DISCUSS THE SIMILARITIES AND DIFFERENCES IN THE ROLE OF THE 'CITY' Essay

DISCUSS THE SIMILARITIES AND DIFFERENCES IN THE ROLE OF THE 'CITY' ECONOMIES OF HONG KONG AND SINGAPORE IN RELATION TO THE REST OF THE ECONOMIES OF SOUTH EAST ASIA - Essay Example The Asian countries of India, China Korea, Taiwan, Hong Kong, Singapore, Indonesia, and Malaysia are notable examples NICs and their dramatic successes in economic growth have often been referred to as the East Asian Miracle. Other Asian countries like China and India have also achieved successes in economic growth. The ‘economic miracle’ of these East Asian countries is however not exclusive to Asia as countries in the Americas like Chile, Brazil and Mexico have also achieved appreciably high growth rates in their economies and could thus be referred to as NICs as well. It must be said though the growth rates vary amongst all the NICs and as such some growths may be relatively higher compared to others in other NICs. Countries like China, India Singapore and Hong Kong however standout of the rest due to the rapid nature of their growth within a space of about 30 years. Also, the use of NICs is a matter of definition and as such a country like South Africa that was large ly secluded from the international economy due to its apartheid policies may now be categorised as an NIC by some, while others may classify it as a developed country. This essay will first conduct a generalised or panoramic view of the features that underlie the development experiences of NICs before undertaking a closer look at the experiences of selected NICs. It must be said that though the development experiences may be very varied, some common cardinal features can be seen in the experiences of all NICs. Most NICs were able to achieve high growth rates by instituting market reforms that favoured exports. (Hamilton 1987) There was also a strong emphasis on value added manufacturing that changed their economies from predominantly agrarian economies into industrial and manufacturing based economies. Increased capital investments from foreign and domestic sources played a key role in the development experiences of NICs and so

Film studies (Authorship module) Essay Example | Topics and Well Written Essays - 1500 words

Film studies (Authorship module) - Essay Example Today, no contemporary American director more deserves the title of auteur than Martin Scorsese Martin Scorsese is the perfect example of an auteur because he uses the same thematic consistencies throughout all of his work. These entail Catholicism, virgin/whore conflict, redemption, ethnic pride, and of course crime culture. On top of this, he supports all of his plots with very eclectic soundtracks. The cinematography he uses is very similar in all of his films. He utilizes the fluid motion of the camera with each shot, while making the mis-en-scene of each frame valuable to the plot of the story. He is also know for using some of the same actors in his films, specifically Robert Deniro, Joe Pesci, and Harvey Keitel. Of his large body of work, Mean Street symbolizes the blue print to the archetype that has become his unique style. Scorsese has a visual style that relies on the city of New York. Mean Street embodies the culture that comes with this location. In the film, the audience is subjected to getting to know characters who spend their time womanizing, hustling, fighting, and drinking. Centered on the struggles of four men in their mid-20's and all residents of Little Italy, who are working their way up the rungs of gangster culture, some are loan sharks, and some are just plain hoods. Tony (David Proval) is a big friendly guy who runs the neighborhood bar; Michael (Richard Romanus) is a small-time loan shark who tends to rip off Brooklyn adolescents. Johnny Boy (Robert De Niro) is an irresponsible hood who borrows money from loan sharks that he never intends to pay back, and Charlie (Harvey Keitel) is the nephew of the mafia boss Giovani (Cesar Danova). Charlie's only aspiration is to run his own restaurant. Mean Street is authentically based on specific events Scorsese saw almost regularly while he was brought up in Little Italy. The screenplay for the film initially started out as a continuation of Who's That Knocking. Scorsese changed the title from Season of the Witch to Mean Street. The film is arguably Scorsese's most religious film, even more so than his film The Last Temptation of Christ. This is in part due to the fact that the original draft of Mean Street centered on the religious conflict inside of Charlie and how it was affecting his world view. Charlie sees saving Johnny Boy as a way to find redemption. His aspirations for sainthood are played out through his behavior on the streets, as opposed to going to church. This is one of the implied meanings in the film. The implied meaning that comes with an auteur directed film is all present in Mean Street. In his article Senses of Cinema, Marc Raymond points out many of the film's intricacies. He argues that there is an implied homoeroticism between Johnny Boy and Charlie. He points this out when he says: The couple of the film is clearly Charlie (Harvey Keitel) and Johnny Boy (Robert De Niro) rather than Charlie and his girlfriend Theresa (Amy Robinson). This can be seen in one particular sequence in which Charlie and Johnny Boy stay out all night and sleep in the same bed together. Charlie gets out of bed and goes to the window, where he sees Theresa dressing. The next scene cuts to Charlie and Theresa making love in a hotel room. (Raymond, Pg1) Raymond argues that Johnny boy plays the part of the Femme Fatale and that this is a very

