Fall of late Qing dynasty- challenges from the West Essay

Fall of late Qing dynasty- challenges from the West - Essay Example These activities drew European countries that were exceedingly eager to connect with the wealthy China that ruled the continent and the seas. However, several factors arose in the 1800s that made the dynasty lose its global economic leadership. The country was hit by social turmoil, economic fracturing, and European imperialism. In this paper, I will outline the factors that made the Qing Empire collapse. Supremacy of the Qing Dynasty Qing dynasty was one of the greatest empires during the early-modern period. It existed at the same period with other empires such as Mugal Empire, ottoman, Austria-Hungary, and Russian empire (Ma, 30). The Qing Empire was the first to fall among the superior empires at the time. The empire was beset by a struggle between westerners and traditionalists during the nineteenth century. The modernizing party introduced nationalism in china as it did in Russia and Turkey. The party argued that imperialism was obsolete and obstructed the national sensibility of the majorities. The concept of nationalism had been drawn from the historical output, legal structure, and the educational system. Han Chinese, Mongols, Manchus, and Tibetans drew upon the imperial legacy to establish clear ideas of their language, religions, and aristocratic traditions (Ma, 31). This strengthened the nationalist idealism that championed for equal representation of the majority in the dynasty. This opened the avenue for encroachment by western countries. Imperial encroachment and nationalistic movements were significant in weakening the unity of the empire even before the Chinese revolt broke out in October 1911 (Ma, 35). The Qing Empire had suffered a dramatic loss of some of its territory to imperial powers. One of the losses was the Qing northern pacific coast that ceded to Russia through a treaty in 1860. The region is currently known as the Russian maritime province. Russia ceased another part of the Qing Empire in 1871 when it took over East Turkestan. Tibe t followed suit when it was invaded by Britain in 1904. Britain and Tibet signed a short lived treaty and Qing paid indemnity to Britain in 1906. This brought an international consensus that forbade Britain and Tibet from signing treaties directly. However, Britain continues with their support for Tibet nationalists, which led to the 1906 Tibet independence. Mongolia followed suit and became independent in 1921 putting an end to the Outer Mongolia region of the Qing Empire. China’s civil war in the nineteenth century is not sufficiently treated as modern warfare compared to the American civil war or the Indian rebellion of 1857 (Ma, 40). The Taiping war of 1850-1864 was the bloodiest conflict during the revolution and remains to be the bloodiest conflict in history. The war caused fatalities of between 25 to 40 million people and the majorities were civilians. There were months of siege war and starvation was used as a weapon on both sides. The Taiping created a base and a bu reaucratic government at Nanjing, an area that experienced the longest siege. Europe and America were attracted to the conflict due to the proclaimed Christianity by Taiping. However, the Qing Empire was economically stable, and western powers opted to support them against Taiping by providing military support. Contribution of foreign Nations Western powers sent troops and mercenaries to Qing Empire to suppress the Taiping. By 1860, several British

Nonconsequentialist Theories Essay Example | Topics and Well Written Essays - 250 words

Nonconsequentialist Theories - Essay Example The essay "Nonconsequentialist Theories" talks about the Non Consequentialist theories that state that consequences should not find their way into our moral judgments. It means that actions are to be judged good or right in line with other criteria i.e. divine command or intuitions. They are categorized as; Act non-consequential theories and Rule non-consequentialist theories.Rule Non-Consequentialist theories are of the idea that blanket rules should be employed to govern the society since they will introduce a greater good. One of the major examples in Rule Non-Consequential theory is the divine command theory that claims that our only source of morality or moral authority is from a higher source, a spiritual deity like God. On the real world, an example is the adherers of the Catholic Church. Many of these followers base their moral values on what is written in the Bible. They believe whatever the scripture says or its interpretation by the church leaders to be moral. Two examples are the Catholic Church’s opposition to birth control and homosexuality. These stands would never be agreed upon by secular reasoning alone, it takes religion. Act Non-Consequentialist Theories are of the idea that we should not employ general or blanket rules but act on a case by case basis. The theory states that only individual acts and situations count morally. The theory is against generalization since every situation is different. They are based on emotions and intuitions to be able to come up with moral conclusions.

