Ernest Hemingway and the African Safari :: Ernest Hemingway Essays

Hemingway’s Obsession with the African Safari In 1953, Ernest Hemingway and his wife, Mary, accompanied by photographer Earl Theisen, traveled to Kenya in what turned out to be the waning years of the grand African safari. Soon after, a wave of independence swept the continent, which had largely been under European domination since the end of the last century. And as people worldwide became increasingly aware of their environment and the threats to it, the notion of killing animals for sport began to be looked at in a different light. While the heyday of the African safari may be in the past, our society has legacies from that era that require knowledge of the safari. A key to understanding Hemingway is his obsession with the African safari. If hunting is the act of seeking, following and killing animals for food or for display, then the African safari is the act of doing all of those to big game, or large animals in Africa. African safaris usually used to take place on the eastern side of the African continent, but now can take part in any region of Africa. Most of Hemingway’s trips were taken in this region. The famous plane crash that he survived landed in Uganda, which is on the eastern coast. However, the trend has changed. The eastern countries that used to have safaris no longer have stable governments. Most safaris now take place in other parts of Africa, such as South Africa. South Africa, with the most stable government in the continent, provides a safer environment for hunters to enjoy their safari. The weather is an important factor in planning any safari. In South Africa, it rains a great deal during the winter months (their summer months), and very little during the rest of the year. Countries further up north have similar weather. The big difference comes in the difference in temperature. The temperature in South Africa is very temperate – during any safari season (which is from March to October) the lowest temperature will be around 35 degrees and the highest will be around 80 degrees. The rain hampers any attempt to have a safari the rest of the year. Clothing during an African safari is generally simple, layered and of a neutral color. Camouflage is generally not worn and wearing it in some areas is illegal.

Opeartions Humanities †War And Society Essay

‘May God bless our country and all who defend her,’ those were the last few words of Bush’s address to the US public about ‘Operation Iraqi Freedom’ on the 19th of March 2003. It might sound simple, but whatever was said before this made a difference to the lives of the Iraqis, Americans and the world. What were Bush’s intentions? Was it that simple, or was there a deeper meaning why he attacked Iraq? Firstly, President George Bush said.’ My fellow citizens, at this hour, American and coalition forces are in the early stages of military operations to disarm Iraq, to free its people †¦.’ It might be an honourable thought saving the world from the ‘powerful’ Iraq and helping the Iraqis. His purpose was for Iraq’s Self- Interest. He wanted to make sure there were no weapons powerful enough to endanger the world, he wanted to improve the well-being of the country and let the people get free from dictatorship. He wanted to defend the world. It was a noble thing to do for the world, but was it only for Iraq’s Self-interest? Could he have hidden agenda? As the United States and Iraq were involved in the 1991 Gulf War, their relationships were sour. By sending troops over to ‘free’ its people might actually mean to literally invade Iraq for revenge from the view point of some Iraqis. President Bush believed that the Iraqis to be free as they were restricted by their leader here. So if President Bush had achieved the support of the people, Iraq would not look like a country at all without support. In the other light, some of the Iraqis were indeed happy under Saddam Hussein, if President Bush sent troops there to tear the country up and turn it upside down, it would not help in any way at all except causing chaos. President Bush also said, ‘And you know that our forces will be coming home as soon as their work is done.’ President Bush should have withdrawn his troops after invading Iraq and found Saddam Hussein. The rest of the job should be left to the new government of Iraq. He could have supported the new government by providing arms, money food and not US troops after the change of leader. By doing this, he would be indirectly allowing the new Iraqi government to be independent and this would help them to mature and thus helping Iraq. I believed that Iraq’s self-interest did not serve as argument for the invasion of Iraq. It appeared to me that instead of freeing the people, it turned out to be creating more trouble for the country and people. Secondly, ‘Defend the world from grave danger,’ Bush stated. President Bush started the invasion as an act of self-defense. In the past few years, we had seen multiples terrorist attacks and the most major one being the destruction of the Twin Towers. After conformation, it was proven that the Al Qaeda (a terrorist group believed to be responsible for the bombing) was supported by Iraq, and also there were rumours that the Iraqis had Weapons of Mass Destruction in their control. President Bush wanted to find and eliminate the weapons of mass destruction and terrorists. Yes, I agreed that President Bush did not have many choices to choose from. In order to reduce the chances of