Impact Of Ethnocentric Staffing Practice Management Essay

Impact Of Ethnocentric Staffing Practice Management Essay Introduction Over the past decades, an inconsiderable amount of research has dealt in the field of managing and reducing employee turnover in international staffing practice. In this study, which appraise staffing policies in International Human Resource and issues relating to employee turnover of local manger in subsidiaries of Multi-national Corporations. This paper evaluates series of issue encountered by the local or subsidiary manager. Hereby consider the role and patterns of international staffing model, the advantages and disadvantages of Parent country national (PCN), Host country national (HCN), retention strategies and approach used in managing avoid staff turnover. in this regard, has examined possible way-out of the present dilemma encountered by the local or subsidiaries mangers and the way forward but might vary in different sectors and culture of a country or probable the culture of the Multi-National Corporation. Function and Pattern of International Staffing Model There are different reasons for international staff transfer which can be as a result of control, co-ordination, developing management, unskilled local personnel and organization development. Which will lead to the increase of companys potential to succeed and compete in the international market (Edstrom and Galbraith, 1977; Harzing, 2001). However, Scholars have also pointed out that the success of knowledge sharing through international transfers is not automatic but rather depends on social processes. In recent it has been pointed out that key rationale for staff transfer is due to the transfer of advance and technical knowledge (Bonache et al., 2001; Hocking et al., 2004). However, staff transfer is a two- sided magnitude, which is between the Head quarter and the subsidiaries and it also involve the process comprises parent-country nationals (PCNs), host-country nationals (HCNs) and third-country nationals (TCNs) (Harzing, 2001; Welch, 2003). In this regard, Head quarters organization that are sent to HCNs and TCNs they are commonly referred to as Expatriates and vice versa for the inpatriates. Perlmutter and Heenan (1969; 1979) identified four different international staffing policies (ethnocentric, polycentric, geocentric and regiocentric). MNCs following an ethnocentric staffing policy would appoint mostly parent country nationals to top positions at their subsidiaries, while MNCs following a polycentric staffing policy would prefer to appoint host country nationals (HCNs). Organisation with a geocentric staffing policy might simply pick the best person, regardless of his/her nationality and that could include third country nationals (TCNs), nationals of a country other than the MNCs home country and the country of the subsidiary. The Head quarter-centric nature of the staffing policies has been criticised by Novicevic and Harvey.H (2001) introduced a pluralistic orientation that enable a multiple, diverse and possibly competition which subsidiaries are given more orientations of subsidiary staffing that independent operation within the MNC context. The pluralistic orientation also brought about an alternative concept and a harmony orientation toward international staffing. Thereby indicated a tranquillity between subsidiaries and the Head quarters which is as result of integrative aspect. Pro and Cons of PCNs, HCNs or TCNs These are some of the advantages and disadvantages of employing these different groups of employees. It is shown that none of the options is without its disadvantages whereby will focus on some of the most frequently mentioned advantages and disadvantages (Negandhi, 1987; Phatak, 1989; Dowling, Festing, Engle, 2008) are summarized as follows. In Table 7.1 below Source: Harzing and Reiche 2009. Influences on Subsidiary Staff Turnover Sebastian .R, (2007). Classified two major factors that lead to subsidiary staff turnover which is as a result of the effect of international staffing practices. He then conceptualise it has perceived career advancement opportunities and their organizational identification. Figure 1 shows the integration of all variables in a framework due to the effect of international staffing practices on subsidiary staff retention. Career Opportunities of Subsidiaries Staff These involves situation where the organisation seems to make global exposure and career advancement as part of the employment contract with the local national, but the organisation at the end of the day fail to fulfil their promise