British Legal Framework For Construction Health and Safety

British Legal Framework For Construction Health and Safety In 1974 in Great Britain, the parliament adopted the Health and Safety at Work etc. Act 1974 (HSWA) which became the major piece of legislation at work for health and safety matters in the country. This Act was adopted for all industries including construction. Its aims were to provide the main principles and duties to employers, employees and all the participant of the work activity in general (St John Holt, 2005). Then, the European Union (EU) imposed new directives to its members on health and safety issues. The legal framework in Great Britain changed and new acts and directive had been adopted by the parliament setting up a hierarchy of component in the legal system (Howarth Watson, 2009): European Union regulations and directives: all the members of EU are subject to European legislation UK statutory law: acts of parliament HSWA 1974 is the principal act in the UK Statutory instrument: regulations to develop and detail specific duties and requirement concerning health and safety law in the UK Approved Codes of Practice: practical guidance for compliance with health and safety regulations Since 1974, the HSWA had been supported and supplemented by several statutory instruments and regulations (Joyston-Bechal Grice, 2004). Following the framework directives of the EU aiming to improve health and safety for workers at work, the Management of the Health and Safety at Work Regulations 1992 and then 1999 (MHSW) came to provide additional elements to the HSWA. Other daughter regulations had been adopted to implement this act on specific construction related areas (Fewings, 2005). Some examples of these new regulations (St John Holt, 2005; Fewings, 2005): MHSW Management of the Health and Safety at Work Regulations 1992/1999 CHSW Construction (Health, Safety and Welfare) Regulations 1996/2000 PUWER Provision and Use of Work Equipment Regulations 1998 LOLER Lifting Operations and Lifting Equipment Regulations 1998 CSHHR Control of Substances Hazardous to Health Regulations 1999 MHOR Manual Handling Operations Regulations 1992 CDM Construction (Design and Management) Regulations 1994/2007 The HSWA first objectives were to impose duties on the stakeholders involved in the work activity related to the safeguarding of health and safety standards. The key duties were places on employers toward employees, on employers towards people other than employees, on people in control of premises, on designer, manufacturers, suppliers and plant installer for the safety of their products, on every employees and more generally on everybody concerned by work activity (Howarth Watson, 2009). The responsibility for enforcing these act and regulations is taken by the Health and Safety Commission (HSC) which is appointed by the government to develop policies on its behalf. Its executive arm, the Health and Safety Executive (HSE) is in charge of the enforcement. It controls and advise the companies in the applications of the regulations (St John Holt, 2005). The HSC and HSE are also responsible of recording and monitoring construction industry health and safety statistics in Great Britain. Injuries, diseases and dangerous occurrences are then considered with numbers and corrective actions can be made (Howarth Watson, 2009). Construction design and management (CDM) On 6 April 2007 came into force in Great Britain the new Construction Design and Management Regulations 2007 written by the Health and Safety Commission (HSC) and approved by the Secretary of State and the Parliament. These regulations update, combine and replace the former Construction Design and Management Regulations 1994 (CDM94) and the Construction (Health, Safety and Welfare) Regulations 1996 (CHSW) which both needed to be reviewed and updated accordingly with the recent evolutions of the considerations towards health and safety issues in construction and after consultations of the main stakeholders of the construction industry (HSC, 2007). The CDM2007 Regulations aim to reduce construction accidents and ill health in Great Britain by encouraging the various stakeholders of the construction industry to improve in planning and managing their projects taking into consideration matters of safety and health early on in the project definition. By starting focusing on these essential points at the beginning of a project, risks can be identified and managers are able to make good decisions ahead of difficulties (Howarth Watson, 2009). In this new version of the regulations, the HSC focuses on communication and co-ordination between all the parties involved in the construction project and set up several duties for each of the different stakeholders. It also highlights that the amount of paperwork and all the bureaucracy caused by the previous version of the regulations should be reduced and the focus put on the planning and management. (HSE Website) The CDM set up obligations for clients and designers. The main obligation imposed to the client is to appoint the main stakeholders for the planning and the realisation of construction work (St John Holt, 2005). By construction work, the CDM broadly refers to the carrying out of building, civil engineering or engineering construction word (HSC, 2007). The regulations also impose duties to the central figures then appointed which are related to health, safety and occupational safety on construction project and which will be summarised later in this paper. Among the dutyholders which participate to the carrying out of the project are the Client, the Designer, the CDM-Coordinator, the Principal Contractor and the Contractors (St John Holt, 2005). The Client The Client is defined as any person for whom construction work is being carried out, whether done by external labour or in-house (Joyston-Bechal Grice, 2004). It can be an individual as well as a company. By this definition of the investigator of the work, the Client is the one who provides adequate funds to design and realise the work in respect of safety and health regulations imposed by the CDM and thus has a certain influence on what happens on site (St John Holt, 2005). The CDM Regulations 2007 submit the Client to several duties (Howarth Watson, 2009) (Joyston-Bechal Grice, 2004) (HSE, 2006): Appoint a CDM-Coordinator and a Principal Contractor Make sure that these two stakeholders and all the other the client could directly appoint are competent and have the adequate resources to mange health and safety problem associated with the project Ensure that the construction does not start until suitable welfare facilities have been provided as well as an agreeable health and safety plan Provide the CDM-Coordinator and the Designers with all the relevant information about health and safety matters related to the project Retain and make the health and safety file available to anyone who asks for it The CDM-Coordinator should be appointed as soon as possible so the Client can receive advice from him in