another attack by the terrorists, and maybe the usage of the legendary Weapons of Mass Destruction, he had to send troops to attack Iraq for self-defense. Yes, I believed that we had to eliminate the two subjects, but was it possible? After losing the Gulf War in 1991, the Iraqis were hit severely and thus might not have the necessary equipments and facilities to build weapons of mass destruction. Also, conformations of the weapons should be clear before launching a search of it. The conformation should not be dependable on just what people thought or said. It should at least be seen. Who knows that maybe the weapon of mass destruction might be the Boeing planes that were used to destroy the twin towers, so President Bush should eliminate all the planes instead. Terrorists did not originate from Iraq, they could be found in many parts of the world, so why did President Bush want to eliminate the terrorists in Iraq only? It did not mean that by eliminating all the terrorists in Iraq would bring more peace to the world. Other terror groups might react violently and there might be more destruction. Instead, the US could have increase security and that would act as a psychological and physical barrier against terrorists from attacking the heavily secured areas. This would this deter the terrorists away and less harm would be done to both sides. ‘Prevention is better than cure,’ the US should be prepared at all times in terms of security and not give any chance to the terrorists. President Bush’s argument about self-defense was valid to a certain extend, but I believed that his methods used could be changed and a war might not be necessary. Internal security should be at a high level before considering attacking Iraq. Thirdly, ‘And helping Iraqis achieve a united, stable and free country will require our sustained commitment,’ commended President Bush. President Bush wanted to end the Saddam Hussein government and help Iraq become a democratic, self-rule nation. President Bush was using the argument of moral justice. He sent the US troops there to eliminate the leader and wanted to stop extreme tyranny, oppression and sufferings by war, as nothing else might work. President Bush wanted to save the innocent and was using the interest of altruism. War might be needed here but according to the actions of the US troops, the argument did not seem to stand. As altruism emphasizes the value of defending the innocent, the US troops were not doing so. It was part of war ethics not to harm or kill prisoners of war. From sources on the internet, US troops who were stationed at Abu Ghraib ( a prison where POWs are held), treated the prisoners of war in a very unrespectable manner. And tortured to a certain extend. So, did this mean ‘protecting the innocent prisoners of war?’ I know it was quite impossible for President Bush to look at this in a micro manner, but he could have at least educated the soldiers that torturing prisoners of war is a crime. Also, he wanted to help Iraq to become a democratic, self-rule nation, I believed he did not have the right to interfere and thus starting the invasion. The kind of ideology a country believes in should not be depended by other countries. A country should have the right to rule itself and ultimately benefit its people. Going back to the 20th century, we could clearly see how did the US tried to promote democracy and eliminate communism. US even went on to participate in wars that did not affect it as the US wanted democracy to be the worldwide ideology. The US might be fighting the war for a main reason, to promote democracy, and not free the people. President Bush did not free the people but instead tried to lock one ideology in the Iraqi minds. Does that mean ‘freeing the people?’ In addition, the war might be fought to prevent a new ideology from surfacing. Some people believed that a new ideology related to Islam might surface and thus threatening the survival of democracy which originated from United States. Islam is the most widely spread religion in the world. So it would not be difficult to influence the people into believing that there would be a new and better ideology. President Bush might be afraid of the growth of Islam and thus tried to use the argument of moral justice as a puppet. President Bush’s argument looked valid at first, but after reviewing what the US troops did, we could see the soldiers did not seem to bother about the war crimes even though President Bush wanted to free the people. Also, he should let the world have their choice of ideology, democracy or something else? Finally, ‘Millions of Americans are praying with you for the safety of your loved ones †¦.,’said President Bush. From this particular sentence, we could see that the Americans are concerned over the safety of the loved ones (US troops). President Bush wanted to ‘defend the world from grave danger’, and that meant that he loved the world or else he would not have such a thought. According to the argument of individuation and expression of love, the only way to show love is to be willing to die for what you love. If President Bush loved the world, he should been in Iraq, fighting the war as he would be willing to die for the world. In addition, if you love someone, you would not want the person to be hurt. By sending so many US troops into Iraq might cause them their lives. So does President Bush love these troops? Also in his speech he said, ‘†¦, with our Army, Air Force, Navy, Coast Guard and Marines, so that we do not have to