Mentoring as Part of Professional Development Essay

Mentoring as Part of Professional Development - Essay Example This essay discusses that within the professional development domains, mentoring works at producing magnanimous effects for the people who want to bring about a positive change within their working ideologies. If the aim is to set things in a corrective fashion, mentoring is the path that shall take one towards that. However, it comes with its own disparities. One such is the manner in which the mentoring is being undertaken. The professional development requires of the organizations to embed mentoring as a vital ingredient because it embodies the basis of success that any enterprise or corporate entity can achieve with the passage of time. It will also dictate how well the organization has been able to showcase its professionals and how these individuals have been shaped up to meet the desired goals and expectations which were of them in the first place. The mentoring role is such an important one that it has been talked about in different circles time and time again. The ones who p erform the art of mentoring are taken in a good stead and given the respect that they richly deserve. This is the reason why the mentor is seen as someone whom people look up to for help and assistance, and who brings with him a significant amount of experience and knowledge. The mentor is therefore given respect for what she does and how she is able to garner support from the people who believe in his mentoring. He is usually the one people look up to and seeks help in terms of their respective needs and requirements. The organizations have also started to branch out to such mentors because they know that these will bring in help for the employees and workers. These are in the form of counselors who are doing their best to bring sanity within the ranks of the employees and give them the help that they direly require. However, professional development can only come about when there are concerted efforts to do things right on the part of the person who is bringing that change within his own entirety. It just cannot happen overnight and the mentor can help only to a certain level. This is the basis of understanding how mentoring is and what roles are required for mentoring in the related settings. If such comprehensions are reached upon easily, there would be success for all and sundry, and the professional developments would be handled in an amicable way. What is Mentoring? Mentoring is defined as the formal or informal relationship between two people where one is a senior and another, a junior. It involves communication and is based on the premise of having a relationship – formal or informal. It is based on the personal developmental relationship perspective where an experienced or more knowledgeable person holds the torch for the one who is not that skilled and has little or less experience and knowledge. Since mentoring involves some form of empathy within the individual who is mentoring, it is the duty of the person who is being mentored that he lis tens and adapts to what the mentor has to say. It will then create a situation where both the mentor and the mentee are on the same page, and the process of mentoring will come about in full circle. This is so required because if the mentor and th

Fall of late Qing dynasty- challenges from the West Essay

Fall of late Qing dynasty- challenges from the West - Essay Example These activities drew European countries that were exceedingly eager to connect with the wealthy China that ruled the continent and the seas. However, several factors arose in the 1800s that made the dynasty lose its global economic leadership. The country was hit by social turmoil, economic fracturing, and European imperialism. In this paper, I will outline the factors that made the Qing Empire collapse. Supremacy of the Qing Dynasty Qing dynasty was one of the greatest empires during the early-modern period. It existed at the same period with other empires such as Mugal Empire, ottoman, Austria-Hungary, and Russian empire (Ma, 30). The Qing Empire was the first to fall among the superior empires at the time. The empire was beset by a struggle between westerners and traditionalists during the nineteenth century. The modernizing party introduced nationalism in china as it did in Russia and Turkey. The party argued that imperialism was obsolete and obstructed the national sensibility of the majorities. The concept of nationalism had been drawn from the historical output, legal structure, and the educational system. Han Chinese, Mongols, Manchus, and Tibetans drew upon the imperial legacy to establish clear ideas of their language, religions, and aristocratic traditions (Ma, 31). This strengthened the nationalist idealism that championed for equal representation of the majority in the dynasty. This opened the avenue for encroachment by western countries. Imperial encroachment and nationalistic movements were significant in weakening the unity of the empire even before the Chinese revolt broke out in October 1911 (Ma, 35). The Qing Empire had suffered a dramatic loss of some of its territory to imperial powers. One of the losses was the Qing northern pacific coast that ceded to Russia through a treaty in 1860. The region is currently known as the Russian maritime province. Russia ceased another part of the Qing Empire in 1871 when it took over East Turkestan. Tibe t followed suit when it was invaded by Britain in 1904. Britain and Tibet signed a short lived treaty and Qing paid indemnity to Britain in 1906. This brought an international consensus that forbade Britain and Tibet from signing treaties directly. However, Britain continues with their support for Tibet nationalists, which led to the 1906 Tibet independence. Mongolia followed suit and became independent in 1921 putting an end to the Outer Mongolia region of the Qing Empire. China’s civil war in the nineteenth century is not sufficiently treated as modern warfare compared to the American civil war or the Indian rebellion of 1857 (Ma, 40). The Taiping war of 1850-1864 was the bloodiest conflict during the revolution and remains to be the bloodiest conflict in history. The war caused fatalities of between 25 to 40 million people and the majorities were civilians. There were months of siege war and starvation was used as a weapon on both sides. The Taiping created a base and a bu reaucratic government at Nanjing, an area that experienced the longest siege. Europe and America were attracted to the conflict due to the proclaimed Christianity by Taiping. However, the Qing Empire was economically stable, and western powers opted to support them against Taiping by providing military support. Contribution of foreign Nations Western powers sent troops and mercenaries to Qing Empire to suppress the Taiping. By 1860, several British

