyone is satisfied with the new legislation, especially Asian-Americans. The new policy however, does not state that Asians wouldn’t qualify, it simply gives colleges and universities more tractability in selecting new students. As the media grapples on to the new concept more and more Asians are coming forward with complaints and angry phone calls and letters from the students of these Asian students and the students themselves. This new policy differs from affirmative action, but not everyone sees the difference between the two. One analysis from a person at the college supports the view of the Asian-American student, implying that the number of Asian students would regress under the new policy. Parents of these Asian students also seem to feel the sting of the new policy. Outraged, many say that they were blindsided by the university and see it as an act of discrimination. Compared to Board of Regents v. Bakke, it was simply discrimination in the obvious form. They denied him because he was a man of Caucasian decent and they wanted to save sixteen spots  specifically for minorities. Which in my view was fair at the time because minorities weren’t given as many opportunities as the whites were. I would have seen that as socially acceptable if I were there in that place of time. Even with the high grades Mr. Allan Bakke presented to the college, he was still rejected twice. In this case when we are about thirty-five years after that incident, we have arrived to a time in the United States were almost everyone has ‘equal’ rights, per say, and we all have ‘equal’ opportunity, but to deny someone because of their race in this day and age will most definitely result in a law and to me is seen as discrimination because if we work hard and meet the qualifications for a specific job, college, or university we fancy to attend we should be able to do as so. However, I do understand that some colleges might look at the campus population and notice many members of the same race and decide that they want it to be more diverse, and that’s understandable, but if someone makes the cut, they make it and if the college or university decides not to accept them because they might want the African-American straight A student to join their institution rather than accepting another Asian straight A when they already have so many people from that heritage. Colleges might also look at creating a more diverse campus as a way to prevent those lawsuits, because if the media starts getting reports of there being an overflow of white students at a college or university ran by a white man or woman, they look dubious, and just racist, but if they start accepting more minorities into their school, spreading a little color over the campus, in a sense, then they look more appealing to applicants who want that diversity in their dream school. Plus it shows good when schools are being taken to court for discrimination. If they show the statistics, the numbers, of the racial diversity, then that builds on their case. If they show a pie chart and 75% of the chart is green, and green represents white for example, then that makes the school look bad, ultimately allowing a jury to see a possibility of discrimination, but if it’s near equal for minorities and whites, etc. , then it’s good for the school. Making their case more believable. Debacles like this may never end for years to come because we need diversity  in public places, without it, it would be like the Civil Rights era all over again, and we don’t need any more violent protests like we have today. I agree and disagree with the Regents v. Bakke ruling because I believe he should’ve been accepted, but I also believe that if he was aware of what they were doing after the first time he got rejected he should have went to the courts sooner, but there is always the accusation of speculation and that can hold grounds for a dismissal of the case. However I do agree with the Board’s idea of creating a more diverse campus. By doing so they allowed minorities, who back then had fewer opportunities then the white men and women, to integrate themselves with the majority and find out for themselves that they are all alike. They have two legs and a beating heart and they can tolerate each other’s presence. They should America that public places shouldn’t be segregated, but should hold equal opportunities for minorities and majorities, and by the Board striking the thought of holding those sixteen spots was just the start of a major movement towards desegregation and eventually diversity. Although it’s sad to see that even in these ages we still have to do that, it is understandable when the media scrutinizes people for the smallest things, and does it even worse to larger corporations, businesses, colleges, universities, etc. I still do not believe that the decision of the Board to make that decision was intentionally targeting keeping Asians out of there schools. I still believe that they did that to create more diversity in a place they saw a populated with the majority of one race. If that is the case then I think everyone should come to an understanding that there will be a majority and people will want to see changes in that majority, by adding none other than minorities. Adding those minorities keep things balanced and keeps the media away. Again, it provides the students who want major diversity to see that as the perfect school for them. If a fresh out of high school student decided to go an all-African-American school, applied and got denied, even with the best grades and extracurricular activities. Would that be considered discrimination, even if he was in fact African-American? I doubt that people would try to fight that, but only see that as he didn’t rise up to the standard that the school  had set for the applicants. The case would not stick because he qualified, just wasn’t admitted to the institution. In conclusion, Bakke v. Regents is similar to the slim chances of Asians getting accepted into colleges and universities because of their race. However, in Bakke v. Regents the Board was trying to create equal opportunity for minorities, but in the example of the Board seeking new policy to give