Performance Management System in British Airways

Performance Management System in British Airways Abstract As a company develops and takes on additional employees, the management of that company becomes a great concern. Different companies have currently started systems of performance management; as getting requiring aims has meant improving cultures of performance management across companies. In this paper we will discuss about the performance management style in British Air line. We will define Performance management in British Airline as an integrated and strategic style to presenting sustained achievement to corporation, in this situation BA, with developing the performance of the staffs through improving the abilities of team and individual participators. We will describe that system of a performance management sets out to make aim and objectives of BA to assure that BA is successful and staffs perform to the maximum probable standard. This research will also recognise any complications with BA in the type of developed performance. It is compulsory to make whether systems of performa nce management will enhance BA because they influence every person in the corporation. Performance Management System in British Airways Chapter 1 Introduction 1.1 Back Ground Management of performance, as relating to human resource management (HRM), is the system of presenting continued achievement to companies through developing abilities of staffs. It encourages the philosophical value that staffs are not capital presenter of companies with an aggressive benefit (Stankard, 2002). Management of performance demonstrates different confrontations in terms of logical implementation. Earlier researches have greatly failed to control different organizational constraints on its excellent execution. Overwhelming obstacles to modification is particularly compulsory presented their close connection to the achievement of the psychological agreement and concerned systems of HRM. The psychological agreement construct comprises of the presence of a soft group of anticipations held through the staff, which have to be managed. Within the connection demonstrated through these constructs, the employer and the staff inform, discuss, observe and then re-negotiate the relati onship of employment. In current management, different corporations focus the significance of performance management. Why is performance management so essential to organizations? Is performance management a compulsory exercise to corporations? Performance management is a method to management, which staffs and managers are unified to achieve aims of corporations (Locke, 1997). Aims are described, and results are then recognised to obtain the aims, which were apparently described. Promises of managers and staffs are achieved, to obtain the recognised results, and results are observed. In fact, performance management is a continuing method that continually calculated, observed and managed the general performance in a corporation (Stankard, 2002). Performance management has become gradually more essential from the generally extensively applied performance appraisal system to an incorporated and continues method of these days. Performance management in current human resources (HR) exercise is no longer depends on the value rating form as the individual measurement. Performance management describes aims, and recognised results to obtain aims. Staffs and managers are dedicated to obtain the recognised results, and observe results. Studies confirm that organizations that applied performance management fares excellent in terms of non-fiscal and monetary features than those corporations that do not exercise performance management. Therefore, the recognition of performance management and its styles for current corporations is compulsory in deciding and guaranteeing its aggressive benefit in the ever-modifying environment of business (Locke, 1997). Style of Performance management in British Airline is incorporated into corporation at various positions, to achieve the broader concerns of corporation where as simultaneously obtaining the similar aims (Irwin, 2002). Dissimilar standards of incorporation which performance management focuses to achieve are; vertical incorporation which connect the business, objectives of individual and team, functional incorporation which connect various parts of BA, integration of HR which connects development of business, development of HR and reward in order to obtain a coherent manner to controlling staffs and lastly the incorporation of individual requirements with BA to make the excellent performance. Systems of performance management focus to make a shared consideration about what is to be obtained in the BA (Linda, 2002). 1.2 Introduction This world is modifying. Both organizations and people currently compete in an international place of market. Consumers desire quality services and goods at aggressive prices. If the produce of a company cannot struggle, it will have not market. But this is main issue that as a corporation how to develop productivities and struggle with other corporations? Human resource management (HRM) must be utilised (Linda, 2002). HRM present to the practices and strategies required to carry out the individuals, or personal, features of a management level, containing recruiting, training, appraising and rewarding. As the compulsory section in HRM, performance management should be focused. Performance management is applying through nations such GDP, people and corporations. Performance management is about to achieve the excellent performance from people, but goes further in that it also focuses to achieve the excellent performance from the corporation and from the people as a whole. Performance management derives from the approach of management for human resource as an integrated and strategic method to the management and improvement of staffs. The method of evaluating, identifying and improving the performance of work for staffs in the corporation, so that the objectives and aims of corporation are additional successfully obtained, as at the similar time profiting staffs in terms of identification, getting response, catering for work requirements and giving support of profession (Alfred, 1970). Through process of performance management, strengths and talent of staffs, with areas, which need developments, are apparently recognised. This will make sure that staffs are ready for development of career (Stankard, 2002). Planning of Performance is the early phase for Process of Performance Management, manager are connected setting of goal and defining the job. Description for responsibility of job for all positions of employees is recognised throughout this early phase. Therefore, staffs