Mentoring as Part of Professional Development Essay

Mentoring as Part of Professional Development - Essay Example This essay discusses that within the professional development domains, mentoring works at producing magnanimous effects for the people who want to bring about a positive change within their working ideologies. If the aim is to set things in a corrective fashion, mentoring is the path that shall take one towards that. However, it comes with its own disparities. One such is the manner in which the mentoring is being undertaken. The professional development requires of the organizations to embed mentoring as a vital ingredient because it embodies the basis of success that any enterprise or corporate entity can achieve with the passage of time. It will also dictate how well the organization has been able to showcase its professionals and how these individuals have been shaped up to meet the desired goals and expectations which were of them in the first place. The mentoring role is such an important one that it has been talked about in different circles time and time again. The ones who p erform the art of mentoring are taken in a good stead and given the respect that they richly deserve. This is the reason why the mentor is seen as someone whom people look up to for help and assistance, and who brings with him a significant amount of experience and knowledge. The mentor is therefore given respect for what she does and how she is able to garner support from the people who believe in his mentoring. He is usually the one people look up to and seeks help in terms of their respective needs and requirements. The organizations have also started to branch out to such mentors because they know that these will bring in help for the employees and workers. These are in the form of counselors who are doing their best to bring sanity within the ranks of the employees and give them the help that they direly require. However, professional development can only come about when there are concerted efforts to do things right on the part of the person who is bringing that change within his own entirety. It just cannot happen overnight and the mentor can help only to a certain level. This is the basis of understanding how mentoring is and what roles are required for mentoring in the related settings. If such comprehensions are reached upon easily, there would be success for all and sundry, and the professional developments would be handled in an amicable way. What is Mentoring? Mentoring is defined as the formal or informal relationship between two people where one is a senior and another, a junior. It involves communication and is based on the premise of having a relationship – formal or informal. It is based on the personal developmental relationship perspective where an experienced or more knowledgeable person holds the torch for the one who is not that skilled and has little or less experience and knowledge. Since mentoring involves some form of empathy within the individual who is mentoring, it is the duty of the person who is being mentored that he lis tens and adapts to what the mentor has to say. It will then create a situation where both the mentor and the mentee are on the same page, and the process of mentoring will come about in full circle. This is so required because if the mentor and th

Nothing but the Truth Essay Example for Free

Nothing but the Truth Essay In Avis book, Nothing But the Truth, there is a quote from a Shakespearian play. Brutus says, No Cassius; for the eye sees not itself/But by reflection, by some other things. I think that in deeper terms, this means that a person cannot see how he or she acts unless someone acts the same way or describes it to them. This quote can be applied to the story because Philip Malloy, the main character cannot see himself clearly. In that way, I am like Philip Malloy. I have no perception of whether my actions have positive or negatives effects and always assume that I am right. In the story, Philip blames his Language Arts teacher for not teaching well and being uptight. He claims that she is the only reason that he does not have a passing grade in that class and therefore the reason that he cannot be on the track team. My opinion is that Philip does not even consider the possibility that he may be part of the problem. I think that if only Philip would try a little harder in Miss Narwins Language Arts class, he would be able to pass. The problem is, Philip is extremely stubborn and insists on believing that his teacher likes picking on him. He refuses to even try to even think about Miss Narwins side of the story. Miss Narwin, in Principal Doanes opinion is one of the best teachers at their school. Miss Narwin, however, thinks that her methods are too old-fashioned and wants to attend a workshop on new approaches to teach literature to students. Her request is turned down and she isnt very happy about that. I think that Miss Narwins desire to take this workshop has a little bit to do with Philip. She knows that Philip has great potential to learn and wants to find a way to connect with him. In what Philip sees as Miss Narwin picking on him is actually an attempt to get him to do better. Sometimes I do not see things clearly either. I have a one track mind. I think that everything I do is right and it is in that way that I am like Philip. When I am wrong, I do not see why and I get frustrated and angry. When this happens I blame it on another person. I do not think about whether there might be another side to the problem or not. To me, there is just no question of me being the cause of the trouble. But if someone would explain to me nicely and clearly, I am usually able to see the logic. In summary, the quote that is on page forty-eight of Avis book, Nothing But the Truth fits with the story nicely. The quote basically says that people need someone to tell them that not everything they do is right and that they may be the ones that are the problem. I am like that too, but as long as someone is there to help me, I will be able to understand.