and with the design of international staffing practices that has an effect on subsidiary staffs career perspective and also leads to employee turnover .which aligns with (Griffeth et al., 2000; Hom and Griffeth, 1995) turnover studies and (Birdseye and Hill, 1995; Feldman and Thomas, 1992; Naumann, 1992) expatriate turnover research. Recent literature has focused on the view that a huge number of foreign expatriates distorted HCNs career advancement opportunities and create sizeable income and status disparities, leading to frustration and dissatisfaction among locals. In regards, the ethnocentric staffing practices which is a one-sided approach that restrict career advancement of local staff to a mere lower manger position. Sebastian Reiche (2007). Organizational Identification of Subsidiaries This involves situation whereby the international staffing practices affects the subsidiary staff in relation to the identity of their organization (Dutton et al., (1994) The degree at which a member defines himself by the same feature that he or she believes defines the organization. This has been shown to exert a negative effect on turnover intentions (Koh and Goh, 1995; Van Dick et al., 2004). The fulfilment of career aspirations is considered to serve as a key antecedent of organizational identification (Brown, 1969; Reade, 2001). In an organization which consist multiple relationship, each with unique set of values and objective operating from different sources of membership and identification, sustains the notion that individuals experience multiple commitments or identifications (March and Simon, 1958; Reichers, 1985). The polycentric staffing practices mainly shows identification with the local unit. At the same time, might be identified with the global company and it more difficult to promote. As Lawler (1992) notes, identification tends to be more significant with regard to association in contrast to larger organisation and also in the case of a geocentric orientation international career progression may only involve a very small fraction of HCNs. Finally, (Novicevic and Harvey, 2001) pluralistic orientation to international staffing serves as an additional source of identification of a harmonizing approach helps to constitute respective Head quarters policies and practices within it subsidiary which, in turn, facilitates HCNs approval and thus enhances their identification. International Staffing-Related Retention Strategies The staffing retention strategies are of two dimensions namely subsidiary management. Which will help minimize staff turnover in the subsidiaries such as managing subsidiaries through local staff and the expatriation of local staff may help to retain employees in MNCs worldwide operations. Hereby the strategies for the suitable scenario. Subsidiary Management Through Local Staff This involves pluralistic and harmony approach to international staffing that help to reconcile individual and organizational career plans, thereby tying individuals career commitment to the company and hence fostering long-term membership. Global assignments of PCNs which is to be maintained effectively by socializing. This becomes an essential instrument for clearing out dispute between local and foreign personnel (Lueke and Svyantek, 2000). Also strategy challenges the preservation of MNC cohesion. There should be regular regional meetings as well as close communication and exchange of knowledge serve between local personnel to the Head quarter. As important measures to align HCNs to the overall corporate values that may foster locals identification with the global organization. Expatriation and Impatriation of Local Staff This involves establishment of a centralized and comprehensive schedule of all managerial employees, regardless of nationality, for those are readily available for international assignments. But along the line there might be a slight problem to the local staff loss of autonomy. (Kopp,1994). The central record of corporate talent has to be complemented by a regionally administered register of lower-level managers suitable for intra-regional transfers. In the case of re-entry problem are associated with threat of turnover. Therefore, it can be effectively managed by establishing new repatriation policies and career projection from onset, thereby indicating long term commitment to the respective individuals and thus enhancing their organizational identification (Gregersen and Black, 1992; Stroh, 1995). Thus, provision made for international assignments for HCNs involves the concept inpatriation, entails the transfer of subsidiary manager to the Head quarter on a temporary to permanent basis (Harvey and Buckley, 1997; Harvey et al., 2000), that make the manger understand the culture of the Head quarter and build a network which will enhance reduction in employee turnover in MNC subsidiaries by feeling appreciated and fulfilled to an extend on foreign exposure. It also shows an appropriate mechanism to foster international assignments for local staff and to achieve the conflicting aim of share of foreign expatriates through a localization strategy. The