Tourism Marketing Information and London's Image Management Dissertation

Tourism Marketing Information and London's Image Management - Dissertation Example The paper is also going to look at how London as the selected tourist destination has been managed to maintain and improve its image all over the world. This study has been developed on the basis of previous researches conducted on the role played by marketing information and management on the image destination. It was realized that tourist information sources and proper destination management play a significant role when it comes to destination image. This empirical research was carried out to examine the relationship proposed by the paper. The findings show that there exists a positive relationship between marketing information and proper management with destination image. The marketing information is related to London’s accessibility, its culture, its operating intermediaries, its people and its weather. The management of a tourist’s destination as well as the marketing information has to take into consideration what is expected by the tourists and the stakeholders a nd what is delivered. To show this, primary data was collected from selected areas in London and a qualitative analysis done to analyze the content from the viewers. In addition, secondary data was collected from different sampled blogs after which the information was equally analyzed. The findings of the study show that there is a positive correlation between reliable marketing information and proper destination management with destination image. Table of Contents Table of Contents i List of figures v List of Tables vi Appendix vii Acknowledgements viii Declaration of Originality ix Executive Summary x Chapter 1: Introduction 1 1.1 Introduction 1 1.2 Objectives and Aims 4 1.3 Research Motivation 6 CHAPTER 2: LITERATURE REVIEW 10 2.1 Background of London Tourism Market 10 2.2 Tourism Marketing Information 11 2.2.1 Importance Of Information 12 2.2.2 Areas for Information Generation 14 2.2.2.1 Sources Of Information 15 2.3 Image Management 20 CHAPTER 3: METHODOLOGY 27 3.1 Research The ory and Research Strategy 27 3.2 Data collection 28 3.2.1 Primary Research Method 28 3.2.1.1 Questionnaire 31 3.2.2 Second Research Method 34 3.3 Qualitative Content Analysis 36 3.3.1 Analysis of the Questionnaires 36 3.3.2 Analysis of the Blogs 37 3.4 Credibility, Validity and Reliability 39 Chapter 4 Findings 42 4.1 Findings of the Research 42 Chapeter 5: Discussion 50 5.1 Discussion of the Research 50 Chapter 6: Conclusion 56 6.1 Conclusion of the Research 56 6.2 Limitations And Future Recommendations 59 REFERENCES 61 List of figures Figure 1 9 List of Tables Table 1 35 Table 2 44 Table 3 46 Table 4 47 Table 5 48 Table 6 49 Table 7 50 Appendix List Appendix A 111 Appendix B 112 Appendix C 113 Appendix D 114 Acknowledgements First of all, I would like to thank my family for the support, sacrifice and encouragement during the completion of my dissertation. My family stood out as a strong pillar during the many months of juggling family with school. I would also like to express my s incere gratitudes to my poarents who remained confidence in me and my abilities Second, many thanks go to my supervisor whose guidance and patience helped me to take each step of this journey. Lastly, I would like to thank my RA’s and my friends who went to great lengths to help me in gatheruing the data required to complete this study Thank you deeply to all of you! . Declaration of Originality MASTERS DISSERTATION SUBMISSION FORM Student’