Stages Of A Typical Performance Management System Management Essay

Stages Of A Typical Performance Management System Management Essay Performance can be defined as the end result of an activity. A performance management system therefore is defined as a process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions. (Stephen P. Robbins, 2005, p. 296) A good performance management system is essential for Interact to be able to manage the dwindling individual performance. To develop a good system Interact will need to consider the three main aspects of managing individual performance, these include: planning performance, delivering and monitoring and formal assessment and reward. These are well illustrated in the performance cycle as illustrated by figure 1 below Figure 1 Stages of a typical performance management system Source: (Derek Torrington, p. 263) The first key aspect of managing individual performance is the planning performance stage. This is where a manager at interact sits down with his subject and they collaboratively set individual objectives originally obtained from team objectives and the agreed job description. These objectives are designed in a way that they also offer potential development as well as fulfilling the general organisations general objectives. They should also include measures of how they can be assessed. One common approach managers use in setting these objectives is with the SMART acronym. This suggests that the objectives set should be Specific, Measurable, Appropriate, Relevant and Timed. A good example of a good objective for an employee working in the component development department could be: To develop a new mobile phone component by March 2010 (started in January 2010) It is important that managers do not forget to plan for the support, development and resources necessary for the employee to be able to accomplish the objectives. The second key aspect is the delivering and monitoring performance stage. As the interact employee sets about to achieve the performance agreed, the manger should ensure that he is available at all times so that the employee can consult him/her at any moment when needed. There may be some unpredicted hindrances towards the achievement of performance and in some instances targets may have to be revised. Ongoing coaching is important whereby the manager can guide the employees through discussion and providing constructive feedback. Continuous informal reviews held between the employee and his manager should be carried out so as to ensure that work is going as agreed and whether the agreed performance will be attainable by the agreed dates. Objectives signed off as complete and recognition of work done so far help to act as motivation for the employee in the future for other objectives yet to be completed. The last key aspect of the performance cycle is the formal assessment and reward stage. This stage involves regular reviews of the development of the objectives and to motivate the employee. Annual reviews are also necessary in this stage whereby what has been achieved is compared with what had been set to be achieved which may affect pay and salary increments. Interact managers should take note that employees see reviews as fair only if the targets set are achievable and judgements were seen to be consistent throughout the organisation. Different styles of appraising employees could be adopted in order to make the best assessment but a popular and widely used approach is the problem solving style which is one of the styles developed by the American psychologist, Norman Maier. This approach suggests that The appraiser starts the interview by encouraging the employee to identify and discuss problem areas and then consider solutions. The employee therefore plays an active part in analysing problems and suggesting solutions, and then evaluation of performance emergence from the discussion at the appraisal interview, instead of being imposed by the appraiser upon the employee. (Anderson, 1993, p. 102). However, it should be taken note that this style works best if the employees are ready for it and the mangers are willing to behave in this way which is not always the case. After the reviews have been conducted and achievement of tasks has been high, reward is necessary. Most management systems include pay in the reward package but ongoing research has shown that element of pay had very little effect in the motivation of employees. Other forms of reward other than monetary such as promotion and offering of individual development opportunities are found to be more motivating to employees. In order for the successful implementation of a performance management system, line managers who are closer to the employees need to be included in the Human Resource team when designing the system. Training of the line managers is essential before and during the introduction of the system. Task 2 Learning can be defined as the process of acquiring knowledge. Learning and development is an essential part in keeping the performance of Interacts employees up to standard. Currently, there have been issues and complains from the employees about the quality of training being offered, and the lack of enough training to keep the component developers up to date with emerging technologies. This is a serious problem for interact being the fact that it is operating in an industry that requires a high degree of innovation and creativity. It indicates the need for an effective people development strategy. A good approach that could be used to establish an effective people development strategy would be the systematic training cycle. This cycle includes for steps that are; identifying training needs, designing development activity, carrying out development and evaluating development. This can be illustrated by the diagram below. Environment Business strategy People development strategy Figure 2 A systematic model of learning and training Source: (Derek Torrington, p. 391) Considering figure 2, the first step in the model is identifying training and learning needs. Before any activity can commence, interact managers should take note that identifying these needs should not be the sole role of the human resource team but should be a process that involves the employees too. Employees