are cleared of their aim and they have an excellent consideration about the direction of the corporation. The great participation and involvement of staffs, levels of performance are then recognised. Therefore, both the staffs and managers are capable to make the aims through presenting the plan and the exact aims (Irwin, 2002). Once strategy and aims are made, feedback and observation are carried out to make sure the success of staffs in obtaining expectations of performance (Campbell, 1973). The presentations of staffs are assessed and recorded. Bosses will then present response and compulsory training to staffs. The communication will be two-way and continuing. Expectation of job will be assessed and modified if compulsory. If hopes are completed, staffs must achieve identification and be supported. If performance falls short of anticipation, staffs shall be directed to support effectual approach to develop about obtaining specified aims. 1.3 British Airline British Airways is the biggest international passenger airline in the world. The important performance of British Airways and its subsidiary undertakings are the action of domestic and international charter and scheduled air services for the presence of travellers, mail and freight and the delivery of supplementary services. British Airways, which originated as Aircraft Transport and Travel, began its maiden every day international scheduled air services between Paris and London after World War 1 (Irwin, 2002). In 1939, government of UK combined Imperial Airways and British Airways to make British Overseas Airways, which became a government possessed corporation. Major operation of BOAC was services of long haul and British European Airways was initiatives to serve domestic, continental and market of Europe (Stankard, 2002). In 1976, British Airways began its first supersonic traveller service jointly with Air France. British Airways was privatised in 1987 and was merged with British Caledonian. In 2002, British Airways Citi Express was shaped through integration Bryman Airways and British Regional Airlines, which were entirely possessed subsidiaries. The Airline had 373 aircraft in operation as of September 30, 2001 (Irwin, 2002). In UK, the Airline presents most of the working services it needs for the managing of cargo and passengers. At international airports, apart from JFK, the subcontracts of Airline facility of the majority of its ground handling requirements. Ramp, runway and facilities of terminal are presented through operators of airport that charge airlines for implement of these services, mainly through charges of parking and landing. Facilities of navigation are presented to aircraft through countries through whose territory they fly or through international regions like Euro control. Duti es of navigation are normally based on space flown and load of aircraft. 1.4 Research Aim This research observes the system of performance management, which has become part for human resources of British airways. It defines the method related and the various kinds of performance management. 1.5 Research Objectives This is the major objective of this research to points out the requirement for rules and directions to govern performance management in British Airways because of modifications that have taken place in the company in current years. In the method of implementing and designing a latest style of performance management, the managers should play a task in the process of design, in educating staffs about the significance of the style, in deciding on fiscal and non-fiscal actions of performance. One more purpose of this paper is to identify the idea of performance appraisal and also observe the normal performance observing and mechanism of assessment in BA. To determine the various systems of performance management applied through the British Airways To investigate the perceptions of the employees of British Airways on the various systems of performance management applied to calculate their performance To study how the staffs of British Airline perceive the effects of performance management on their own performance To analyse the way by which the British Airlines employees are approaching the results of their performance management 1.6 Research Questions What is a Performance Management? What Are The Components of A Performance Management System? What Is Performance Appraisal? What kind of Performance management in BA? What is the roll of Performance Management in BA? What is the consequence of performance management in BA? Chapter 2 Literature Review 2.1 Introduction This part presents an assessment on current literature on concerned issues which makes the beginning source for the research. The literature review is separated into two groups where the first lives on relating of literatures on the issue of performance. In the same time the second group concentrates on the composed scorecard with its account and improvements observed (Marr, 2004). The features, customization and implementation of the scorecard are also discovered to confirm its significance in the situation of British airlines. The literature review also demonstrates the important success aspects and decides the main criteria of performance management for British Airways (Linda, 2002). Carter McNamara, (1997) defined that Performance management is a comprehensive method which highlight on the general association presentation to the companies and at the level of staffs. It furthermore leans to aim on the method to supply a goods or services in the company. Before that Alfred D. chandler, (1970) suggested the shift of Performance Management from structure of association to the workers for accomplishing excellent performance. Gary Cokins, (2008) characterised the multi-dimensional structure of association in order to performance management. Our reason of composing this item is to recount the connection between staffs performance management to accomplish its strategic aims. Employees Performance Management is a comprehensive method, which is founded on the workforce performance and the completion of organizational aims at all positions. The rudimentary beliefs behind the performance management is to evolving the position between the objectives of company, with the abilities and capabilities of staffs, furthermore it focus on the improvement and enhancement of the general method. Individuals mainly misperceive the performance management to the appraisal of performance; in genuine performance appraisal is assessing the past performance whereas performance management is a continuing method to assessing the completion of aims. Alan Nankervis, (2004) while managing his study in a British organisation discovers that there are some associations which distributed their objectives of corporations with their staffs. Different companies use the performance appraisal as in evaluation to the performance management in which the aim is made on the evaluation between t he performance measures being created through the company and the genuine performance of the workers while no one really contrasts the presentation contrary to the objectives of company (Glendinning, 2002). Performance management is the genuine topic as we work in the corporation for value command, in Quality founded association the target of the presentation is created on the accomplishment or fulfilment of the aims other than made standards. No question in performance management which is really the sub part of value command having different measures of performance but these presentation measures are very much associated with the objectives of companies (Stankard, 2002). 