Japans culture, geography and history

Japans culture, geography and history Japan is an island-nation found off the coast of Northeast Asia, between the North Pacific and the Sea of Japan. After WWII, the country lay in ruin. Two million Japanese died in the war, a third of which were civilians, and more than 13 million Japanese were homeless (â€Å"Japan†). Today, Japan is a new and prosperous nation, and leading in trading. High-speed trains speed between Japan’s cities, connected by bridge and tunnel systems. Their transition back to being an economic superpower is remarkable, but not uncharacteristic, given their strong belief in hard work, the value of working together, and vigorous education standards (â€Å"Japan†). Since WWII, Japan has turned into one of the most highly urbanized and industrialized countries in the world. The country’s price for success, unfortunately, has been overcrowding issues. Close to two-thirds of the 126 million Japanese live in urban cities, making it understandable why Japan is one of the most d ensely population nations. (â€Å"Japan†). From north to south, Japan consists of four main islands: Hokkaido, Honshu, Shikoku, and Kyushu. There are also thousands of smaller islands stretched around them. The islands are generally covered in mountains, ranging anywhere from 8,000 to 12,000 feet above sea level (â€Å"Japan†). Japan also sits along the volcanic and earthquake-prone belt know as the â€Å"The Ring of Fire†. Minor tremors are common in the region, with most of the ‘quakes causing little to no damage at all. The Japanese islands were formed from earthquakes like these, only much stronger, creating mountain chains that eventually grew out of the water and formed into the islands (â€Å"Japan†). About four-fifths of Japan’s surface is covered in either hilly or mountainous terrain, leaving very little room for the population and agriculture. Most of the Japanese have no choice but to live in lowland plains around the coast where the land is relatively flat. The largest of these p lains is in the region near Japan’s capital city, Tokyo, where 12 million people live in one of the most heavily concentrated areas in the world. Over the course of centuries, the Japanese have developed into a very distinctive people. The Ainu are different from the Japanese because they’re the descendants of the islands earliest ancestors. Most of the Ainu now live on Hokkaido, separate from the majority of the population. The Japanese are primarily descendants from various parts of Asia, who migrated there from much earlier times (â€Å"Japan†). There’s only one official language spoken in Japan, Japanese, though English is taught as the foreign language everyone must learn in school. For this reason, many of the Japanese can understand English to some extent (â€Å"Japan†). Much unlike the rest of the world, the Japanese do not make class distinctions based on their income. Above all else, the Japanese are most concerned about status and rank among their peers. Factors such as age, length of service in the government or a company, and leadership in a group are the most highly regarded. The Japan ese show their respect in the form of a bow; the higher a person’s status, the deeper and longer the bow they receive. In the family, older members get the deepest bows, first dip in the tub, and best seat at the kitchen table (â€Å"Japan†). Japan has two principle religions; Shinto and Buddhism. Most of the Japanese adhere to both faiths. Shinto, which means â€Å"the way of the gods†, is a native religion to Japanese culture. Followers of Shinto worship the forces of nature, much like the gods of ancient Greece, who often personify the forces of nature themselves (â€Å"Japan†). Shinto originally came from the influences of Buddhism, which was introduced from China. Japanese culture is also largely focused on group cooperation. Other than family, the most important group to the Japanese is their company. In Japanese culture, the virtue most valued is harmony, as harmony is the key to success in any group (â€Å"Japan†). When groups make decisions, its important that all the members can agree to the same terms. A simple majority is not enough, as that leaves too many people feeling like they â€Å"lost† – The Japanese system of making decisions relies on long collaboration in which eve ry view is expressed. The Japanese like to avoid confrontation by using language that’s indirect and carefully worded (â€Å"Japan†). Eventually, when there’s a meeting of minds, decisions are nearly always completely unanimous. Japanese culture has long emphasized a heavy focus on education. The Japanese people attribute their development and economic success to a level of educational excellence. Japan often compares its achievements to the rest of the world, and only feels satisfied when it ranks right near the top. Japanese schools are under constant pressure to raise their educational standards, striving for excellence in all areas (â€Å"Japan†). All children must attend a six-year elementary and three-year junior high education from age 6 to 15. About 94 percent go on to attend high school, and 40 percent of high school graduates continue their education (â€Å"Japan†). In Japan, the school day is longer, the school week is five and a half days, and summer vacation is a little more than a month long. Discipline in schools is strict, with homework assigned starting from first grade on. Every student is also expected to study a foreign language, typically English, in junior high. About half of all students seek some kind of outside tutoring or after-school instruction. One result of this vigorous pursuit is almost 100 percent literacy, a rare achievement (â€Å"Japan†). In no other society is a successful future more dependent on an individuals academic achievement. Japanese schools are among the most competitive in the world, with the best companies only recruiting graduates of top-ranking universities. Those who attend lower-ranking programs will often settle for lesser jobs and benefits, but still enjoy a high level of job security as everyone else (â€Å"Japan†). As a result, nearly every student who has high ambitions for success will seek to enter a university. Admittance to national universities is merit based, rather than by social status or an individuals ability to pay tuition. This mindset allows universities to focus on bringing in the best minds, no matter what walk of life they come from (â€Å"Japan†). Students who wish to continue their education after junior high must pass vigorous entrance exams for both senior high school and universities. â€Å"Examination season† is during February and March each year. The p ressure to pass these exams is phenomenal, often referred to as â€Å"examination hell† (â€Å"Japan†). Student’s who fail examinations will often enroll is a special â€Å"cram† school and try again the following year. Under the constitution drafted in 1947, Japan is a constitutional monarchy. The emperor is head of the state, symbolic of the unity of the Japanese people. The legislative body is the Diet, which is made of a House of Representatives (the lower house) and the House of Councilors (the upper house). Councilors are elected to six-year terms, with half the seats up for election every three years. Representatives are elected to four-year terms (â€Å"Japan†). The Diet selects among itself the prime minister, head of the government, and a cabinet. The House can remove the prime minister at any time with a vote of â€Å"no confidence†. The judicial system is led by the Supreme Court, whose members are appointed by the cabinet. The Supreme Court rules on the constitutionality of laws and government actions (â€Å"Japan†). Japan has the world’s third-largest economy, having achieved remarkable growth since the destruction following WWII. The Japanese economy grew Japan has comparatively little farmland compared to the United States. Only 12 percent of the land is cultivated for farming, yet Japan produces about three-fourths the annual food requirement for its people (â€Å"Japan†, HSW). Japan’s fishing industry is also expansive, taking home among the largest catches annually. The war against the United States and its allies in WWII remains one of the greatest disasters in Japan’s history. It cost 2 million Japanese lives, including the hundreds of thousands who were killed in the atomic bombings of Hiroshima and Nagasaki (â€Å"Japan†). As a result of the war, Japan was stripped of its military peacekeeping ability and its forces were disbanded.