about to receive training should not be considered as subjects but as participants of the scheme. Interact managers should also take note that modern day effective training requires not only a focus on development of technical skills alone but also personal skills, attitudes and self-management therefore broadening the needs scope. One approach that interact managers could use to identify the training and learning needs is the problem centred approach. This approach analyses whether there are any performance problems and analyses whether they are caused by lack of skill and if so, which. The gap between expected performance and actual performance is the one that helps to bring about the training need. For example, an identified problem with interact is that the component developers are not up to date with new technological development therefore the training need would be to continuously keep the developers up to date. After training needs have been identified, the next step will be designing the development activity. There various methods of learning and development that Interact managers could use such as; education and training courses (off job), manager coaching and teaching, self development groups and open and distance learning. (On job). The next step is carrying out the development activity. For education and training courses, Interact managers could use the consultancy courses. They could range from one day to several weeks in some cases. These have the advantage that they enable employees from various organisations to meet and share their experiences. In order to be very effective, they should concentrate on specific skills of knowledge, such as being introduced to new technological developments. Management should take note that these courses are usually expensive despite the fact that they are of short duration. There is a big challenge that Interact managers should be prepared to face and that is the ensuring of the transfer of what the employees have learnt back to the organisation. To counteract this problem, managers could set goals for implementing new skills once the employees return from training. In case the Interact management decide to use on job training methods take manager coaching and teaching as an example, the line manager will act as a mentor or coach for the trainees involved. He will provide feedback, counselling, encouragement discussion and sincere feedback. Management should however take note that not all line managers can provide effective coaching, as it requires good interpersonal skills and commitment from the manager to accept the coaching role. Interact management could also support the use of self development groups whereby informal groups formed by employees come together and discuss organisational issues, personal development and individual work problems. The group should however be headed by an experienced leader who plays the role of a facilitator and to some extent, a source of information. This group leader could drop off as the group matures. Such a method of learning and development requires a high level of commitment from the group members and a close follow up on the side of management. The final step in the learning cycle is the evaluating development stage. While evaluating development, changes in skills, knowledge, behaviour and attitudes need to be considered. However, research has proved that it is actually very difficult to asses some aspects of learning or training that have been carried out such as changes in attitudes and behaviour. A post course questionnaire could be issued out to the trainees but this usually tends to evaluate the course and not the training. Evaluation could also be carried out by setting up goals basing on what the individuals have learnt during training and the extent to which the employees meet these goals would indicate how effective the training had been. It is recommended that managers should keep on evaluating the trainees continuously from the beginning as they attend the training courses and not to pin the evaluation process at the end of the course. Task 3 Leadership can be defined as the Process in which an individual influences other group members towards the attainment of group or organisational goals. (Shackleton, 1995, p. 2) There is a close link between leadership and motivation and performance implying that the leadership style being used may have either positive or negative impacts on these. Due to the recession, Interact adopted a rather autocratic approach and have become more task focused. An autocratic leader is a leader who tends to centralise authority, dictate work methods, make unilateral decisions and limit employee participation. (Stephen p. Robbins, 2005, p. 593) The advantage of such a style is that it leads to quick decision making and work getting done on time. However, there are various negative impacts Interact could face as result of applying such a leadership style. To start with, according to Vrooms expectancy theory which says that An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. (Stephen p. Robbins, 2005, p. 405), we can see that expectancy has an impact on motivation. Therefore not expecting employees to perform unless they are directed to will only cause them to behave in that way leading to demotivation and poor performance. Also using Maslows hierarchy of needs, the need for affiliation could be a motivational factor. Therefore not involving employees in the decision making process and centralising authority only makes the employees feel alienated and thus end up feeling demotivated. The autocratic style of leadership also fails to recognise that social needs are a motivational factor for employees. Maslow recognised the need for affiliation as an important attribute in human motivation therefore making decisions or planning activities while excluding those who are going to be affected may demotivate them. Autocratic leadership also makes the employees feel that the organisation does not trust them enough to make wise decisions for the good of the organisation. This demotivates them and makes them feel like they are not a part of the organisation or not responsible enough. As a result of being very task oriented, such as style does not have much concern for the needs of their