term inpatriation will be more productive in subsidiaries developing countries that exhibit institutional distance cultural difference. Contrarily PCNs are still to be expatriated, but mainly to countries where adjustment problems are less critical (Harvey et al., 2000). Inpatriation is also important in the transfer of tactic knowledge from the subsidiaries to the Head quarter and it a plus on the parent company manager exposing them to an international perspective. for example in the case of use of inpatriates, especially in European and US multinationals, will increase in the future (see Box 7.2). The above box illustrate the envisage population rate of inpatriate between European companies and US companies which might increase to this point in the nearest future. Managing and Strategies for Prevent Manager Turnover Maertz and Campion, (1998) explains that an organization manages to avoid turnover or not will be based on the availability of internal retention incentives and how well organization and appropriate the organisation can make it applicable to them. This classification of retention practices is due to the HR policies that result into various outcomes in terms of organisational advancement employee perceived behaviour and exhibit synergies. Delery and Doty, (1996). At this point, which deduce a typology of available HR practices that possess retention capacity. HR practices either have the capacity to control turnover on a short-term and responsive basis nature. Relational employment contract that will increase career development and job enrichment may be effective practices to keep core employees. While transactional relationships in short-term retention needs can be achieved through adequate remuneration, control and overseeing. Sebastian. R,(2008). Classification of Retention Practices Source: Sebastian Reiche 2008. The table above highlight four unique types of retention practices (see Table. 1 above), which is framed following difference between responsive versus preventive practices and practices in transactional versus relational employment relationships. Responsive retention practices in transactional employment relationships Transactional employment relationships are due to majorly time frame to respond and the scope of the retention needs are necessarily limited. It policies is in relation to pay and incentives which will help retain managers in HCN. Shaw et al., (1998). Responsive retention practices in relational employment relationships Relational employment contracts will include long term benefit for managers that are productive. For example Preventive retention practices in transactional employment relationships This is deals with managers that have been fulfilled, motivated, job satisfaction. Thus, entails assigning supervisory role to such managers and in order to retain them managing employees job expectations right from the beginning. Cappelli, (2000); Glisson and Durick, (1988). Preventive retention practices in relational employment relationships This involves equality of the highest order, treating the PCNs, HCNs or TCNs managers equally, in fairness, procedural justice and transparency. Bloom and Michel, (2002); Shaw, Delery, Jenkins, Gupta (1998) J.D. Shaw, J.E. Delery, G.D. Jenkins and N. Gupta, An organization-level analysis of voluntary and involuntary turnover, Academy of Management Journal 41 (5) (1998), pp. 511-525. Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (120)Shaw et al., (1998). Conclusion This write up briefly emphasize the main characteristics of international staffing practices of IHRM. This provides an analysis of the various staffing policies, with a focus on the effect of the one-sided effect (ethnocentric staffing) and the deficit effect on the local subsidiaries, dealt with specific influence leading to staff turnover for local managers and also considered the advantages and the disadvantages of using the staffing model. Identifying the effect of international staffing practices on local staff turnover and ways to manage such turnover in order to retain also put into consideration mechanism put in place to reduce turnover and retain subsidiary staff and the management of such turnover. However, local staff are usually the progenitor of tactic knowledge which is the key knowledge and also the linking source towards good social network which is evidence show in scholars research. Sebastian. R, (2007). Therefore, this is an opportunity develop the capability of major local employee over a long period, improve their career and making them feel identified with the company because they serve as mechanism of gaining a competitive edge. A number of subsidiaries are fruitful and Multi- National Corporations are moving in that line for further investment. However, international staffing practice may take exception and might involve different structure, process and also different countries culture. (Porter, 1990 ) At this point, will say international organisation or Multi-National Corporation can adopt the pluralistic view and still need to enforce more attention in the management of the local managers.