2.2 Shift from Performance Appraisal to Performance management Different researchers have been made in the performance appraisal but regrettably it did not present any acceptable outcomes as Thomas B. Wilson, (1994) tends to recount the performance appraisal as it did no work for the workers with on for the association except evolving the expiation or dissatisfaction. In the same way Wendy K. Soo Hoo, (2004) resolved two of his studies that 90% of the workers discovered the presentation appraisal as an unsuccessful. The causes he deduced from his study are like the Managers bypass presenting dependable critiques because they dont desire any clash. Normally managers fear the appraisal method as much as workers manage, so they delay and dont arrange sufficiently. Staffs can be disheartened through rankings and data from the study demonstrated that 80% of persons observe themselves in the top 25% of all performers. So 55% will be actually disheartened through dependable response about where they stand (Hal, 2008). We came to understand from all overhead consideration that appraisal of performance is not managing certain thing additional for the association and the association bestowed workers founded on the appraisal incapable to achieve the needed outcome. Reward does not modify the presentation of persons who perform solely for prize (Linda, 2002). Excellent remuneration scheme cannot ever be an excellent choice for the association for accomplishing its aims. On the contradict part it can discourage the workers due to inadequate circulation of pays on the cornerstone of performance appraisal (Marr, 2004). On the entire penalties of performance appraisal can guide lead to the down turn of general presentation of the company. On the opposite edge, Performance management of the workers is the plan which endow the companies to accomplish their aims through using the completely ability grade of their staffs. It starts when a worker connects the company and finishes when he departs his company (Glendinning, 2002). Glendinning, (2002) propose that performance management is the strategy which is presumed to be the requirement of the hour for and a replacement of early performance appraisal method. He farther contended that a corporation without a performance administration strategy has no dream for its future. Linda Gravette, (2006) with her study resolved that workers should be well renowned with the performance management strategy, used in the company and there must be a consideration with the workers about the extent and the assessment they are utilising for the evaluation of performance. 2.3 Role and Significance of Productive Performance Management System Modifying individual worker demeanour depends at the heart of organizational change plans. This is because they disregard or disturb made modification psychology values. Senior management can suppose that because they are prepared to pro-actively adopts modification; their workers will be identically pro-active. Though, enforcing activity on workers who are not arranged outcomes in clash (Glendinning, 2002). Usually, only 20 per cent of workers in companies are arranged to take affirmative activity in answer to initiatives of change. More than 70 per cent of latest strategic plans go incorrect for this reason. Therefore, to be thriving in forming demeanour, performance management strategy should accomplish acceptance through those being managed (Kaplan and Norton, 2000). Latest companies require replying additional competently to altering external and interior situations, and organizational discovering has become a significant strategic concentration (Marr, 2004). With expecting and answering to alterations in the natural environment through positive discovering involvements, different companies are developing into discovering companies. However, the inquiry of how to best change approaches through organizational discovering and improvements remain (Latham and Wexley, 1981). Actually, numerous change plans go incorrect because either organizational heritage is not prepared to modify at that period, or because they manage not foresee the influence of change on systems of human. Actions in the last cited class normally outcome in opposition and finally malfunction of the initiative of change. As cited earlier, one procedure that companies can apply to sway competencies of worker in a kind order with the change of company is to evolve robust performance management methods (Bank, 2007). 2.4 Necessary components of performance management System Andrà © A. de Waal; Vincent Coevert (2007), undertook a study for understanding the result on the output of the freshly applied performance management strategy in two public and personal banks. Outcomes of the study was that in personal part it made an important enhancement as in public part it did not play any important role. The cause behind this division of outcome was operation of the scheme in both of the banks and the philosophy of management. In management of public bank did not hassle sufficient for the implementation of the freshly evolved scheme as in personal bank the management endeavoured to apply it with its genuine soul (Kurtzman, 1993). So it is the management firm promise in the direction of the implementation that how pledged the managers is in order to performance management. Performance management and getting the needed demeanour is one of the centre matters which most of the association falls short to investigate in alignment to accomplish the needed aims (Glendinning, 2002). Demeanour of company must be evolved amidst the individual in a style which is presentation oriented and demeanour must be investigate and then changed to evolve the needed approach. The achievement of the plan is connected with anticipations of staffs if the workers anticipations fulfil with the