meet it later with armies of fire fighters and police and doctors†¦Ã¢â‚¬â„¢ From this, we could see that he actually wanted to prevent the civil defense to act but instead the military to do the job. This might mean that he actually loved the civil defense more as he did not want to ‘trouble’ them and thus sending the not-so-loved military over to the danger zones. President Bush’s argument might not be valid here. As we could see that not everyone was treated equally and this might bring harm or even death to a small group that sacrificed their lives. In conclusion, the arguments that President Bush gave in regards to the Operation Iraqi Freedom were invalid most of the time. Some of the arguments looked as if they were to cover up something else. In addition, the speech he made and the actions carried out were not the same most of the time and ‘actions speak louder than words’. Until now, we still did not know why did he attack Iraqi, but we knew he could have made other better choices instead of going for war. http://www.newyorker.com/fact/content/?040510fa_fact (article on prison) http://www.whitehouse.gov/news/releases/2003/03/print/20030319-17.html (speech)

The Significance Of Mao Zedong s Leadership Essay

Report of the significance of Mao Zedong’s leadership Part 1: Introduction Overview Over the course of Mao’s leadership from 1949 until his death in 1976 we can see the significance of his leadership and what made him a good and bad leader. Mao had made some very good decisions to help certain groups but also made some very bad decisions that paid the price, in some cases killing millions. Due to the social and economic changes that then followed by a significant increase in the population and weak leadership that led to rebellions from 1911 that saw the end of 3500years of rule by the Chinese imperial dynasties. The social and economic chaos then led to the formation of two political parties. The CCP, led by Mao Zedong and the GMD led by Chiang Kai Shek. Mao and his party defeated the GMD in 1949 bringing Mao into power. Mao’s main goal was to turn China into a pure communist country. Over the course of Mao’s leadership he did this by making significant social, economic and political changes to the Chinese way of life. However due to his poor l eadership and the faults that he made it caused people to oppose him and get in the way of his goal. That is why in 1966 Mao decided to assert his beliefs through a series of decisions, which came to be known as the Cultural Revolution. The Cultural Revolution was a hard time for many people throughout China as Mao enforced many things upon them to achieve his aim of removing capitalism. Mao used the youth of China to be thatShow MoreRelatedThe Current State of the CHinese Economic System759 Words   |  3 PagesShanghai as progressive, oppressive, and modern; yet, its growth has been rooted in older communist practices, given to much economic success and an uncertain future (â€Å"City of Dreams†). 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The Slavery Of The Black Race - 1508 Words

Tocqueville anticipated the future these three races. For the Native Americans, Tocqueville anticipated that they were bound to vanish. With a specific end goal to survive, they should be acculturated or begun a fight were one of the two races could vanish. What s more, Tocqueville anticipated that they will be secluded by the whites. For the Negros, he anticipated the racial blend will extend Negros race everywhere throughout the country. Additionally, they will be more acknowledgeable of their rights and battles will occur between those two races. Moreover, the bondage will be passed from one era to the next residual disgrace and disrespect to the Black race and hate to the white. At long last, Tocqueville proposed that intermix of†¦show more content†¦It makes one wonder as to which sex has God on their side. In the Declaration of Sentiments, a few regularly acknowledged standards are tested from a sex point of view. The difficulties the familiar way of thinking that men are superior to ladies. Emphasize that men and ladies were equivalent as of now. Right now, the familiar way of thinking was that men were better than ladies. Changing the custom took some time since it requires investment to change the ideas that individuals hold truly. Men and ladies are dealt with as equivalent creatures. This was advance as to the treatment of sexual orientation since many individuals held that ladies were the weaker sex. In Abraham Lincoln s (1858) banter with Stephen Douglas, he returns to the issue of subjection. Douglas put stock in holding servitude while Lincoln was for its cancellation. Douglas tries to paint the abolitionists like Lincoln as trusting that blacks were equivalent to white men. This was an emotive issue at the time since the Caucasians had a place, that had been associated to trust that they were the prevalent race. In this manner, any individual who recommended that the Caucasians were equivalent to the dark race was treated with doubt. Gi ven this was a political crusade for the Illinois political seat, it was vital that any applicant get the support of most of the general population. The lionShow MoreRelatedSlavery And The Black Race1526 Words   |  7 PagesSlavery and the black race in America cannot be separated since slavery is a big part of the history of African Americans from the 18th century to early 20th century. There are many issues to consider about slavery and the lives of the slaves at the