Tuberculosis : Control and Treatments :: Essays on TB

Abstract: Tuberculosis is a threatening infectious disease that kills two million people each year and threatens the lives of billions left only infected (Tuberculosis: How is TB). In the 17th and 18th century, this ruthless disease was nicknamed the â€Å"White Plague† in Europe because nearly 100% contracted it. This disease in its active stage attacks the lungs, kidneys, bones, joints, and even the brain. In the 1940s, the first antibiotics were used to combat against it, but misuse led to drug resistance, which is even worse. Our immune system, which produces macrophages to surround the tubercle bacilli to keep the mycobacterium tuberculosis under control, along with the help of antibiotics have been proven successful in most cases but not all. There are several treatments that have enabled success, such as tablets for common cases and chemotherapy for extensively- drug resistant ones, in addition, the DOTS strategy and the BCG vaccine have aided to control TB from spreading; treatm ents are needed in order to aid our immune system because there are factors that allow the TB bacteria to infect and cause disease. Tuberculosis is an infectious disease caused by a bacterium known as mycobacterium tuberculosis. Although our bodies are equipped to prevent it from entering and taking over our bodies, our bodies can only do so much before we become ill. Our body has lines of defenses, from the mucus in our nasal cavity to the acidity in our stomach to kill the bacteria. In addition, it walls off the microbes of tuberculosis in â€Å"tiny capsules†, but the down part is that they aren’t killed, they are just captured â€Å"until some event triggers the disease’s emergence† (Tuberculosis). This is why although â€Å"as much as 1/3 of the world’s population, two billion people, carry TB bacteria, most never develop active Tuberculosis disease† (Tuberculosis: How is TB). This leads to another point, the difference between active and inactive tuberculosis. Inactive tuberculosis refers to resulting in a positive Tuberculin (PPD) skin test, which means having TB i nfection, but not being ill or contagious, in other words, having the mycobacterium captured. The mycobacterium gets released when the infected person becomes weak, ill, and/or 1 undernourished, basically, when he/she gets a weak immune system and/or he/she is highly exposed to the mycobacterium again. It isn’t unordinary to be completely fine and then develop active TB. According to studies, â€Å"half of the people who go from having an infection to developing active TB develop it in the first 5 years after the infection† (Why is the BCG).

Animal Farm Analysis Essay Essay

The Tragedy Of Oppression â€Å"Among those who dislike oppression are many who like to oppress†. These are the words that rolled off the French General Napoleon Bonaparte’s tongue. This relates to Animal Farm because all of the farm animals do not like oppression but they have a bunch of oppressors among them. The pigs control the farm animals in every way possible and frankly they are sick and tired of it. Animal Farm by George Orwell shows that oppression is at the heart of so much sorrow in life, and that the abuse of power is at the heart of oppression. Napoleons violence and Squealers mind-control are the two forms of power and abuse that keep the poor animals oppressed. Napoleon was violent in many ways. First of all, he used his power to raise an army of dogs to become mean and violent just like him. Napoleon had the dogs under his wing; they would do whatever he told them to do. For example, Napoleon was trying to get the animals to admit to working with snowball. When and if they did admit to this he would command the dogs to kill them. This is one of many examples of how Napoleon uses his power to abuse the farm animals. Napoleon hated Snowball; they disagreed on everything so he definitely didn’t want any of his farm animals working with his enemy. That’s not all Napoleon had the dogs, or in other words his â€Å"slaves† do. Another example of violence is when Napoleon commanded the dogs to chase Snowball off of the farm. He didn’t like the idea of sharing the power with Snowball; he wanted the power all to himself! He tried to control everyone through violence and fear. As a result of this power struggle he abused not only the farm animals but also the dogs by trying to control them. Napoleon verbally, mentally and physically abused everyone in his path. Squealer is also guilty of abusing his power. Squealer’s choice of abuse is mind control. He is capable of making a bad situation seem as if it were meant to be. Like the time when the farm animals got suspicious when the pigs started sleeping in beds. Everyone on the farm knows that sleeping in bed goes against the commandment that states, â€Å"No animal shall sleep in a bed† When the animals built up the courage to ask the pigs what was going on, the pigs simply stated â€Å"A bed merely means a place to sleep in. The rule was against sheets, which are a human invention. We have removed the sheets from the farmhouse beds, and sleep between blankets. You would not have us too tired to carry out our duties? Surely none of you wishes to see Jones back?