order to appoint the other stakeholders (St John Holt, 2005). One of the important duty of the Client is to make sure that all the main figures he (it?) has to appoint are competent and have the adequate resources to deal with health and safety issues. That means the Client has to ensure that these stakeholders understand well the project, are familiar with construction techniques, are well aware of health and safety matters their risks and consequences but also that they allocate enough money and persons to do the job (Joyston-Bechal Grice, 2004). Maybe what they are not required ? Fraser The CDM-Coordinator The CDM-Coordinator is a person or a company appointed as early as possible by the Client in the preparation of the project. He is a key element for the prevention of risks related to health and safety as he is the main advisor of the Client and he is the guarantor of coordination and co-operation between the main figures involved in the construction process (HSC, 2007). The duties of the CDM-Coordinator imposed by the Regulations 2007 are (HSC, 2007) (Semple Fraser, 2007) (Howarth Watson, 2009): Advise the Client and other stakeholders on appointments: competence and resource availability Notify HSE about the project Coordinate planning and design work on health and safety matters Cooperate with the Principal Contractor and facilitate good communication between the stakeholders involved in the project Collect pre-construction information and prepare a pre-tender health and safety plan Prepare and update the health and safety file Supervise designers and ensure the design is prepared adequately The CDM-Coordinator is appointed only in the case of notifiable projects. That covers all the construction works which are scheduled to last more than 30 days or involve more than 500 person-days of work. A person-day is defined as one individual carrying out construction work during one normal working day (St John Holt, 2005). An important part of the CDM-Coordinators duties is to work close to designers in order to ensure they get the right information are the good moment and to supervise their work in order to figure out if they consider hazard, risks and control (WS Atkins Consultants, rev A. Gilbertson, 2004). The Designer Designers have a key role in managing health and safety on site. They are the persons or companies who can prevent risks at the source (Semple Fraser, 2007). The designer is the one who analyse site information and prepare drawings and specifications for the project. He can be an architect, a land surveyor or an engineer (HSE, 2006). For complex projects, several designers can be appointed to split the design and ensure to identify and examine all the health and safety factors that need to be addressed (WS Atkins Consultants, rev A. Gilbertson, 2004). The main duties of a designers are Eliminate hazards and reduce health and safety risks Provide all the stakeholders with information about the remaining risks that could be eliminated Ensure the client is aware of duties and that he (it?) appointed a CDM-Coordinator Update the health and safety file with all the new information concerning health and safety matters Cooperate with the CDM-Coordinator and the other designers and supply the relevant information Designers have the duty of indentifying and eliminating hazards and reduce the risks of those which cannot be eliminated (HSC, 2007) by using risk assessment methods to detect foreseeable risk and ensure the safety of workers by tackling the problem at the source. For this purpose they have to reduce de likelihood of harmful occurrences and the potential severity of harm resultant from it, limit the number of people exposed the these occurrences on site as well as and the duration and frequency of exposition (Howarth Watson, 2009). The Principal Contractor The Principal Contractor is an individual or a company appointed early in the construction process by the Client and is responsible for planning, managing and controlling health and safety on site during the construction phase of the project (HSE, 2006). The Principal Contractor is usually the main Contractor of the project. He (it?) has to ensure a good cooperation and coordination of work between the Contractors involved in the construction because of the fact they may work on the same site at the same time and then interaction between then can create unexpected hazards (HSC, 2007). The duties imposed to the Principal Contractor are (Howarth Watson, 2009) (Joyston-Bechal Grice, 2004) (HSE, 2006): Plan, manage and control construction phases and provide a good communication with Contractors Create and implement the health and safety plan on the base of the pre-construction plan Set up site rules Provide Contractors with all the information available concerning health and safety matters to ensure safety of their workers Ensure the availability of suitable welfare facilities at the beginning of the work and maintain it during the duration of the construction phase Check the resource availability and the competence of its (his?) appointed stakeholders Provide the workers with an induction when they arrive on site and further training and information for specific work Make the site a safe place and restrict access to people involved in the construction Consult with the workers and liaise with the CDM-Coordinator The Principal Contractor has a significant health implication when designs change or decisions are modified. The consultation process with the workers and the CDM-Coordinator permits to make everyone aware of the new updates in the construction phase plan and of the changing in managing health and safety (Semple Fraser, 2007). The Contractor The Contractor is any person or company who is in charge of the carrying out or the management of the construction work. The Contractor can also organise the work of other stakeholders who carry out the work on his (it ?) behalf (Joyston-Bechal Grice, 2004). The duties of the Contractor are (Howarth Watson, 2009) (HSC, 2007): Plan, manage and control own work and that of workers Check competence of workers and sub-contractors Specific training for workers Provide health and safety information to workers Make sure workers beneficiate of suitable welfare facilities Check the project is notified before starting the work Cooperate with other Contractors and with the Principal Contractor Provide any information to update the health and safety file Report any accidents, diseases and dangerous occurrences to the Principal Contractor as well as problems with the health and safety plan. Most of the time on large projects, several contractors work at the same time on the same site. In this case it is essential they cooperate with each other and follow the instructions of the Principal Contractor not to interact and create new hazards on site. The contractors should ask for the health and safety construction phase plan produced by the Principal Contractor to get all the information they need to ensure safety of their employees (HSE, 2006).