The Body as Anstoss in Sartres Account of Constitution :: Jean-Paul Sartre Philosophy Existentialism

The Body as Anstoss in Sartre's Account of Constitution ABSTRACT: Of all the German idealists, Jean-Paul Sartre refers the least to Fichte-so little in fact that there have been long-standing suspicions that he was not even familiar with Fichte's writings. It is perhaps ironic, then, that Fichte's writings are as helpful as they are for clarifying Sartre's views, especially his views on subjectivity and inter-subjectivity. Here I want to look closely at a key concept in Fichte's mature writings: the concept of the Anstoss, a concept which Dan Breazeale has called "Fichte's original insight." Fichte introduces the Anstoss, or "check," to explain why the I posits the world as it does. In effect, the Anstoss is the occasion of the facticity of the I. I will show that his concept can be uniquely helpful in understanding the role the body plays in Sartre's theory of inter-subjectivity. The importance of Sartre's account of the body for his theory of subjectivity and inter-subjectivity has been chronically under-appreciated by his interpreters; this comparison is the beginning of an attempt to rectify that. In turn the concept of the Anstoss provides a means for analyzing the necessary differences between any Sartrean and Fichtean ethics based on their respective accounts of inter-subjectivity. Of all the German Idealists, Sartre refers the least to Fichte-so little in fact that there have been long-standing suspicions that he wasn't even familiar with Fichte's writings. It is perhaps ironic, then, that Fichte's writings are as helpful as they are for clarifying Sartre's views-especially his views on subjectivity and intersubjectivity. Here I want to look closely at a key concept in Fichte's mature writings-the concept of the Anstoss, a concept which has Dan Breazeale (implicitly against Dieter Henrich) has called "Fichte's original insight." (1) I believe, and I hope to show here, that this concept can be uniquely helpful in understanding, of all things, the role the body plays in Sartre's theory of intersubjectivity. The importance of Sartre's account of the body for his theory of subjectivity and intersubjectivity has been chronically under-appreciated by his interpreters; this comparison is the beginning of an attempt to rectify that. This introduces in turn a means for analyzing the necessary differences between any Sartrean and Fichtean ethics based on their respective accounts of intersubjectivity. The term Anstoss is first used in a systematic fashion by Fichte in the Grundlage der Gesamten Wissenschaftslehre from 1794/95.