†(Orwell67). This is an  example of slippery slope because in other words Squealer is telling the animals that if the pigs aren’t allowed to sleep in beds then they will not be able to do there duties because they will not get a good night sleep and if they cant do their duties then eventually Jones will come back. Squealer does things like this all of the time. He is know n for verbally abusing the farm animals by controlling their minds. This all leads up to one thing, oppression. Oppression is caused by the abuse of power. Napoleon wanted to be in control of everything and everyone because he was a very selfish and controlling pig. His need to be this way caused severe oppression on the farm. The farm animals were all unhappy and felt like there was no way out. Anytime they confronted the pigs, they were always given some excuse or reason why things were not the way they were supposed to be. Boxer was the hardest worker on the farm, yet he got treated the most unfair. He might not have been the most intelligent of the animals but he sure was strong and worked more than any of the others. One day, Boxer collapsed while pulling stone for the windmill. The pigs said that he would be taken to a hospital. When a cart arrived to pick Boxer up the farm animals got suspicious because the cart was sent from the slaughterhouse. Squealer quickly denounced the rumor saying that the hospital had bought the cart from the slaughterhouse and never painted over the writing. The animals were relieved after hearing the â€Å"good news† until squealer announced that Boxer had died in the hospital. â€Å"I will work harder† and â€Å"Napoleon is always right†(Orwell 39). were Boxers two slogans. Boxer thought of Napoleon as a role model and all Napoleon thought of Boxer as, was one of his many workers. Boxer loved Napoleon. It is very sad that he was never appreciated or loved in return by Napoleon. At least Boxer will always be in the hearts of the farm animals because he was truly loved by them. This was a great and unnecessary loss, which caused much sorrow to the farm animals. This clearly shows that oppression can cause great sorrow. The abuse of power is the cause of great sorrow for many people all around the world. The Novella Animal Farm by George Orwell proves this in the life of the farm animals. Napoleon caused a lot of unhappiness and sorrow to the farm animals, which lead to great oppression on the farm. In order to keep h is power, Napoleon used violence to get his way. He used Squealer to play mind games on the animals to keep his power and to trick them into believing his lies. Oppression is a disheartening reality that affected the farm animals and continues to affect the lives of many people today.

Green Valley Megastore Case Study Essay

Green-Valley Megastores Green-Valley Megastores was a part of a large business group having investments in diverse businesses like pharmaceuticals, luxury hotels, textile manufacturing and exports, and food processing. The mega-stores were aimed to give the customers a truly international shopping experience—a one stop destination where entire families could enjoy a day together—watching movies, shopping, eating out and playing games in an unmatched ambience. This concept of shopping-cum-entertainment had paralleled the growth of shopping malls in India. Today, the customers who did not prefer to just watch movies at the old-fashioned movie halls had the option of going into multiplexes which offered more than one movie show at a single time, along with the option of spending time at multiple shops or restaurants at the same time within the same complex. This was designed so that the customer need not travel from place to place in search of different products – but could have it at one place. With this, the businesses tried to replicate the weekend holiday concept of the West where an entire family could spend a day out engaging itself in watching movies, shopping and eating out. To further this aim, Green-Valley Megastores had invested in multiplexes with floor space varying from 20,000 square feet to 40,000 square feet in prime locations in different cities. The shop-space was then leased out to different brands—who would sell their products within the multiplex. Thus, there was a wide variety of products in a single multiplex—ranging from dress material (which itself had different varieties of ethnic wear, western wear, leather accessories, sunglasses, fine jewelry, and saris) to shoes, electronics, toys, groceries and foodstuff, etc. In terms of product offering, these shops within Green-Valley offered a wide choice to their customers. Not only did Green-Valley offer the finest brands available in India, but it also offered a world-class ambience and service, with the widest choice. A customer could browse through the offerings to their hearts content without any pressure of buying through serene ambience in the classy glass and marble interiors designed by international architects. There was enough  space for them to rest, take a break, have refreshments while shopping and then continue again. Staff at Green-Valley While the shops within each Green-Valley Store had its own staff, Green-Valley maintained its own staff to take care of housekeeping (cleanliness of public space like lobbies, staircases etc.) manage the car park, and provide security