Explain the role of children and young people’s personal choices

As the children grow up they tend to do things that other children do, being influenced, and starting to hide stuff from their parents. Sometime children are really aggressive because they didn't get what they wanted so they start to abuse the other children or young people. Sometime it is just that they think that everyone else doesn't know what is good for him/her so they just want to do their own choice, but they don't know always was is good for them so they end up doing bad things, like smoking, drinking, drugging, etc.  which is going to affect them maybe for all their lives. Personal choices made as a child and young adult effect nearly every aspect of life. From education to family planning – poor choices can lead to poverty and few opportunities, while good choices can open up a world of possibilities. Family experience as a child can very much play a role, but young adults are fully capable of taking responsibility for the life choices they make.In accordance with Article 13 of the United Nations Convention on the Rights of a Child, the outcomes of the Governments Every Child Matters framework and the Early Years Foundation Stage, children should be provisioned for by ensuring that children are involved and engaged with, allowing them to be heard, to make decisions, contribute their experiences and be supported and safeguarded throughout their development.According to Tassoni (2010) the EYFS clearly states that a curriculum for children under five years should be balanced of adult-led and child-initiated activities; an environment needs to be rich in resources and displayed in such a way that the children can determine their own play. . An early years setting should encourage healthy snacks and encourage parents to supply healthy balanced lunchboxes.

The Post Traumatic Stress Disorder - 2881 Words

Case Study on the Post Traumatic Stress Disorder of Batman Batman is a character in the fictional DC Universe, whom without his secret identity goes by Bruce Wayne. He is famous for fighting crime, his intelligence, mastery over various skills and being Gotham City’s superhero. However, Batman wears a mask that hides his secret identity. Without the mask, as Bruce Wayne, he is a wealthy business man with a multi-billion dollar business. An individual such as this can be viewed as a perfect being with no flaws. However, analyzing Batman’s history and actions reveal a different story. Bruce Wayne was an only child born to his parents, Thomas Wayne and Martha Wayne, in an upper class SES background. His father was a medical surgeon and owner of the billion-dollar company Wayne Enterprises. His mother came from a wealthy family that owned a million dollar chemical company. So for Bruce Wayne’s life prior to the death of his parents, money was never an issue. Money was never an issue after the death of his parents either because he inherited everything. However his parents never chose to indulge young Bruce Wayne in the life of a celebrity. Instead they raised him with society’s ideal perspectives of family, love, and care. At the age of nine, Bruce Wayne and his parents walked outside a theater where they were confronted by a robber. He witnessed the robber kill his parents and then run off into the distance. This left Bruce Wayne with a mental scar which continues to hauntShow MoreRelatedPost Traumatic Stress Disorder980 Words   |  4 PagesToday we are here to figure out why is it that past events are the triggers that cause Post Traumatic Stress Disorder. Post-Traumatic Stress Disorder is an anxiety disorder that some people get after seeing or undergoing a dangerous event. There are various symptoms that begin to show or actions that can give a clear answer whether one may be diagnosed with this disorder. 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TheseRead MorePost Traumatic Stress Disorder884 Words   |  4 Pagesof traumatic incidents, such as mugging, rape, torture, being kidnapped or held captive, child abuse, car accidents, train wrecks, plane crashes, bombings, or natural disasters such as floods or earthquakes.† (NIMH) Families of veterans struggle to help their loved ones. â€Å"Post-traumatic stress disorder (PTSD) is an anxiety disorder caused by a person’s exposure to life-threatening or otherwise traumatic circumstances.† (Post-Traumatic Stress Disorder (PTSD). Post-Traumatic Stress Disorder affectsRead MorePost-Traumatic Stress Disorder1630 Words   |  7 Pagesare now accessing mental health services for the treatment of Post-traumatic Stress Disorder. 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Much of the general public and many mental health professionals doubted whether PTSD was a true disorder (NIMH)Read MorePost Traumatic Stress Disorder ( Ptsd ) Essay1401 Words   |  6 PagesAccording to the Mayo-Clinic Post Traumatic Stress Disorder, commonly known as PTSD is defined as â€Å"Post-traumatic stress disorder (PTSD) is a mental health condition that s triggered by a terrifying event — either experiencing it or witnessing it. Symptoms may include flashbacks, nightmares and severe anxiety, as well as uncontrollable thoughts about the event† (Mayo Clinic Staff, 2014). Post Trau matic Stress disorder can prevent one from living a normal, healthy life. In 2014, Chris Kyle playedRead MorePost Traumatic Stress Disorder ( Ptsd ) Essay1453 Words   |  6 Pages84.8% of those diagnosed Post-Traumatic Stress Disorder still show moderate impairment of symptoms, even 30 plus years after the war (Glover 2014). As of today, the Unites States has 2.8 million veterans who served in the Afghanistan and Iraq wars, of those it is estimated that 11 to 20% currently suffer from Post-Traumatic Stress Disorder. As of 2013, a total of 12,632 veterans of the Afghanistan and Iraq wars are currently diagnosed with Post-Traumatic Stress Disorder (Glover 2014). Of course it

Emphatic Expressions - Strong Collocations