period. One of those issues is the role played by women slaves in the societies of the time. Deborah White writes about how women slaves had a different life compared to the other white women and compared to the male slaves. However, it is the statementRead MoreThe Civil War Of The United States1270 Words   |  6 Pagesbecome divided down the middle over slavery, a mainstay that helped the economic growth of this country? As the northern states population grew and expanded westward their anti-slavery beliefs bega n to spread faster than the pro-slavery beliefs of the southern plantation owners. This influx of an anti-slavery population began to use the senate as a platform to question the use of slavery, causing the southern elitists to strengthen their defenses in support of slavery. Many southerners feared theirRead MoreThe Science Behind Race1185 Words   |  5 PagesComplicity: The Science Behind Race â€Å"And thus in the Land of the Color-line I saw, as it fell across my baby, the shadow of the Veil. Within the Veil was he born, said I; and there within shall he live, - a Negro and a Negro’s son. Holding in that little head- ah, bitterly! - the unbowed pride of a hunted race, clinging with that tiny dimpled hand – ah, wearily!- to a hope not hopeless but unhopeful, and seeing with those bright wondering eyes that peer into my soul a land whose freedom is toRead MoreSlavery in America941 Words   |  4 PagesSlavery in America Does anyone know who really started slavery? Slavery first took place in North America, 1619 at a British colony of Jamestown Virginia† (Boles, John). This caused slavery to spread throughout the American colonies. Slavery had a huge impact on America and still does till this day. Slavery was nothing new when it came to America. It’s been going on since before the 1400’s.†Slavery had existed in Europe from classical times and did not disappear with the collapse of the Roman Empire†Read MoreEssay1003 Words   |  5 PagesEssay #3 Throughout history many races and cultures have been discriminated against for various reasons and there have been many different methods used to discriminate against them. To focus on one race in particular the African American race was discriminated for a long period and was discriminated in various ways throughout this time. The longest and most prominent method used was slavery, then after slavery ended segregation was another method, and lastly African Americans not being treatedRead MoreDemocracy in America by Alexis de Tocqueville1300 Words   |  6 PagesConsideration of Democracy, Blacks, and Slavery Tocqueville, in Democracy in America, dwells on the strengths and weaknesses of American democracy. When discussing race relations, he recognizes that the presence of the black race in America and the occupation of blacks in slavery could threaten the continuation of the United States as a Union and a republic. As a Union, the United States could be torn apart by the disparities between the North and the South and tensions between blacks and whites. As a republicRead MoreMiranda Fleming. Word Count: 1,674. 3/16/17. Defending1674 Words   |  7 PagesMiranda Fleming Word Count: 1,674 3/16/17 Defending Slavery: Religion and Race The history of slavery in the United States divided people by the color of their skin. During the 16th thru 18th century, people of African ethnicity were automatically considered slaves. This not only created a parceling between races but also the demarcation of the northern and southern states of the America. The northern states had asseverated their opposition of slavery while the southern states upheld their concordanceRead MoreRace And Slavery During The 18th And Early 19th Century1522 Words   |  7 Pages RACE AND SLAVERY Timothy Smeja History 103 Professor Ricciardi 3/20/2017â€Æ' During the 18th and early 19th century, race and slavery were contested subjects in the U.S. The definition of race during this era was not static, and one can find it in the essays written by such individuals as Thomas Jefferson, Samuel Cartwright, and Benjamin Rush. People supporting slavery used race as their main argument by highlighting the differences between Whites and Blacks. Works of Jefferson, CartwrightRead MoreAbraham Lincoln And Stephen Douglas1674 Words   |  7 Pagesspeeches with the topic of race, then Lincoln would have to defend himself. 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Cry, the Beloved Country - 1064 Words

Essay Question #2 It has been said that the land is itself another character in Patons novel, Cry, the Beloved Country. What role does the landscape play in the novel? What does the valley surrounding Ndotsheni represent? Keep it, guard it, care for it, for it keeps men, guards men, cares for men. Destroy it and man is destroyed (Paton 33). In Cry, the Beloved Country, this bold statement reflects both the beauty of the land of South Africa and the peace and harmony of men. Both of their relations are solely dependent on the care that they receive and as of now, these relations are strained. Although Alan Paton never directly declares the importance of the land, the repetition of, There is a lovely road that runs from Ixopo into†¦show more content†¦Rather than boycotting the buses out of a slight degree of narrow-mindedness or by force, more benign actions should be taken to bring the blacks and the white closer together, not farther apart. Efforts to improve the natives social standing are still made; the white taxi driver took Msimangu and Kumalo to Alexandra, even