plan of appraisal, then there affirmative connection and vice versa. The other thing which should be kept in mind while evolving the aims that it must be in accord with the workers and association ability. Person must be responsible in encouraging of a performance management strategy which really encourages the culture of value. Defining the identical things through Nonna Turusbekova (2007), recounts the requirement of the value management plan in the company to achieve yearning manners of employees because employees generally breaches the directions and detract the value methods. The rudimentary reason of performance management strategy is to conceiving the position in between the association aims and its sub strategy to accomplish the association aims, Carter McNamara, (2008). In modern company must be a balanced performance management strategy to accomplish the companies aims. With strategically utilising the performance management strategy companies can evolve its presentation measures, can evolve the assessment and then accounts the result for farther enhancement and in this a relentless method hold running. In TQM methods Performance management strategy play a significant function for evolving with assessing and accomplishing the aims. The improvements like metrics, catalogues must be agreed with the plan in the value method to the companies. A balance performance management strategy initiative was taken by Kaplan; Norton, (1992) to accomplish the dream of company strategically. Balance score business card concentrating on the four enterprise potential i .e. economic, clientele approval, enterprise method and the company discovering and modern culture (Kaplan and Norton, 1996). A review resolute that the businesses apply a mean of 13 management devices at the business position. These devices are proposed to assist assess or supervise the presentation of an association, and inside this the most well liked performance associated device was the Balanced Scorecard. In the nonattendance of a rudimentary strategic situation, managers discovered it complicated to acquiesce on a befitting set of assesses of organizational performance (Ambrose Runyard, 1992). Balance scorecard is the stage for assessing the association presentation having cooperating with economic and non- fiscal facets of business (Federal regulations, 2001). 2.5 British Airways British Airways has started a balanced sequence of non-fiscal and fiscal symbols of performance to increase its position of performance management. These are the key performance indicators (KPI) of British Airways: 2.5.1 Economic For the future of British Airways and to return their shareholders, BA has to keep a stable and powerful monetary performance. 2.5.2. Operation Margin That is the working income separated through income, which is demonstrated as a percentage is a compulsory style of measuring the monetary performance. BA has set an aim of getting 10% of working margin gradually in the coming monetary years. BA has obtained their aim of 10% working margin in 2007/08. Despite of different financial situations and increasing costs of fuel in the latter six months, business plan of BA has supported to obtain the set aim for the year 2007/08. 2.5.3 Customers Word of mouth is a significant feature for the achievement of the BA. To have an excellent recognition of the consumers, BA has an important operative method in position. This is an on-board review which is performed through a free market research corporation. Monthly about 55,000 passengers are reviewed about all features of their knowledge of flight with BA. The review supports to calculate the percentage of passengers who are going to suggest BA to others (Bank, 2007). This review supports to assess the situation to which passenger knowledge can influence the income of the corporation in future. BA has focused an aim of 63% passengers to be in the group of exceptionally likely or precise likely. BP10 plan of BA has attempted to redefine the capacity made to the passengers under the caption BA Basics and Brilliance. BA has obtained 59% in the passengers proposal measure. In 2007/08 BA had a reduction of 2% as contrasted to the last year which was attributed to the deprived performa nce at Heathrow? British Airways is focusing on developing their products of on-board and also on ground passenger service. BA is financing on presenting excellent facilities to the passengers through attempting to raise the sign of passenger suggestion. Performance of BA on this sign was 61% in 2006/07 and 59% in 2007/08. 2.5.4 Operations BA has to perform its performance dynamically if they have to please anticipations of passengers and also to operate the company, cost successfully. Heathrow being at the centre for operations of BA with its organization restrictions had an important strain on performing the actions keeping excellent quality, continually. Business strategy of BA has focused on five important fields of working performance. In these five, keeping time in departure is the compulsory measure of working performance. Timekeeping supports in the smooth working of the rest of working method and is an important aspect in affecting decision of passenger in proposing BA to others. This aspect is calculated through measuring how different flights of BA are all set to depart 3 minutes before to the planned time (Bank, 2007). 2.5.5 Employees One of the important features which affect the performance of BA is involvement of its staffs. They must be inspired, dedicated to the aim, values and aims of the BA and must be prepare for the modification and to serve the passengers. In 2006/07 BA has system of Index for Employee Involvement, which is focused through all staff speak up. The goal of the review is to focus and match the scores of other important companies in airline sector and BA has set an aim target of 73% in 2007/08. They obtained 65% which 5% less than the performance of last year. Plan of BA concentrates at financing in the growth of abilities of the staffs, through presenting proper educating and allowing them to be capable to do the job positively. 