Adverb intensifiers can be used to emphasize verbs. These emphatic expressions are used in formal English in written documents and when speaking at formal occasions such as business meetings and giving presentations. Here is a list of some of the most common of these intensifiers. Intensifiers categorically - in every manner, without reservedeeply - strongly, with much feelingenthusiastically - with great joyfreely - without hesitationfully - completely, without any doubthonestly - truly believingpositively - without any doubtreadily - without hesitationsincerely - with best wishesstrongly - with convictiontotally - without any doubtutterly - without any doubt Using Intensifiers in Sentences Here are example sentences of each intensifier which can be noted in italics. I categorically dont want to spend any time doing that homework.She deeply feels the need to treat others with respect.The children played soccer enthusiastically.You can find local newspapers freely available all over town.Alice does her work quickly and honestly.Youll find that many people readily accept low pay due to current levels of unemployment.  I can sincerely recommend John for the job.  She strongly presents her point of view.  Hes totally sure hes ready to take the test.Drake thinks its utterly useless to spend any more time on the project.   Using Intensifiers   Generally speaking, be very careful with your use of intensifiers. These are strong words, and they make a strong impression. When used carefully, these adverbs can really underline something you feel strongly about. However, if used too often, the intensifiers can begin to sound rather aggressive. Its best to use these words with great care, and only when you really want to make a point.   Words Used with Intensifiers These are generally used with specific verbs to create emphatic expressions. These intensifier verb combinations are strong collocations. Collocations are words that are always or often used together. Here is a list of the intensifier verb combinations which make up the emphatic expressions: Intensifier Verb Collocations Emphatic Expression categorically deny - In no way did I do something.deeply regret - I am strongly sorry for my actions.enthusiastically endorse - I happily, and with my whole heart believe in something.freely appreciate - I certainly understand something.fully recognize - I am aware of some situation.honestly believe - I think something is true without any doubt.positively encourage - I hope that you do something very strongly.readily endorse - I believe in something someone else does without hesitation.sincerely hope - I honestly want something for someone else.strongly recommend - I really think you should do something.totally reject - I refuse to believe or do in any case.utterly refuse - I completely do not want to do or believe. Here are example sentences for each of these emphatic expressions: We categorically deny any involvement in the scandal.I deeply regret the loss of your loved one.I enthusiastically endorse the local cancer society.We freely appreciate the current difficulties in this market.I fully recognize your need to improve your career.I honestly believe he is telling the truth.Wed like to positively encourage you to buy this stock.Our company readily endorses his run for office.I sincerely hope you are able to find employment soon.Id like to strongly recommend you visit an employment specialist.They totally reject any compromise in these negotiations.Im afraid I utterly refuse to believe anything he says. Heres a short quiz. Choose the correct intensifier for each gap. He ______ appreciates your interest in the company.Jennifer _________ hopes you telephone her soon.The boss _________ rejects any changes to worker contracts.The thief _________ denied any wrongdoing in the crime.Many people __________ believe Ronald Reagan was a great president.Doug _____________ recommends having steak at that restaurant.Unfortunately, the CEO ____________ refused to make any compromises.Many young people ______________ endorse the new president.If you want to succeed, youll have to ___________ recognize the need to study long hours.She ______________ regrets any problems she may have caused.   Answers freely appreciatessincerely hopestotally rejectscategorically deniedhonestly believehighly recommendsutterly refusedenthusiastically endorse  fully recognizedeeply regrets

The Father of Gothicism - 1077 Words

â€Å"I grew, day by day, more moody, more irritable, more regardless of the feelings of others. I suffered myself to use intemperate language to my wife. At length, I even offered her personal violence.† This line comes from the story The Black Cat written by Edgar Allan Poe. Poe has been proclaimed the â€Å"Father of Gothicism† by many due to his grotesque short stories and poems. Gothic writers had their characters be more â€Å"prone to sin and self-destruction† than any other movement had experienced (Poets 2). This mysterious style of writing lasted until the 19th century, and other popular gothic writers and characters include Bram Stokers Dracula, and Mary Shelly’s Frankenstein. Poe along with all gothic writers used disturbing, morbid words as well as supernatural story outlines to catch the reader’s attention, as he was one of the first to introduce the harming of females to the literature world. Gothicism style of writing always keeps t he reader shocked throughout the entire story trying to guess what’s next. Edgar Poe was born in Boston to Elizabeth Arnold Poe and David Poe Jr. on January 18, 1809 and experienced an extremely dark childhood. Poe unfortunately never got to build a relationship with his father because he abandoned the family by 1811. Poe’s life changed dramatically after his mother’s death on December 8, 1811 and his father’s passing a few short days after by tuberculosis, which caused his family filled with two siblings to be split up into different homes.Show MoreRelatedEdgar Allan Poe s Father Of American Gothicism1178 Words   |  5 PagesAlba Abreu Prof. Mrs. Beth Ritter-Guth EN-250 June 24, 2017 Poe s father of American Gothicism Edgar Allan Poe was born in Boston, Massachusetts on January 19, 1809. His parents were actors. After he was born, his father abandoned him and his mother died before he was three. This left Edgar Allan Poe a foster child. 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Also known as dark romanticism, it is a movement that rose during the eighteenth century whose origins come from northern Europe, emerging after the ‘light romantics’. This movement consists of gothic writers who prominently focused on phenomenons, melancholy emotions, darker insights and provided elements through theirRead MoreFrankenstein Major Works Data Sheet Essay1125 Words   |  5 Pagesabout the author: Born as Mary Wollstonecraft Godwin to William Godwin and Mary Wollstonecraft on August 30, 1789, Mary was the only child of her father and mother. Hardly more than a week after having Mary, Wollstonecraft died, leaving William to raise Mary and her half-sister, Fanny, whom William chose to adopt. When Mary was four, her father remarried but resentment was obvious between Mary and her stepmother. 