the campus more flexibility in who they choose to accept into the college, just seems like discrimination. In both cases there was discrimination, but is there a thing as good discrimination? I think that there is a good grounds for discrimination if there needs to ever be more diversity, but I don’t think us, being the ‘land of the free’, should ever succumb to that. As far as we have come from the Civil Rights movement itself and having to decide whether or not the whole world was racist, pretty much. We shouldn’t have to input new policies like that, making a certain group feel insecure about their educational future. Works Cited † Asian Americans sue University of California System over Holistic Admissions sham – College Confidential. † College Confidential. N. p. , 4 Apr. 2009. Web. 15 May 2013. . Daniel, Golden. † Asian Americans sue University of California System over Holistic Admissions sham – College Confidential. † College Confidential. N. p. , 2 Feb. 2012. Web. 15 May 2013. . â€Å"Regents of the University of California v. Bakke | Casebriefs. † Law Cases & Case Briefs for Students. N. p. , n. d. Web. 15 May 2013. . â€Å"Regents of the University of California v. Bakke | The Oyez Project at IIT Chicago-Kent College of Law. † The Oyez Project at IIT Chicago-Kent College of Law | A Multimedia Archive of the Supreme Court of the United States. N. p. , n. d. Web. 15 May 2013. . SCHMIDT, PETER. â€Å"Asian-Americans Give U. of California an Unexpected Fight Over Admissions Policy – Students – The Chronicle of Higher Education. † Home – The Chronicle of Higher Education. N. p. , n. d. Web. 15 May 2013. . View as multi-pages

Personnel management - Free Essay Example

Sample details Pages: 24 Words: 7253 Downloads: 1 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Don’t waste time! Our writers will create an original "Personnel management" essay for you Create order Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows how we do things here The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type of training. It is a training method designed for managing directors, general managers and finance managers (accountants). Seminars, workshops and conferences are organized by the universities and other professional bodies such as institute of Chartered Accountants (ICA), Management Development and Productivity Institute (MDPI) and Ghana Institute of Management and Public Administration (GIMPA). The training covers areas such as labour relations, financial management, business management and office management. iv. On-The Job Training Under this method of training, trainees are put directly on the job and taught how to do it under close supervision. To make such training easy, the job is usually broken into different parts and each part taught before the trainee is made to perform the whole. This type of training is suitable for routine work which takes relatively short time to learn. v. Induction Training This main aim of induction training is to introduce new employees of an undertaking to its practices, policies and purposes. It may also include visits to the plant and other departments of the organization. Benefits of Training Training has many benefits among which include: It helps workers to improve upon their existing skills and acquire new ones. It therefore improves their efficiency and increase output. Training improves employee morale because of the satisfaction employees derive from doing their jobs very well. A company with good training programme can attract desired and qualified personnel Training provides for succession. It helps to prepare employees for higher jobs or promotion. Training ensures greater accuracy of work. It ensures more efficient handling of machines and equipment by well trained staff and thus reducing cost of maintenance and accidents. It helps organizations to adapt to changes more effectively. 2.6 Performance Appraisal Employee appraisal is an assessment of an employees job performance over is period with a view to rewarding him or improving, his efficiency by correcting its short-comings. The general purpose of any staff assessment system is to improve the efficiency of the organization by ensuring that the individuals within it are performing to the best of their ability and developing their potential for improvement. It is therefore used to review performance, to review potential and finally to review salaries. Employees appraisal is therefore important in determining wages and salaries of employees and also which employee merits promotion. 2.6.1 Reasons for Performance Appraisal To review and if necessary amend the details of subordinates work and job description. To assess subordinates potential and possibilities for some other work To assess and see whether the subordinate merits further promotion To identify subordinates deficiencies or to help recognize them and to discover to what extent training is needed to improve predominance. It helps ensure job satisfaction since the employee is aware that his boss is interested in his work. To discuss work problems and help find solutions to them. To identify an individuals current level of job performance. To identify employees strengths and weakness To identify training and development 2.6.2 Uses of performance appraisal results (Date) i. Appraisal of employees provides information which enables management to decide whether to promote, demote, lay off or transfer an employee. ii. Appraisal results are used to establish the goals and objectives of the training programme or to assess training needs iii. Appraisal results are also used to determine the size and frequency of pay increases to the ratings assigned to the employee. iv. They provide the means through which management can improve performance of an employee of his job. v. Information from appraisal results to used to update the records of an employee. This facilitates the writing of confidential reports on employees during and after their stay with the organization. vi. The appraisal results also help to compare and contrast the differences of employees. 