2.5.6 Performance Performance is described as the process or action of performing. One more description of the word demonstrates the abilities of a product or machine. Lebas (1995) demonstrates performance as the future possibility to perform especial activities to effectively obtain set aims within the presented time structure and restrictions of the actor and the condition. Performance in one situation can bring an entirely dissimilar definition when applied in a disparate situation. For instance, performance in an environment of computer system can mean the efficiency and effectiveness of the tools applied in efforts of telecommunication. Performance in a deal of business can explain to finish and present charges that have been approved upon based on a written agreement between the purchaser and seller (Hope, 2003). Conversely, performance can be described as the real outcomes obtained contrasted to outcomes that were anticipated or wished. The variations in real outcomes contrasted to what was anticipated is identified a gap of performance. Therefore improvement of performance is required to narrow the gaps, if any there (Ittner and Larcker, 1998). Performance must be about acquiring or achieving aims that has been focused earlier to operating the act or work. Performance is the time test of any plan. If the proper amount of attempt is presented to achieve anticipated presentation, quality is obtainable. Additionally, the description of performance very much relies on the condition and restricts also who holds the making of decision with concerns to the performance obtained (Hope, 2003). 2.6 Performance Measurement (PM) PM can be demonstrated as a method of reviewing the accomplishments of a person, group or even a company with regards to achieving focused aims through statistical proof which can come in the style of monetary data, share of market, or even the assets one has. According to the research, the leadership of a company plays a vital task in deciding the success and future of the corporation (Armstrong, 2001). In spite of concentrating on numerical values like enhancing production, the higher management of companies must play duty of prioritizing current assets of the corporation like nurturing and appreciating the contributions of employees in terms of the views they present, servicing and acknowledging the requirements of consumers as developing on what the company does best in spite of venturing too much into latest areas that do not assure achievement (Cooper, 1989). PM was normally connected to obtaining positive monetary outcomes where metrics created for calculation relied a lot on financial achievements which in a style or another supported vast improvements of different packages of accounting. Since the 1990s and 2000s, people have begun to critique the job and entire depend on monetary signs as missing other compulsory aspects that demonstrate the overall health of companies. Companies begun to feel the significance of calculating further fields of performance that can demonstrate the between the company and its assets in spite of relying only on monetary signs that tend to explain earlier accomplishments and aims of short term rather than concentrate on the upcoming direction of the company (Lawrie and Cobbold, 2004). Folan and Browne (2005) demonstrated that in the following years, the development of PM would keep and it would move towards concentrating on the external situation of a company. In spite of the common system of considering that a company has apparent limits and finite connection with other companies, development of PM will gradually turn its focus to contrasting the health of a company with its opponents (Armstrong, 2001). Figure demonstrates the development of dimension and how the concentration of PM has modified from monetary concentration to operational and strategic through the years. (Armstrong, 2001) PM plays three vital tasks in controlling performance. Firstly, PM presents cooperation through narrowing the concentration and focus of policy makers on the significances and aims of the company (Gary, 2008). Then, it presents a method for observing though applying reports of performance to confirm how well anticipations of stakeholders have been achieved up to now. PM serves as an analytic tool in assessing the motive and influence connections between arrangements taken and the outcomes obtained thereby permitting corrective activities to be taken to develop any unwanted conditions. Henri (2006) additionally discloses that from the three tasks recognised, the knowledge achieved can be applied to clarify activities reserved and strategies for future businesses. PM brings also the concentration of officials to important success aspects for the companies and aims that must be the goal of employees (Ordiorne, 1965). PM permits BA to decide its present position with relation to last accomplishments, the final aim of the company, the excellent systems for achieving the aim and how the company can establish if its aim is realized and complete.

Julius Caesar :: essays research papers fc

Julius Caesar   Ã‚  Ã‚  Ã‚  Ã‚  Themes play an integral role in the play Julius Caesar. The actions and the way that the characters express themselves define the themes in the play. The play is not comprised of one or two themes, but rather made up of an innumerable amount of them. A major theme in the play is fate. Fate is found from the smallest instance such as a dream to the prediction from a soothsayer. Another theme that is prevalent in the play is betrayal. Julius Caesar is betrayed along with many other people. Love is another theme that appears many times throughout the play. The love that is demonstrated in this play ranges from love between a husband and wife to the love for a country. Trust is another common theme in this play. Many characters in this play have trust in each other. They trust each other with their lives resulting in the death of many people. Loyalty is the final theme that is evident in this play. There are people who are loyal, and then there are people who are not loyal. The actions that these different characters make create a multitude of themes.   Ã‚  Ã‚  Ã‚  Ã‚  The theme that stands out the most in this play is fate. There is no doubt that there is divine intervention in this play. The destiny of many of the characters in this play have been prearranged because there are so many predictions or visions of the future that actually come true. For example, the soothsayer predicted that Julius Caesar was going to die on the Ides of March. (I. ii ll. 11-20) He did not make this prediction after he heard that Caesar was going to be assassinated, or the night before when everyone knew that he was going to die. He made this prediction many months in advance. The soothsayer knew that Caesar was going to die, because it was Caesar’s fate to die on the Ides of March. It has been predetermined that it was Caesar’s time to go on the Ides of March. Another instance of fate relating to the death of Caesar was the night before he died. His wife had an awful dream predicting that her husband was going to die in the house of the Senate the next day. Although Calpurnia told her husband of this, he chose to ignore resulting in his assassination. This is a strong example of fate because frequently throughout time people see the future in dreams.