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His father, David, was an alcholic who had abandoned the family shortly after his mothers death. Shortly after, John and Francis Allan took in Poe. After a failed attempt at college and a few years in the military, Poe went to live with his paternal grandmotherRead MoreThe Mother Of The Novel Frankenstein By Mary Shelley1202 Words   |  5 Pagesachieving a philosophical goal. Mary Shelley was unfortunately only to really experience literary expertise through her father, for her mother died due to puerperal fever early within one month of giving birth to Shelley. Seeing as a single father would not suffice for raising a child, Godwin remarried another woman by the name of Mrs.Clairmont. Shelley felt nearly abandoned by her father, forced to spend time with a stepmother that clearly disliked her since she was not her own child. Mrs.ClairmontRead MoreMary Shelley1066 Words   |  5 PagesRomanticism Era. Mary was the only child of Mary Wollstonecraft, a famous feminist, but after her birth, Wollstonecraft passed away (Harris). Similar to Mary’s book Frankenstein, both her and Victor’s mothers die when they are at a very young age. Mary’s father was William Godwin, an English philosopher who also wrote novels that would inspire Mary in the late years of her life (Holmes). Many years later, Mary would get married to Percy Shelley although he had been previously engaged (â€Å"Shelley† Exploring)Read MoreThe Fulfillment of the Definition of Gothic Horror by Chapters 5 and 4 of Mary Shelleys Frankenstein1560 Words   |  7 Pagesespecially in the areas of biology and chemistry. Shelley was the daughter of two of Englands most intellectual radicals. Her mother, Mary Wollstonecraft, was an established feminist who specialised in education and womens rights. Her father, William Godwin, was a well-known political philosopher and novelist. Shelley never met her mother as she passed away several days after giving birth, but was nevertheless inspired by her works and reputation. While being brought up inRead More The Legend Of Sleepy Hollow Essay1057 Words   |  5 Pagessaddle, but no Ichabod. A folk-tale is a quality that governs the overall meaning of Washington Irvings short stories. The folk-tale form imposes sharp limits on character development and has three characteristics, they are 1. Stock Characters, 2. Gothicism, and 3. Humorous Tone. Irving uses all three characteristics in The Legend of Sleepy Hollow.; Stocked or stereotyped characters are character types that appear so often, that the reader immediately recognizes their nature. The two stocked or stereotyped

Born Too Short Free Essays

Thirteen year-old, five-foot one Matt Greene has one problem. He also has many talents that go unnoticed. He is very intelligent and can play the guitar. We will write a custom essay sample on Born Too Short or any similar topic only for you Order Now But, he does not get the respect due to him because of his height. He does not play sports, and has gotten rejected by girls he wants to date. They do not want a boyfriend who is the size of a dwarf. Unlike Matt, his best friend, Keith, was the coolest most popular guy. He is everything that Matt is not. He stands a towering six feet three inches tall and is captain of the basketball team. He does not have any problems getting dates with the girls. Matt aspires to be like him, but he just does not have the same effect as Keith. Matt became very angry one day and confessed his jealousy of Keith to himself. He wished that bad things would happen to Keith. He wanted Keith’s girlfriend to dump him. He wanted him to be bad at sports. He also wanted Shania Twain, who was going to star in Keith’s father’s movie, to look like a horse. Suddenly the next day, all of his wishes started coming true. Keith’s girlfriend cheated on him. Keith missed the last point in the championship game, thus causing his team to lose. Shania Twain had a car accident, and had to have plastic surgery on her face, and in the newspaper, she looked like a horse. Good fortune fell upon Matt. He has a scholarship to Paris for music and found himself a girlfriend, named Jose. After realizing what happened to Keith, Matt feels guilty. He feels that his secret envy has ruined his best friend’s life. He wanted to make every thing go back to normal. He had to talk to Keith to resolve the conflict. After a heartfelt conversation with Keith, Matt learns that he does not need to be like his friend. He realizes that every person is different and that is what makes people unique. He appreciates the friendships that he shares with Keith and Jose. Now, Matt is more careful in what he thinks about people without knowing how they may be feeling. How to cite Born Too Short, Essay examples

Hrm and Business Performance. free essay sample

This essay will seek to explore the link between Human resource management and business performance. To be successful in this, a number of resources will be used. To get a sound basis, definitions of HRM and performance will first be made. Once definitions have been made, the essay can then explore the link. High performance work practices (HPWP) will be the main theory examined in this essay and others will be used to be able to provide a critical view. The models will include the AMO model also the best fit and best practice view will also be considered. A range of references will also be used to get the views from a range of studies these include Guest, Sels at el and Huselid. It is important to examine the link between HRM and business performance because more and more organisations are seeking out ways to gain competitive advantages over their competitors and one way of achieving this is to link HRM to performance. To critically explore the link between HRM and performance we first need to look at the concept of HRM. There is not one constant definition for HRM and those that exist encompass similar undertones but may have different approaches. Armstrong amp; Baron (2002) p. 3 define HRM as