2.6.3 Problems of Appraisal The various methods can suffer from subjectivity or bias. Quite often, personal prejudice favouritism and personal relationship plays a major role in the final results. The exercise is very expensive and time consuming especially where consultants are used in the evaluation exercise. Concepts and terminologies used in the exercise may mean different to appraisers Sometimes standards are not set with which performance could be compared and assessed by appraisers. Most often appraisers are not given the necessary training and lack of knowledge in the job may render their results unreliable. 2.6.4 Methods of Appraising Employees i. Graphic rating scale A common approach to assessing performance is to use a numerical or customers while also performing a self assessment. This is known as 360 appraisal. ii. Overall Assessment This is the simplest method. It requires the manager to write in narrative form judgments about the appraisee in his own words, possibly touching on the strength and weakness of the employee, leadership ability, technical effectiveness, achievements and failures. The main problem here is that, the result depends on the writers own impressions and personal relationship and this can render the results unreliable. iii. Grading (Graphic Rating Scales) It is an evaluation technique where the appraiser is given a set of qualities and characteristics and asked to rate each of the employees on each of these qualities and characteristics. Such areas or characteristics examined included; quality of work, punctuality, cooperativeness, dependability, initiative, job knowledge, self discipline etc. The performance of the person is then given a rating such as outstanding, good, satisfactory, fair, unsatisfactory or poor or he is rated on a scale of 1.10 or A,B,C, D. iv. Results-Oriented Schemes (management by objective (MBO); This method set out to review performance against specific targets and standards of performance agreed in advance by manager and subordinate together. At the end of the period, the appraisers performance is measured against the targets or standard set against. Other methods that are being used as performance appraisal process are: Behavioral Observation Scale Behaviorally Anchored Rating Scale 2.7 WAGES AND SALARIES ADMINISTRATION Wages and salaries relate to payment for work done over one year released or paid to the worker monthly. Wages are payment for a days or weeks work done released to him on that day or at the weekend. The nature and type of work determines the method of payment of wages and salaries. The following are the main methods used: 2.7.1 Time Rates: Under the time rate system, an employee is paid according to the number of hours spent on the job. This is the common method of payment in most Ghanaian companies. Employees are made to work for a standardized eight hours a day. A fixed salary is calculated and paid at the end of a stated period. 2.7.2 Piece Rate: Unlike time rate, here an employee is paid according to the total quantity of items produced. Here, the output of the employee rather than the amount of time spent on the job is of paramount importance. The output of the employee must be easy to measure and the rate per unit or piece must be established. 2.7.3 Incentives: An incentive is some form of financial encouragement given to an employee to enable him or induce him to increase his level of productivity. It is therefore a sum of money added to the employees basic rate or salary in order of motivate him. It is used by management as motivation factor and takes the form of: 2.7.4 Bonus Schemes: Bonus is an incentive payment and it is paid in addition to the normal wages and salaries of employees. Bonus may be paid for hard work, for attendance to work respect, results achieved or any other positive attributes displayed at the work place. 2.7.5 Commissions: These are used to reward salesman. The commission rate is determined and the number of units sold multiplied by the rate. It is used to discourage idleness and laziness on the part of salesmen. 2.7.6 Gains sharing Plans: This is where the money gained from increased output and above the standard is not directly proportional to the increment in output. The gains are shared between management and employees. Factors Considered In Formulating Wages and Salaries Level This personnel manager takes the following into consideration when determining the pay structure of a firm. i. The cost of Living This occurs when wages and salaries move in step with the consumer price index. When the cost of living is rising, workers clamour for increase in wage and salaries. The company must reasonably raise its salary level to enable employees cope with the rising prices of goods and services. ii. Ability to pay The ability of the organization to pay affects the general level of wages and salaries. It will be a mistake to accept a proposed salary without assessing the ability of the organization to pay. Companies, which make high profits, are able to pay higher wages and salaries than less profitable companies. iii. Bargaining Power Wages and salaries are sometimes determined by the bargaining power of the employer and the unions. A high demand by the union may lead to high salary levels. iv. Differential Abilities of Employees: Wages and salaries must commensurate performance or output. Hard working employees should therefore be rewarded higher. vi. Competitions In order to attract labour, especially in an industry where labour is scarce, a firm may pay comparatively higher than what is paid by other firms in order to attract labout from competitive firms. 