subordinates. This is clearly indicated by the lack of a sound human resource function and the fact that the Interact management has so far refused to meet with the group of employee representatives who are trying to voice employee concerns. This has led to feelings of resentment, alienation and a drop in performance levels. In conclusion, the autocratic style of leadership has a rather more negative impact than positive effects, but this is not to say that Interact should not apply it, rather they could blend it in with other styles of leadership. Using the managerial grid designed by Blake and Mouton, THE MANAGERIAL GRID High concern for people Low concern for production Country Club management High concern for people High concern for production Team management Low concern for people Low concern for production Impoverished management Low concern for people High concern for production Authority-compliance management High People Low Production High The managerial grid Source: (Derek Torrington, p. 304) Most managers agree that the best leadership style would be the team management which has both high concerns for people and production but there is a new approach that suggests that the best style is to use all these four styles together basing on different times and different situations. Task 4 The complaints voiced by employees over the need to work harder and longer to keep their jobs and increased levels of stress are a sign that the quality of the working life at Interact is deteriorating. Work-life balance is very important as it keeps the employees happy and contented with their jobs therefore reducing absenteeism and turnover. There are a number of practices that management at Interact could implement so as to improve the situation. To begin with, offering the employees flexible working hours would greatly help employees who need more time outside the job. Allowing female workers to have their maternity leaves also enables to keep the employees happy with their current jobs. The Interact management can also train their line managers to deal with employee stress. The line managers should encourage the employees to talk and voice out what is truly getting them stressed up. An increased level of stress at work is a total wake up call that Interact needs to change its style of leadership and control. Not allowing employees to freely raise their voices over the different issues in the organisation and refusing to recognise their representative group only makes them feel unappreciated and demoralised. Interact could also reorganise their working practices such that the workers could get work done without having to spend extra long hours to work while maintaining the same quality of performance. The amount of days employees can get in their leaves should be adequate giving employees enough time to rest and relax so that they can return to work revitalised. For those workers who may not be able to get to work but and yet their jobs do not demand their physical presence at the premises, interact could offer them alternatives of working at home. This will help to boost performance while at the same time saving valuable time lost when the work is not done at all. In case workers are having to work overtime, Interact should devise a payment scheme that covers these extra hours in a manner that is of mutual benefit with the employees. Interact could even go to the extent of ensuring that maternity pay is reasonable and comfortable for the employees. This will make them return to work much more happily and boost their attachment to the company. For those in areas where the work demands them to do the same routine job everyday, Interact management could introduce rotation where other employees doing other routine work could be set up to be exchanging activities so as to prevent them from getting bored. However there are some limitations that Interact should take note about work-life balance policies. For example, some policies such as maternity pay only target the female employees therefore bringing about a feeling of neglect with the other employees. Another problem is the fact that some policies may actually be put in place and yet employees may not take them up and use them. Task 5 Absenteeism can be defined as the To tackle this problem, Managers at Interact need to set up a procedure to solve the absenteeism problem. The process could involve the following steps; Identify the absence problem Locate the absence problem Identify and prioritize the cause of absence Evaluate the current control method Design the absence control program Implement the absence control program Monitor the effectiveness of the program The first step of solving the absenteeism problem is assessing it. Interact could do this by collecting statistical data about thee current absence levels. This can be done by gathering information on how many people did not come in to work for a certain period of time. After the pattern has been identified, the next step is to locate the absence problem. This is done by using collected data to find out which specific departments had the highest levels of absentees for the period. The next step is to identify the cause of absence in the departments selected. An autocratic leadership style of the line managers in Interact, longer working hours, low levels of responsibility and decision making could result into dissatisfaction with the job situation therefore leading to a rise in absence levels. Evaluating the current absence control method is what follows after the causes of absence have been identified. During evaluation, Interact should be able to see the weaknesses of the current control program and why it is failing to work effectively. After evaluation, Interact should design a new control program that tackles the problem. There are a few recommendations of measures that could be put in place to help reduce the problem, First of all, I would recommend to Interact that they should try and maintain continuous contact with the employees who are absent from work. This is known to greatly reduce the length of absence and shows the employee that the organisation in concerned about the well being of its people. One visit a month by the line manager of the employee could be effective. Another useful activity that