â€Å"a strategic and coherent approach to the management of organisation’s most valued assets the people working there who individually and collectively contribute to the achievement of its objectives†. Boxall amp; Purcell (2003) p. 1 simply define HRM as â€Å"the most popular term in the English-speaking world referring to the activities of management in the employment relationship†. In a HRM context there is no single definition that constitutes to explaining what performance actually means, Huselid concentrated on financial performances while MacDuffie measures productivity and quality. Without a general agreement on the definition of performance it makes the comparisons of any theories difficult. HRM does have impact on an organisations performance, in Patterson, West, Lawthom amp; Nickell’s (1997) study they found â€Å"Human resource management practices explained 19 per cent of the variation in profitability and 18 per cent of the variation in productivity† (Armstrong amp; Baron (2002) p. 12) which clearly show a strong link between HRM practices and performance. The reason why an increasing number of organisations are linking performance and HRM is because is can be rewarding for both the employee and the organisation â€Å"Employers are continually searching for more effective ways to manage labour to gain maximum organisational performance, while workers are keen to increase the benefits from employment, both in material terms and in opportunities for more interesting and stimulating work patterns. † (Marchington amp; Zagelmeyer (2005) p. ) Much of the research presented in this essay supports the view that there is definite link between HRM and performance, especially when looking at the practices the HR department implement, for example when analysing recruitment there is an importance on recruiting the right people in the right way to get the best people and minimise costs, which then contributes to a positive outcome on business performance â€Å"HRM is now often seen as the major factor differentiating between successful and u nsuccessful organisations, more important than technology or finance in achieving competitive advantage† (Marchington amp; Wilkinson (2005) p. ) Increasingly more organisations are using HRM to give them that competitive advantage they are often aiming for. Linking HRM to performance can attract a better workforce as the stronger performing organisations are likely to be more sought after by perspective employees. High performance work practices are a set of practices that can improve business performance regardless of the organisation, industry or strategy which lead it to being a universal practice, there is not one agreed definition but they basically are â€Å"the idea is that a particular set (or number) of HR practices has the potential to bring about improved organisational performance for all organisations† (Marchington amp; Wilkinson (2005) p. 2) rather than focus on individual HR policies to increase performance many researchers are exploring the idea of a bundle of HR policies to increase performance, â€Å"scholars of strategic human resource management (SHRM) have turned their attention during the last decade to a â€Å"bundle† of mutually reinforcing and synergistic HR practices that facilitate employee commitment and involvement† (Hsu, Chaing amp; Shih (2006) p. 32) the philosophy is that when a organisation concentrates on a bundle of polices the level of t he performance is increased when compared to an organisation that only adopts one HR policy. There a number of HR practices, the literature suggest â€Å"In total they are able to list 26 different practices, of which the top four are training and development, contingent pay and reward schemes, performance management (including appraisal) and careful recruitment and selection. † (Paauwe amp; Boselie (2005) p. 9) Examples of high performance work practices can encompass extensive training, recruitment which is based on recruiting a quality workforce who is eager to learn and develop, strong communication and appraisals, however, the exact nature of the HPWP would be designed to suit the organisation so we can call the practices ‘idiosyncratic’. One of the focal points of the HPWP approach is that it is considered to be universally applicable, this approach is also similar to the best practice form of linking HR to performance. The universalistic perspective states that a fixed set of best practices can create surplus value in various business contexts. †(Sels et al (2003) p. 5) Other theories may take a contingency approach â€Å"Contingency approaches, by contrast, start with the assumption that the selection of a combination of HRM practices is determined by the strategy used. † (Sels et al (2003) p. ) this approach looks at the external environment which include the market it exists in, it differs from the best practice approach and focuses on the best fit approach and so looks at fitting HR policies into the situation of the individual employer. HPWP can be argued to fit in the hard HRM category as they are designed to increase performance, efficiency and profitability where-as soft HRM focuses on social an d ethical reasons. HPWP can take the best parts from all the approaches for example they can fit into best fit approach as they both rely on different HR policies to produce high results. The link between HRM and performance can also be put in practice by examining the best fit or the best practice approach. The best practice approach â€Å"identifies a set of HR policies that, it is argued, is associated with improved performance in all types of organisation and, by implication, for all types of employees† while the best fit â€Å"argues that performance is maximised when the HR policies adopted are consistent with the business strategy. † (Kinnie et al (2005) p. ) These approaches argue that they will have the same effect on all the employees in the organisation that it’s introduced in, which could pose doubts due to employees in organisations not being in a homogenous group. The application of best practice HRM being universal fits in with high performance work practices â€Å"all things being equal, the use of High Performance Work Practices and a good internal fit should lead to positive outcomes for all types of firms† (Huselid 1995 p . 