2.8 JOB EVALUATION Job Evaluation can be defined as the process of placing jobs in order of their relative worth or importance for the purpose of determining wage and salary differentials. It is the calculation of the responsibility in each job taken into consideration the danger involved, training, skill, physical and mental effort so that wages are calculated and paid according to the value of such work. The grades with less responsibility get the lowest wage whilst those with the greatest responsibility get the highest wage. Job evaluation thus performs tow necessary functions. It is the process of determining the relative value of each job to the company. It must also ensure that wages are internally and externally consistent. The Process of Establishing a Job Evaluation System conduct a job analysis Prepare Job Description Determine the elements of the Job, which are necessary for its effective performance Use methods such as rating, point or factor comparison to place jobs in order of their relative worth Attach monetary value to the elements of the job. The outcome of job evaluation is the creation of a structure showing which jobs are more important to the company, which jobs should be paid more than others, and the degree of difference and pay between jobs. Methods of Job Evaluation: Raking Method This method involves ranking jobs from low to high job requirements. It is suitable for companies with few jobs. The procedure involves obtaining descriptions of all the jobs under consideration and raking them from low to high job requirements or demands. Point Method This method involves conducting a job analysis and preparing job description to determine the elements involved in each job. The elements which include, sill, effort, working conditions and responsibility are awarded with points. Factor Comparison Method This method is used to evaluate white colour jobs. The elements of all the jobs, which include sill, mental effort, physical effort, responsibility and working conditions, are analyzed and recorded. Key or benchmark jobs are selected. The other jobs (elements) are compared with the benchmark jobs on factor-by -factor basis. The comparison will reveal which job stands superior to the other. Advantages of Job Evaluation Job evaluation is used to establish the overall wage and salary structure in an organization. The process of conducting a job analysis can help receal difficult working conditions so that they can be removed. It forms the basis for providing equal pay for equal work in an organization. 2.9 HEALTH, SAFETY AND WELFARE OF WORKERS The concern of every industrial organization should be the provision of safe and accident free working conditions for its employees. Thus the Factories, Offices and Shops Act of 1970 which was amended in 1982 (PNDC LAW 66) compels employers by law to be responsible for the making and of certain provisions for safety, health and welfare of employees in factories, offices and shops. Under the factories, offices and shops act, employers are compelled by law to keep their premises clean, provide good system of ventilation, drainage, sanitation, first aid, washing facilities and drinkable water. The prevision of accident free working environment should therefore be the concern of every industrial complex. The above health measures are therefore elaborated in the following: 2.9.1 HEALTH MEASURES The act compels employers to keep their business premises clean, provide for good system of ventilation, sanitation, drainage, lavatories etc. so as to provide for the comfort of employees. The following measures are also adopted under the act to ensure the health of employees. Noise and vibration likely to affect the health of employees must be reduced as much as possible. First and facilities should also be provided. A first aid box containing first aid requisites must be provided. A trained personnel should be employed to take care of minor ailments, injuries etc. Washing facilities and good drinking water should be provided for the use of employees The provision of suitable sanitary convenience separate for each sex. The conveniences must be kept clean and if possible toilet rolls and other detergents must be provided. The area of operation should be kept under good hygienic conditions. Education on personal and industrial hygiene should be provided. 2.9.2 SAFETY MEASURES Safety measures include the following Provision of protective clothing and appliances to reduce accidents and injuries at the workplace. Employees must be provided with suitable protective clothing, e.g boots, goggles, masks etc. Provision of effective fire alarms and proper maintenance of all equipment through cleaning and lubrication. The factory must have adequate means of fighting fire and dealing with other explosions. Display of posters on safety and showing of accident prevention films Educate employees on safety practices Electrical transmissions (generators), convectors, motors and flywheels connected to them must be properly fenced. Training facilities should be provided and no woman or person under age should be permitted to operate a delicate and dangerous machine which is likely to cause injury to that person or group of persons. 2.9.3 WELFARE MEASURES Welfare facilities include incentive and fringe benefits which are added to the employees normal wages and salaries. Welfare facilities include the following. The establishment of canteen to provide food for the workers. The food is normally subsidized by the organization. Provision of Transport facilities e.g. bus services for the workers. The buses should be provided to send them to and from their place of work. Provision of sports facilities e.g football, basketball, volleyball etc. Provision of medical facilities e.g, an arrangement could be made with a medical doctor so that employees are treated and the bills sent to the company for payment Provision of cash benefits such as loans, annual bonus, pension, social security insurance schemes. Etc. 2.10 INDUSTRIAL RELATIONS Just as human resource developers make sure employees have proper training, there are groups of employees organized as unions to address and resolve employment-related issues. Unions have been around since the time of the American Revolution (Mondy and Noe, 1996). Those who join unions usually do so for one or both of two reasons to increase wages and/or to eliminate unfair conditions. Some of the outcomes of union involvement include better medical plans, extended vacation time, and increased wages.1 Today, unions remain a controversial topic. Not only do HR managers deal with union organizations, but they are also responsible for resolving lockout.2 Management should ensure that, there is a cordial relationship between them and the employees so that the stated objectives can e attained as well as the overall success of the organization.