interact could do to manage absence is to include attendance levels in the performance review at the end of the year. Having high levels of absence during the year would be considered as underperformance in the review. I would also recommend that the line managers undergo training so as to ensure that the absence procedures are effectively carried out. Proper training on how to handle employees who are frequently absent could greatly reduce the absence levels. A deep understanding of the causes of absence would enable Interact to be able to tackle the absenteeism problem. Known causes of absenteeism at Interact include, employees working longer hours and increased levels of stress. When trying to identify the problems, management should not only consider what the absentees have filed as the reason for their absence as research has shown that they tend to write excuses that appear valid to the organisation. Interact should build a culture of trust with its employees such that they can get them to explain the real causes of absence and thus they can respond to them effectively. The last step after the absence control program has been designed is to implement it while continuously monitoring it by collecting statistical data to observe whether the absence levels are falling or not. If it is not effective then Interact have to find out why, make the necessary corrections and continue with it Task 6 Employee turnover is the rate at which employees voluntarily leave their jobs. At interact, the level of employee turnover has been relatively high. Collecting information on staff turnover is quite difficult to collect though one best approach could be by using exit interviews. However, there are some major reasons why staff could be leaving interact. Push factors One reason why Interact employees could be leaving their jobs is because of Push factors. This concept suggests poor working conditions, people development strategy, dissatisfaction with company policies, negative effects of autocratic leadership style, job insecurity among others to be the cause of forcing people to leave the organisation. In other words, Interact is pushing away its employees by failing to provide a good organisational and working environment to keep the employees satisfied. Interact could control this cause by making the organisation more employee friendly. Another reason why employees could be leaving Interact is because of pull factors. This concept implies that rival employers in the telephone component manufacturing industry are pulling Interact employees towards them. This could be because they are paying higher salaries, offering better benefit packages, training opportunities or they have more attractive working environments. The best way Interact could reduce turnover caused by this way is by first of all analysing what other organisations in the industry are offering that is making them more attractive and therefore making sure they can level up. Another approach is by identifying unique selling points offered by Interact that other organisations dont have and communicating them to staff. Employees could also be leaving Interact as a result of functional turnover. This is a situation where employee resignations are accepted by both Interact and the employee involved. This could be because of failure of the employee to conform with the organisational culture or as a result of continuous poor performance. The best way to handle turnover caused in this way is by improving the recruitment process so as to avoid such people in the first place. Outside factors could also be making employees leave Interact. These are reasons that have nothing to do with the job. They could be leaving because their partners are leaving the city, personal desire for self employment. In this situation, there is nothing much that Interact could do to stop these kinds of employees from leaving the organisation as it is beyond their control. The rate of employee turnover at Interact could be greatly reduced by putting in place certain strategies so as to manage the turnover rates. Firstly one tool that Interact could use is pay. Research has shown that organisations offering higher salaries appear more attractive than those with less. However, pay alone may not be enough to keep the employees from leaving. It should be combined with other benefits such as holidays, healthcare offers and staff discounts. The best approach in offering such benefits is by letting the employees pick benefits that they prefer as different employees may be interested in different packages. Another tool that Interact could use to help reduce turnover rates is putting in place family friendly Human Resource practices. Considering the fact that many people leave work due to family and personal reasons giving employees more time to spend with their families through holiday packages, flexible working hours and a well paid maternity leave may greatly help to reduce the rates. Improving the quality of line management may also help to reduce the turnover rates as these managers play a critical role in employee relations. To ensure that the selected line managers are effective, they should be selected basing on their supervisory capabilities, undergo training and appraised on their supervisory skills. Finally induction is also known to help in reducing early staff turnover rates as it helps to fit the employee into the organisation and defines his/her role in it. Organisational induction could be done by the Human resource department and may include a presentation on health and safety regulations and fire evacuation procedures. This type of induction could last a few days. The other type of induction is the job-based induction. This usually takes longer and is mostly carried out by the immediate line manager and in the background, fellow employees and includes activities like getting to know the organisation culture, how work is done and what is expected of him/her. Managing employee expectations from the beginning could also play a crucial role in reducing the turnover rates. This is done by letting the employee know exactly what to expect from his job right at the start of his/her career so that they are more prepared when they face the challenges. Challenges could include time pressures etc