644 cited in Marchington amp; Wilkinson (2005) p. 95) Many of the researchers use the AMO model (Appelbaum et al 2000) to investigate the link between HRM and performance, the AMO model argues that for people to perform better the following must be adhered to, people must â€Å"have the ability and necessary knowledge and skills, including how to work with other people (A), be motivated to work and want to do it well (M), be given the opportunity to deploy their skills both in the job and more broadly contributing to work group and organisation success (O)† (Marchington amp; Wilkinson (2005) p. 0) High performance work practices can satisfy the ‘ability’ criteria as they focus on developing employees through self management and decentralised decision making, this gives the employees a chance to gain the ability to gain knowledge and skills. HPWP satisfy the motivation area by having constant performance measures in place that provide a clear strategy to measure people’s progress and they satisfy the opportunit y criteria by having continuing training and learning in all areas of the job. On the other hand it could also be argued that HPWP do not satisfy the AMO model because it is unlikely that organisations are going to tailor their practices to suit the model but more likely to tailor practices to their needs. If the latter is the case then in Purcell’s view then HPWP are unlikely to be successful as workers need to have their abilities, motivation and opportunities to perform well. Guest’s theory (expectancy theory) looks at linking HRM to performance by having a core set of HRM practices that can influence intrinsic motivation, form a positive psychological contract and form a flexible workforce. The model takes a unitarist view on linking performance and HRM. Guest (1999) believes that â€Å"the psychological contract may be a key intervening variable in explaining the link between such HR practices and employee outcomes such as job satisfaction, perceived job security and motivation. † (Legge (2005) p. 32) A limitation to the link between performance and HRM goes back to the actual definition of HRM â€Å"it is easy to find slippage in its use, especially when critics are comparing the apparent rhetoric of ‘high commitment’ HRM with the so-called reality of life in organisations that manage by fear and cost-cutting† (Marchington amp; Wilkinson (2005) p. 4) â€Å"Without a clearly delineated theoretical model of HPWS and their effects on performance, scholars cannot adequately validate the efficacy of such practices, let alone providing useful suggestions to practitioners. (Hsu, Chaing amp; Shih (2006) p. 741) Researchers not only use different definitions of HPWP but also measure the outcomes in different ways â€Å"Dyer and Reeves (1995), proposed four possible types of measurement for organizational performance: 1) HR outcomes (turnover, absenteeism, job satisfaction), 2) organizational outcomes (productivity, quality, service), 3) financial accounting outcomes (ROA, profitability), and 4) capital market outcomes, (stock price, growth, returns). † (Rogers and Wright (1998) p. ) most of the strategic research that exists focuses on organisational outcomes this leads to inconsistent results and so makes it less favourable for practitioners to use. Also, because the bundles that organisations use are tailored to the organisation it is very hard to measure and compare the results however â€Å"the process of linking environmental contingencies with HRM practices may vary across firms, but the tools firms use to effectively manage such links are likely to be consistent† (Mabey, Salaman and Storey (1998) p. 08) so it’s not the actual practices that researchers and organisations should analyse but the way such organisations manage the links. Nearly All the literature that examines the link between HRM and performance arise the issue of the black box â€Å"Even if an association is found between high commitment HRM and performance, questions remain about directions of causality and about the processes that underpin and drive these linkages† (Marchington amp; Wilkinson (2005) p. 1), the black box is where the literature/researchers are unable to explain what the actual link is between performance and HRM â€Å"A primary issue in the development of appropriate conceptual models for research in this area is which variables should be included in making the step from HRM to firm performance† ((Paauwe and Farndale, 2005). cited in Hailey, Farndale, Truss (2005) p. 50) To understand and develop the link the between it is important to be able to measure the impact of HRM when concerned with performance. One way of measuring performance is by looking at the outcomes a business experience once performance theories have been put in place â€Å"performance outcomes can be understood in terms of internal outcomes† (Armstrong amp; Baron (2002) p. 106) these internal outcomes can consist of labour turnover, productivity, quality and employee relations, an external outcome would be the financial performance. â€Å"Based on the overview by Boselie et a1 (2005), we can conclude that financial measures are represented in half of all articles (104) included in their analysis. † (Paauwe amp; Boselie (2005) p. 1) This is supported by Legge (2005) who notes that because much of the research takes place at a corporate level, financial measures of performance are not only favoured but they are also easier to measure than human outcomes. Measuring via financial performance can usually take the form of profit or level of sales; however, this measurement poses implications especially when it comes to examining the full effect of HR policies. For example, an organisation may introduce a strong marketing strategy which increases sales performance but has little do with any HR practices, and so any HR practices involved at the time may be disregarded. Measuring performance by examining the financial route can often lead to positive financial outcomes but negative human outcomes â€Å"The damage caused by these negative aspects can be related to the longer-term damage to the financial performance of the organisation† (Hailey, Farndale, Truss (2005) p. 64) therefore not only can an a business solely rely on financial results but must also allow time for the real results to surface, looking at the results in the short term can be misleading and ignoring the human factor can mean employees commitment and motivation is hindered in the long