Behavioural based safety strategy

Abstract Behavioural Based Safety, or BBS, has become a topic of substantial debate as the issue has been linked to performance.This dissertation examines the modern development of the BBS philosophy in order to determine the strengths and weaknesses inherent in the concept. The evidence presented illustrates 1 Introduction1.1 BackgroundEmployee injuries have significant impact on organisations as a whole; for example, reputation, stakeholder expectations, financial implications and legislative (Orr, 2008). Organisations therefore have to look increasingly at more effective measures to control or eradicate such events. To this end historically many organisations have looked to the development and implementation of formal safety management systems in order to address this issue. Safety management systems are a formal and prescribed means of managing organisational safety and improving performance (Agnew et al, 2012). The safety management systems currently implemented within organisations generally are centred on policies, procedures, objectives, processes such as risk assessment, hazard identification the use of various safety tools such as JSA’s and the wearing of personal protective equipment, or PPE, and focus on measuring compliance against key targets and objectives. This diss ertation examines how Behaviour Based Safety, or BBS, aids in the drive to prevent accidents and boost overall employee development (Lebbon, Sigurdsson and Austin, 2012). Qatar holds the position of second smallest country in the Arabian Peninsula after the island state of Bahrain. Qatar’s population currently stands at 2.04 million of Development Planning and Statistics, 94 per cent of which are foreign nationals (Qsa.gov.qa., 2014). Of this 94 per cent the majority is low-paid migrant workers. This number is expected to rise significantly in the coming years primarily due to the coming 2020 World Cup and the need for an influx of foreign labour for the booming construction requirement associated with it (Qsa.gov.qa., 2014). These migrant workers will primarily work on critical construction projects, drastically increasing the need for an effective safety program to be in place. The country has grown in a record breaking manner in the last ten years, to become the world†™s highest per capita GDP National (Fromherz, 2013). This achievement is primarily based on the vast resources of oil and gas discovered in the country. As a consequence of this discovery, construction of mega production plants has been the main focus of development in the country. This level of construction indicates an influx of safety challenges requiring an up to date and efficient method of implementation. These projects have historically required vast numbers of multi-cultural and diverse workforces, coming from different parts of the world (Orr, 2008). This being the case there are many challenges and great difficulties in bringing about a consciousness of safe work practices and in instilling a positive safety culture (Fromherz, 2013). The recognition of the need for workplace safety publicly materialized in the work of Mr Heinrich, an Assistant Superintendent of the Engineering and Inspection Division of Travellers Insurance Company during the 1930’s and 1940â€⠄¢s (Heinrich, 1959). His position required an investigation into the high and rising rate of supervisor accident reports during the period .This report revolutionized the working world by concluding that 88% of industrial accidents were primarily caused by unsafe, possibly preventable acts (Heinrich, 1959). This transformative moment in safety strategy motivated an entire industry to introduce reform (Fogarty and Shaw, 2010). Prior to these period witnessed steadily decreasing standards of working conditions that led to the need to reform the system. Heinrich (1959) subsequently published his first book in 1931; Industrial Accident Prevention: A Scientific Approach, laying out a more systematic approach to the study of accident data. This indication of a willingness to embrace change was tempered by the overwhelming capacity that big business interests had to keep costs low, creating a volatile safety environment. The modern era has maintained that safety is significant concern for companies, often requiring a considerable fraction of their overall revenue stream (Fromherz, 2013). This drive to increase performance and reduce injury has resulted in many companies showing excellent improvement in the area of safety performance, thereby reducing cost and increasing productivity. The rationale for this research rests on assessing the potential for improvement of HSE performance in the Oil and Gas sector, specifically in the Middle East; through a means of behavioural based safety. The intention of the study is to establish the appropriateness of this hypothesis, whether as a process to be used as a standalone mechanism, or additionally, for the augmentation of an existing HSE management system. Behaviour based safety concept, or BBS, has been considered in industry worldwide for around a decade as a means to achieve a positive safety culture and an improved organizational safety performance (Mohr, 2011). An organisation’s culture can be as influential in achieving good safety results as a safety management system. The positive or negative safety culture of an organisation is directly linked to human factors and the positive behaviour of its workforce (Mohr, 2011). According to Books (1999), the largest influences on safety culture are; 1) the style and management commitment; 2) the involvement of employees; 3)training and competence; 4)ability to communicate at all levels; 5) compliance with procedures; and 6)organisational learning. The current research has affiliation with an earlier study conducted as part of the Post Graduate Diploma award (Turner, 2013). The subject of the previous research was â€Å"Safety Culture or Climate: An Appraisal of Perceptions and Scale†. This research sought to measure the health and safety, culture and climate of the researcher’s employer organisation. In this case the researcher determined that there was evidence of a positive safety culture within the XXXX Group of companies. Howeve r, this research also illustrated that this positive safety culture has not entirely achieved the expected and desired outcome of zero harm to people. All these factors in themselves do not prevent injuries from continuing to occur within the organisation. The previous study and current research focuses on the Middle East region. In particular to the varying needs and challenges faced by operations based in the region; specifically those that require the engagement of personnel from a vast array of differing backgrounds and cultures and how the principles of behavioural based safety may effectively be used to influence this specific workgroup. To facilitate understanding, it is also important to outline the distinctiveness of the location, (Qatar), the demographics of the workgroup, and the difficulties and challenges related to the management of such a work group within a safe work environment. Based on the above reasoning this affords the researcher the ideal incentive to both add ress the topic as an area of research for the required dissertation element in