Simulated business: JKL Industries Essay

Business and strategic planning Mission JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce. Vision JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia. Company values Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability. Strategic planning Goals Strategic objectives Operational objectives Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers Reduce costs through HR management efficiencies Increase revenue through providing increased customer value Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service JKL will expand existing branches to include the sale of medium and large trucks within 18 months HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff Develop human potential Provide required training Deliver training to upskill rental employees Recruit Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Become an employer of choice Provide personal development plans for all employees Provide best in industry programs incentives and HR services Manage performance and adherence to organisational values Complete twice-yearly performance reviews Communicate organisational values and code of conduct Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs such as completion of reporting and coaching requirements Monitor stock turns of forklifts, trucks, etc. Monitor HR service delivery efficiency Operational plan JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources, performance management, physical and financial resources and workflow. Human resources The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: Sales, fleet rentals, and service. JKL employees over 190 personnel in the following categories as demonstrated in the organisation chart below. The Managing Director reports to a board of directors and is based in the Sydney corporate office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the operations manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. In each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The Human Resources Officers (Business Partners) report to both the HR Manager at Head Office and their respective managers in the branches. A summary of human resources at each location appears below: Sydney head office Personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Accounts Manager and 2 accountants senior management team (3) + one Branch Manager (Operations Manager, HR Manager, Finance and Administration Manager CEO and managing directors. Branches Each branch employs the following personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Branch Manager. Office requirements Sydney Head office Size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine office space (occupied by Senior Management Team). Loading bay with large capacity. Branches Average Size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) Loading bay with large capacity. Operating capital requirements JKL requires approximately 13 million dollars in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations. Operational expenses Wages, salaries $6,000,000 Consultancy fees $150,000 Communication expenses $120,000 Marketing $2,400,000 Premises expenses $3,000,000 Insurance $356,000 Depreciation and amortisation $540,000 Office supplies $180,000 Training $180,000 Total Expenses $12,926,000 Insurance requirements JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year. Operational workflow Sales 1. Negotiate with suppliers. 2. Receive and warehouse products. 3. Provide service and information to customers. 4. Receive payment. 5. Arrange delivery of items (if required). Rentals 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse rental products. 4. Provide service and information to rental customers. 5. Receive payment. 6. Arrange delivery of items (if required). Service 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse service supplies. 4. Provide service and information to service customers. 5. Receive payment. JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades. Operating hours JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year‑round except federal and state holidays (as they apply to each branch). JKL policies and procedures JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements. Code of conduct JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation. Employees and officers of JKL are expected to: Respect and support the core values of the organisation: Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability Respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness Act in accordance with relevant legislation, standards and industry codes of practice Act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest Protect the privacy of others in accordance with organisational privacy and recordkeeping policies. Legislative requirements It is company policy to comply in all respects with local/state/federal government legislation. The relevant legislation that needs to be complied with includes: Competition and Consumer Act 2010 Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Fair Work Act 2009 Freedom of Information Act 1982 Privacy Act 1988 Racial Discrimination Act 1975 Safety, Rehabilitation and Compensation Act 1988 Sex Discrimination Act 1984 State and territory health and safety legislation JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position. Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation. Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites. A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at: Parliament of Australia, ‘Key internet links on Australian law’, viewed January 2014, . Health, safety and rehabilitation policy The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training. This policy applies to all officers, employees and contractors of JKL. Applicable legislation includes: Safety, Rehabilitation and Compensation Act 1988 (Cwlth) Work Health and Safety Act 2011 (NSW) state health and safety Acts that apply to each branch (check your state’s legislation) Workers’ Compensation Act 1987 (NSW) Workplace Injury Management and Workers’ Compensation Act 1988 (NSW). The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards. Workplace harassment, victimisation and bullying policy The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment. Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL. Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). Anti-discrimination and equal opportunity policy The purpose of this policy is to underscore the organisation’s commitment to  the fair treatment of all personnel and customers. JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination. Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning. JKL recognises the importance of diversity in achieving our vision. JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision. A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential. At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of: age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics. Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body. This policy applies to all officers, em ployees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at: ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed January 2014, . Privacy policy The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers. Customer information is treated under the following rules. 1. Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them. 2. Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected. 3. Data quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date. 4. Data security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure. 5. Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks. 6. Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request. 7. Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency. 8. Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so 9. Transborder data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection. 10. Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies). JKL takes care to respect  employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include: employee records and personnel files referee reports workplace surveillance and monitoring. Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through: providing access to own records where available or practicable for correction undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 Privacy Amendment (Private Sector) Act 2000. Recordkeeping policy The purpose of this policy is to outline the organisation’s approach to recordkeeping. At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation. Implementation strategies for recordkeeping systems include: ensuring the system to meets all of the operational and strategic needs of JKL documenting the system (see procedures) training personnel to create and store records setting standards for recordkeeping and monitoring the use of systems ensuring all legislative requirements are met, including for retention periods. JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. Recordkeeping procedures File management Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files. Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash. If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office. When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department. Filenames Filename should include authors last name, title of report (or abbreviated title of report), and date of submission. Back-ups  Back-up copies of all electronic files on the server are made twice weekly. If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up. Vocational education and training, apprenticeships and traineeships policy The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people. JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties. JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites. This policy applies to all officers, employees and contractors of JKL. Performance management policy The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people. Performance reviews should be held twice yearly by managers. Performance  should be monitored against agreed KPIs and feedback provided on a regular basis. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation equal employment opportunity legislation.