run. Guest et al (2003) p. 93 agree with this way of measuring performance â€Å"it can be argued that financial performance lies at the distant end of the casual chain, and that outcome measures more closely linked to HRM might be more appropriate†. When implementing HPWP, the issue of costs cannot be neglected â€Å"investing in HPWP is only justified if it pays off in the long termà ¢â‚¬  (Sels et al (2006) p. 320) getting a HPWP right is going to demand a number of costs especially during the implementation stage and so an organisation has to have the funds to not only implement HPWP but also to keep the practices running for a sufficient amount of time. This poses an issue for the research as we are likely to only receive positive results from those organisations that have the money to implement HPWP. It also goes against the view of HPWP being universal, they cannot be universal if the lower funded businesses cannot afford to implement them, however, Sels et al (2006) p. 337 found that in smaller businesses â€Å"despite the lack of effect on the share of personnel costs in value added, we did find a positive total effect on profitability. † When looking at the issue of costs (along with ways of measuring) we cannot only look at financial costs we must also examine human costs. While these human costs undoubtedly roll over onto financial costs they are still an issue on their own. As HPWP are a new area of research, there are still many managers who will be wary of them and even if they are implemented some managers may lack enthusiasm, the whole issue of dealing with change in an organisation is an entirely different essay but essentially all the negatives that occur with change could occur with HPWP, which include absenteeism, lack of motivation and a general resistance â€Å"From an economic point of view, assessments of the cost-generating nature of HPWP – human (e. . higher absenteeism through Stress) or non-human (e. g. the impact of a new training provider on the cost structure) – may reveal potential efficiency gains. † (Sels et al (2006) p. 324) Reservations not only exist in the link between HRM and performance but also the on the concept of HRM itself. â€Å"The HRM rhetoric presents it as an all-or-nothing process that is i deal for all organisations, despite the evidence that different business environment require different approaches† Armstrong amp; Baron (2002) p. 16) To put HRM into practice an organisation requires â€Å"high levels of determination and competence at all levels of management, and a strong and effective HR function staffed by business-orientated people† (Armstrong amp; Baron (2002) p. 16) In strong and traditional cultures it is sometimes hard to introduce HR policies especially the newer and developing concepts, as they are already entrapped in their idea of what is right. Organisations may find it hard to get the full support of all staff when introducing a new HR policy and because HR is constantly developing some organisations may find it hard to keep up with the pace, if this is the case then it gets harder to measure the results of HRM, it also poses doubts for any newer research that may be uncovered in the future. â€Å"However, the existing research on HPWS suffers two significant drawbacks, namely causality between HPWS and performance, and a lack of consensus as to the constituents of HPWS practices. † (Hsu, Chaing amp; Shih (2006) p. 46) Higher performing organisations can invest more capital into HPWP and therefore this can tend to skew the results and this type of causation is often disregarded in some research and so this is one of limitations in the link between HRM and performance â€Å"if higher-performing firms are systematically more likely to adopt High Performance Work Practices, then contemporaneous estimates of the impact of these practices on firm performance will be overstated† (Mabey, Salaman amp; Storey (1998) p. 106) When examining the issues of HPWP in the workplace it is vital to look at what they implicate for the people in the workplace. If we look at Britain we can see that the work ethic is very strong and so the possibility of organisations implementing HPWS is high, however, this implementation can have positive and negative connotations. White et al (2003) note negative impacts of HPWP p. 177 â€Å"Specifically, it seems plausible that high-commitment or high-performance management practices will have a negative impact on the private lives of workers, to the extent that they are designed to evince greater discretionary effort in pursuit of the organisations goals. HPWP are likely to be intense and so in long run can impact on labour turnover and absenteeism. On the other hand HPWP are designed to develop employees and so the form of development it encourages, should go some way in enhancing an employee’s intrinsic and extrinsic needs. HPWP can satisfy intrinsic needs on the basis of work satisfaction and commitment to the job and can satisfy extrinsic needs by supplying employees with the skills they nee d to develop. This essay has concentrated on looking at one area of linking HRM to business performance, and this has been high performance work practices. There is no doubt in the literature about there being an actual link but there are doubts concerning defining the terms, the black box issue and the bias views some of the research may present, â€Å"survey respondents generally self-select into samples, selectivity or response bias may also affect results† (Mabey, Salaman and Storey (1998) p. 106). One disheartening statement concerning HPWP is how Legge (2005) p. 1 notes in Grittleman’s (1998) survey how out of teamwork, TQM, quality circles, peer reviews, employee involvement in decisions and job rotation, that â€Å"58 per cent of firms had none of these practices, earlier in the essay Paauwe amp; Boselie (2005) noted common HR practices used in the workforce (training and development, contingent pay and reward schemes, performance management (including appraisal) and careful recruitment and selection) these practices are not in the Grittleman’s list which could show that when it comes to HPWP these top four are most likely to be in the bundle. Some of the issues that exist with HPWP are concerned with the research itself and its validity. As some of the research cross references industries it is difficult to separate the different industry effects.