partial fulfilment of the requirements for the Postgraduate MSc Degree in Health, Safety & Risk Management and to make recommendations that will enable XXXX Group to continue its safety culture development journey; that is, towards a more safety aware, proactive and empowered workforce; ultimately leading to an overall improvement in the safety performance results attained1.2 Aims & ObjectivesThis dissertation research focuses on the potential for improvement of HSE performance in the Oil and Gas sector, specifically in the Middle East; through a means of behavioural based safety. It is evident from recent research that traditional methods of safety management, such as safety management systems and risk assessments, do not wholly protect employees from incidents and injuries, as such organisations are looking for an alternative approach to improve performance and eradicate injury from the workplace, there fore the aim of this project is The following aim has been developed in order to meet this goal of this research: Critically evaluate existing research into behavioural based health and safety strategies, programmes and model with a view to identify a best practice model for future implementation. Objectives: The objectives of the research are as follows: 1) To critically analyse available literature and research studies pertaining to behavioural based health and safety. 2) To ascertain employee perceptions. 3) To identify best practices and success rates of behavioural based safety programmes. 4) To evaluate performance improvement. 5) Determine an appropriate behavioural approach for Labour safety in Qatar. 1.3 Research Questions In order to fully develop this dissertation the following questions will be considered by this research: 1) What is behavioural based safety and how does it impact Qatar? 2) Which elements of the behavioural based safety process are suited for Qatar? 3) What is the best method of behavioural based safety implementation for Qatar? 4) How to assess behavioural based safety effectiveness in the workplace?1.4 Scope of this researchThis research examines safety perception and behavioural application from 2000 until 2014 in order to ascertain the best possible elemen ts for future implementation. With a national focus on Qatar this research incorporates studies conducted in similar environments and conditions internationally in order to gain insight for these research objectives.1.5 Structure of the DissertationThis dissertation will consist of an Introduction, Literature Review, Methodology and Analysis, followed by Discussion/Conclusion. 2 Literature review 2.1 Overview â€Å"BBS is about everyone’s behaviour, not just the frontline† (Agnew & Ashworth, 2012:1). 3 Methodology / Analysis 4 Discussion/Conclusion 5 References Agnew, J. 2012. Behaviour based Safety. Performance management magazine, 1 (1), p. 1. Books, H. 2009. Reducing error and influencing behaviour. New York, NY. Fogarty, G. J. and Shaw, A. 2010. Safety climate and the Theory of Planned Behaviour: Towards the prediction of unsafe behaviour. Accident Analysis & Prevention, 42 (5), pp. 1455–1459. Fromherz, A. J. 2013. Qatar: Politics and the Challenges of Development by Matthew Gray (review). The Middle East Journal, 67 (4), pp. 649–651. Greene-Roesel, R., Washington, S., Weir, M., Bhatia, R., Hague, M., Wimple, B. 2013. Benefit cost analysis applied to behavioural and engineering safety countermeasures in San Francisco, California. Heinrich, H. W. 1959. Industrial accident prevention. New York: McGraw-Hill. Santos-Reyes, J. and Beard, A. N. 2002. Assessing safety management systems. Journal of Loss Prevention in the Process Industries, 15 (2), pp. 77–95. Lebbon, A., Sigurdsson, S. O. and Austin, J. 2012. Behavioural Safety in the Food Services Industry: Challenges and Outcomes. Journal of Organizational Behaviour Management, 32 (1), pp. 44–57. Mehta, RK. & Agnew, MJ. 2013. Exertion-dependent effects of physical and mental workload on physiological outcomes and task performance. The IIE Transactions on Occupational Ergonomics and Human Factors, 1(1), 3-5. Mohr, D. P. 2011. Fostering sustainable behaviour. Gabriola, B.C.: New Society Publishers. Orr, T. 2008. Qatar. New York: Marshall Cavendish Benchmark. Qsa.gov.qa. 2014. . Welcome to Ministry of Development Planning and Statistics-Statistics sector website :.. [online] Available at: http://www.qsa.gov.qa/eng/index.htm [Accessed: 27 Mar 2014].

Birmingham Business School Msc International Business Essay - Free Essay Example

Sample details Pages: 5 Words: 1458 Downloads: 1 Date added: 2017/06/26 Category Business Essay Type Research paper Tags: School Essay Did you like this example? Using either the Varieties of Capitalism or the National Systems of Innovation approach compare and contrast the national business or innovation systems of two countries of your choice. Discuss some of the practical implications for international business practitioners of these national differences. Introduction The concept of National Systems of Innovation (NSI) has been gaining importance in past few decades owing to its close connectivity with the intellectual and practical applications. One of important international organization OECD (Organization for Economic Cooperation and Development) has recognized and adopted this conception and encouraged further research and study for the benefit of nations. In the recent years the NSI has attracted the attention of the developing countries to address certain serious economic problems. Various economists treat this as having potential to highlight the root causes for the difference in economic development. They also believe that this would also serve as a powerful framework that can reveal new policies and create institutions that are capable of bridging these differences. Don’t waste time! Our writers will create an original "Birmingham Business School Msc International Business Essay" essay for you Create order What is a National Innovation System? The answer to the question can be partly derived from the very term National Innovation Systems. Innovation is seen as the creation of new processes, products or services based on the advances in technology, change in market demand or a combination of the two (Pavitt, 1994). These new processes, products or services once commercialized aids in economic growth. Therefore it becomes obvious that nations are interested in utilizing the opportunity to build an approach (system) through innovation that causes economic growth. This innovation is made possible through research and interactions. The inclusion of interactions is important as innovation is considered as a social process rather than a process that happens only in research labs. The idea of interactions triggers other aspects of social systems such as national institutions, universities, business firms, government policies, laws and regulations which greatly influence these interactions. To be precise the National Innova tion Systems focuses on the flow of technology and information through the social systems such as firms, institutions and people. The complex set of relationships between the actors of these social systems results in innovation and technological development. Therefore identification and understanding the nature of these linkages is