services. The staff at Green-Valley was trained to be unobtrusive; they were supposed to be present and vigilant at all times and respond to a specific customer request only when the customer required. They were there to help one make a choice or serve quietly and efficiently. With constant in-depth training, the Green-Valley staff was required to offer service to all customers with a positive attitude, pleasant disposition, and good communication skills Organizational Structure Each store was managed by a store-in-charge who was supported by four managers. The different managers took care of security, housekeeping, services and accounts. The staff strength for security, housekeeping and services varied from store to store based on the requirements. While the housekeeping took care of the general cleanliness of the stores, services department took care of the maintenance of the lifts, electrical equipment, fire-fighting equipment etc. Both the housekeeping department and the services department relied on contractual staff instead of permanent employees. See Figure 1 for the organizational structure in the following page. Figure 1 Organizational Structure in a typical Green-Valley Megastore. Performance Appraisal for Megastores’ employees Performance appraisal for the store employees was carried out on an annual basis. Each of the employees were evaluated by their superior (refer Figure 1). The store-in-charges of different stores were evaluated by the Regional Managers. The Regional Managers were in turn appraised by the General Manager (Operations) who used to be located at headquarters. The regional managers had targets in terms of business development – getting new customers for floor space in the mega-stores. They had to achieve the targets in terms of lease rent from the stores in their regions. For the store-in-charges the nature of job was more of managing the facility for their customers. Each store had two categories of customers – the tenants and the shoppers. It was the responsibility of the store –in-charge of a Mega-store to ensure highest quality of service to both the categories. Performance Appraisal Process Only those employees who had completed a year in the organization were eligible for performance appraisal. There was no appraisal for the contractual staff or part-time employees. The appraisal process was carried out for all the eligible employees simultaneously in the February to March period. The appraisal process was initiated by a meeting conducted by the Store-in-charge where the announcement of the appraisal process was made. It was mandatory for all eligible employees to attend the meeting. During the meeting the eligible employees were informed individually about the date of his / her performance appraisal. The employees are asked to be prepared for any sort of situations or questions during the appraisal. As an important step of their career, employees took the appraisal interview seriously. Stage 1: Self appraisal This was the first step in the appraisal process at Green-Valley, where an employee has to rate himself from 1 – 6 where 1 is the lowest and 6 the  highest grade. The employee was handed over a form with following five parameters (refer Table A). The parameters were based on the important aspects of his/her responsibility in Green-Valley and had different weights. The employee had to grade himself/ herself on those parameters. Stage 2: Assessment by Appraisal Committee The appraisal interviews were carried out by an Appraisal Committee that was formed for each store. The members in that committee were the Store-in-charge and two HR managers from the headquarters. The committee would carry out interviews of the employees and based on the interviews would give their assessment of performance. On a single day nearly 4-5 employees were appraised. The committee would start the interview using the self-assessment as the basis, probing reasons why a particular employee had rated himself 6. In most cases employees used to rate themselves on the higher side—typically either 5 or 6. For each of the parameters, the appraisal committee had a set of questions which would examine the employee. For example, reliability would be probed with questions like: 1.Where were you when so and so incident took place in the store? 2.If a customer has forgotten her purchases in the lobby – how would you locate the customer to give it back to them? The appraisal committee would make its own assessment and give marks on the 1 to 6 scale. TableA: Performance Assessment Form Name: _______________________________ Store Location:________________________ Assessment Period:_____________________ S. No.Performance DimensionsWeights (in %) WSelf RatingCommittee Rating RW X R 1.Customer focus20 2.Task focus15 3.Upkeep of uniform and self 15 4.Discipline & Attendance10 5.Honesty & Integrity10 6.Communication10 7.Initiative 10 8.Reliability10 Total Raw Score: Total of WxR 100 Additional achievements by the employee: Comments by the Appraisal Committee: Signature of the committee members: Final Score: Signature of employee: The marks were used to derive the grades. The grading was done as per the scheme depicted in Table B. Table B: Grading Scheme Marks cut-offRating > 5.5Outstanding 5 – 5.5Very Good 4.5 – 5 Good 4 – 4.5Adequate