Human Resources Management: Outsourcing

Outsourcing certain human resources roles can save an organization time and money in many respects. While it is not necessary or often feasible to outsource all human resources roles, outsourcing various functions can help reduce overhead and result in greater efficiency in some organizations. To save money however organizations must decide what human resources roles can be effectively outsourced to save money and not impeded performance or harm the organization. This paper will discuss the benefits of outsourcing certain human resources roles, including payroll, benefits administration and recruitment and selection. By outsourcing each of these roles an organization can reduce overhead, risk and save valuable time when conducting normal business operations. These ideas are explored below. Outsourcing typically reduces the number of human resources staff necessary on hand to handle ordinary HRM activities (Sims, 2002). Outsourcing involves â€Å"long term contractual relationships† with businesses and external providers (Lever, 1997:37). Outsourcing relationships are increasingly common in human resources. Outsourcing can provide organizations with multiple competitive advantages, including cost savings. There are many roles that an organization can outsource to save money. Some of the more common roles that organizations are outsourcing to save money include payroll and benefits administration and employee hiring or recruitment (Lever, 1997). By outsourcing these functions an organization can maintain a smaller personnel base and reduce the number of experts needed to manage the human resources function (Lever, 1997). Outsourcing experts can recommend the best methods for conducting payroll and can handle the often lengthy administrative tasks associated with benefits administration. By outsourcing the recruitment and selection process an organization can rest assured that well qualified experts will screen candidates, background check candidates, and ensure that the best employees are hired to handle core competencies. In most organizations even if an external party manages the recruitment and selection process, internal managers or representatives still have the opportunity to meet with potential candidates and determine whether or not they are a good fit for the organization or a given team. Outsourcing can help reduce the business risks associated with hiring, payroll and benefits administration. Outsourcing companies share the burden of risk for all employees they recommend to a company and all job roles they carry out within the organization. For this reason they typically operate under stringent guidelines, policies and procedures that ensure optimal delivery of service. HRM typically focuses much attention on risk management. By outsourcing certain functions in an organization however, the firm will not only save money but also valuable time, and can concentrate its attention on building or developing other programs including employee rewards and recognition programs. It is important to note that most organizations will have to pay a premium price to outsource to certain experts (Lever, 1997). In larger organizations this may still result in a cost savings, when compared with the expense of paying annual salaries to multiple internal experts in charge of payroll, recruitment and benefits administration. It is important that each company take into consideration their unique situation and decide whether or not outsourcing makes sense in the long term. Outsourcing can provide substantial savings when it comes to filling positions requiring specialized skills (Lever, 1997). Traditionally human resource managers have spent hundreds of hours researching candidates to select ideal candidates for hard to fill positions. This often results in high expenditures. If a candidate does not work out, the cost to re-recruit and re-train a new candidate can be debilitating. Fortunately most outsourcing recruitment agencies provide access to specialized who are highly skilled and have access to networks of specialized candidates to choose from. Because the outsourcing agencies only task is to fill this position or others rather than handle multiple roles for the organization, they can often find a candidate more efficiently and quickly. They chances that a candidate will stay with the firm long term are also much higher due to better screening methods and more skills training and testing (Lever, 1997). Outsourcing does change the culture within an organization, but this change is not necessarily one that is negative. In fact, outsourcing can bring about positive change within the organization. Many employees fear that outsourcing is negative, a means by which an organization replaces internal candidates with external specialists. While this is true, in many organizations outsourcing makes sense and can benefit employees and managers alike in the long term. An organization that saves money outsourcing can redirect those funds into employee promotion programs and employee incentive programs. Outsourcing certain job roles including payroll, benefits administration and recruiting and hiring can result in risk reduction for an organization, can save an organization much time and often results in cost savings in the long run. These benefits of course are provided when the organization takes it's time to select an appropriate vendor to meet its needs and fulfill its obligations.