important to build a framework. Here much emphasis is given to the determinants and organization of innovation action Figure 1 : Significance of NIS for economic success Various theories have been published by a number of authors, who tried to explain NSI focusing on various aspects of innovation. Some of the widely noted and accepted definitions are given below. Definitions: The network of institutions in the public- and private-sectors whose activities and interactions initiate, import, modify and diffuse new technologies (Freeman, 1987) His definition of NSI focuses on the importance of networks of relationships that is essential for any firm to innovate and develop. His core argument is that the national educational institutions, industrial relationships, technical and scientific institutions, government policies, regulations and cultural traditions have an influence on the innovation systems and is very fundamental. The elements and relationships which interact in the production, diffusion and use of new, and economically useful knowledge and are either located within or rooted inside the borders of a nation state (Lundvall, 1992) Lundvalls approach aims at understanding the national innovation systems in the broad sense. Innovation is viewed as an ongoing cumulative process which is just not incremental but also involves diffusion and a bsorption. He also introduces many sources of innovation and mainly considers NIS as an interactive process between various bodies such as firms, network of firms, educational institutions, labor markets etc that determine what kind of innovation takes place in the national system. Developed Nations Vs Developing Nations The Innovation systems framework operates on the policies and procedures the nation employs. It is quite evident that there is a clear distinction between the National Innovation Systems of developed nations and developing nations. Developed nations have attained the stage where innovation and economic development has crossed the acceptable limit. They just need to maintain already established level. On the other hand there are these developing nations who are struggling with catching up of the growth factors. Creating policies that pick up research or improving the science and technology studies inside universities would not be sufficient as there is less absorptive capabilities that can disseminate modern knowledge and technology. That is the current challenge for the developing nations and hence policies and rules should aid the process of improving the conditions gradually. This explains that there is clear variation of the forms and policies of the developed nations to t hat of the developing nations. It is interesting to understand what these challenges would be and how nations actually build policies and procedures that aid growth and also the areas where they can improve on. The choice of the policies must be well analyzed and therefore we look to choose certain common variables that developing nations rely on for improving economic growth. A comparative case study on two developing countries Brazil and Korea provide insight into the various policies and decisions that individual nations applied to improve their economic conditions. A Comparative Case Study: Before we begin detailed study on these nations, we need to organize the comparison with various variables that determine the national innovation systems for these nations. The comparison begins here with these variables and move towards how each nation applied these different variables to elevate their economic status. Some countries were successful in applying them for their growth some fell short. These variables are listed below: Research and Development (R D) : Research is the mother of innovation. Any development that happens requires considerable analysis. This is made possible via dedicated research labs, University Institutions and inside business firms. A nation focusing on R D would definitely benefit and lead an innovative growth. Hence looking at R D as one of the variables for NSI seems essential. Educational Systems and Human Capital Investments: Educational systems create base for any creativity that can happen at subsequent changes. The educational systems form the fundamental knowledge bank. Improved and sophisticated educational systems help the nation to build the absorptive capabilities. Therefore developing nations have to create the future relying on imparting knowledge to nations population. Foreign Direct Investments: FDI, play a major role for imbibing the newer technologies as everything and anything is new to the under developed nations. The developed nations already attained and improved on the available technology and would want to explore newer locations. Hence developing nations should take good advantage of the available technology through FDIs. The manner in which the developing nations formulate and utilize this advantage is what that contributes to the nations success. Government Financial Policies: The government policies contribute a lot for shaping the nations focus and growth. Introducing tax benefits, relaxing trade barriers, giving concessions on certain establishments play a major role to improve the condition. They encourage setting up institutions that aid R D. These forms and policies therefore become one of the determinants of National Innovation Systems. Brazil Vs Korea: A Comparative Study: The case study is performed in tabulation to ensure clear distinction of the various view points. They are presented below: Implications to the International Business Practitioners: We have noted few interesting points that determine the National Innovation systems of a nation. The practical implications as an international Business practitioner are summarized below: Location Preferences: An international Business person might be interested in investing in another country ( location). The NIS framework of that particular nation helps determine the feasibility of setting up a firm. Reveals the availability of skilled resources: One of the factors of determining the establishment of a firm or business venture, would be to analyze the work force available in that particular location. Highly skilled labor from a developing nation is a point of interest for various reasons. The quality of the work expected greatly depends on this factor. Availability of Infrastructure: This is seen as an added advantage and aids the business person to take decision as transportation; communication costs etc, add up and affect the profit margins. They also determine the feasibility of starting a new business as poor facilities do not attract foreign investments. Government Policies: The government policies play a major role as trade barriers, tax rules, investment plans, concessions etc influence the business activities conducted in a foreign location. Conclusion: Thus understanding the NIS framework greatly helps nations understand their current state of growth and also gives insight of the areas where improved methodologies can be implemented. Further study and research into the subject would reveal interesting facts about how nations operate and develop policies. It would also help speculate future economic conditions and trends. Hence NIS forms one of the important subjects of interest.