though it was inconvenient for him, had a compassion for what was being done and perhaps even sympathy. These are small, but s teady steps to bring a mutual friendship and compassion to and for both peoples. To illustrate the differences of Ndotsheni and Johannesburg, elaborate details and distinctive tones of voice are used. In the country, Â…hills are grass-covered and rolling, and they are lovely beyond any singing of it (Paton 33). However, in the city, Â…noise is immense. Cars and buses one behind the other, more than he has ever imagined (Paton 47). The contrasting features of the country and of the city depict the very different lifestyles that the people experience. In the country, the people lead a more simple life, farming everyday and living with almost no crime. However, the people in the city are more corrupted and everywhere there is crime and illegal activity. The purpose of the portrayal of such opposite ways of life is to show how one person cannot always adapt to another kind of living. For instance, the young, unnamed girl who Absalom, KumalosShow MoreRelatedCry, the Beloved Country by Alan Paton838 Words   |  3 Pagesthis problem in Cry, the Beloved Country. Throughout the story, Paton adds specific personalities to his characters to contribute to change. Characters in Cry, the Beloved Country went through hardships that changed them to realize reality and its outcomes. Paton accordingly creates a picture throughout his story to explain the problems in South Africa. There are many contributing factors of Paton’s idea to identify as being important for change to occur in Cry, the Beloved Country. In Paton’s bookRead MoreEssay on Racism Exposed in Cry, the Beloved Country1121 Words   |  5 PagesRacism Exposed in Cry, the Beloved Country      Ã‚  Ã‚   The purpose of Cry, the Beloved Country, is to awaken the population of South Africa to the racism that is slowly disintegrating the society and its people.   Alan Paton designs his work to express his views on the injustices and racial hatred that plague South Africa, in an attempt to bring about change and understanding. The characters that he incorporates within his story, help to establish a sense of the conditionsRead More Cry the Beloved Country Movie versus Film Essay1055 Words   |  5 Pages Cry, the Beloved Country is a moving story of the Zulu pastor Stephen Kumalo and his son Absalom. They live in an Africa torn apart by racial tensions and hate. It is based on a work of love and hope, courage, and endurance, and deals with the dignity of man. The author lived and died (1992) in South Africa and was one of the greatest writers of that country. His other works include Too Late the Phalarope, Ah, but Your Land Is Beautiful, and Tales from a Troubled Land. The book was madeRead MoreFamilies Breaking Apart in Alan Patons Cry: The Beloved Country 754 Words   |  3 PagesIn Cry, the Beloved Country, Alan Paton shows us how two families are breaking apart. The natives are suffering but they are not the only one who are suffering. A white person’s family is also falling apart. Stephen Kumalo is a native from Ndotsheni and he has trouble with his family from the start. John Jarvis is a white person and he is also experiencing trouble with his family. Stephen Kumalo’s family is in a bad condition. His sister, Gertrude, and his son, Absalom, left Ndotsheni a long timeRead MoreTurmoil in South Africa in Cry the Beloved Country by Alan Paton626 Words   |  2 PagesAgitation and turmoil of whites and blacks filled South Africa. A major theme that Alan Paton develops throughout the novel, Cry, the Beloved Country is the importance of acting with kindness. The author promotes the idea that kindness is a part of the solution to the problems in South Africa. Being able to be kind helps people understand one another which can help bring reform and hope to the small community of Ndotcheni. Alan Paton through the novel teaches the idea of love thy brother as yourselfRead MoreCry, The Beloved Country994 Words   |  4 PagesJohn Harrison in Cry, The Beloved Country While a subsidiary character in Alan Paton s Cry, The Beloved Country , John Harrison offers a glimpse into the attitude of the younger generation toward the black population in South Africa, one that seeks change but isn t always willing to exert the necessary effort. Who is John Harrison? People enter our lives all the time. Some become close friends. Others are here one day and gone the next. There are some with whom we rarely speak, but when weRead MoreCry, The Beloved Country1710 Words   |  7 Pages Alan Paton’s Cry, the Beloved Country takes place during the late 1940’s in Southern Africa. Specifically, in High Place, Ndotsheni, and Johannesburg. It takes place during a time of social change. There is racial inequality taking place during the late 1940’s. The novel shows what it was like to be living during this time. Cry, the Beloved Country has an urban and crowded feeling for most of the novel. This novel is written in past-tense, third-person omniscient point of view. Occasionally, theRead MoreCry, The Beloved Country1145 Words   |  5 PagesCry, the Beloved Country as a Quest Novel Human nature compels everyone to quest after things they have lost. In Alan Paton’s Cry, the Beloved Country Stephen Kumalo goes out in search of his family when his tribe is being torn apart by family members leaving and never coming back. He leaves Ndotsheni in search for his sister and his son, prompted by a letter from Reverend Msimangu in Johannesburg. Upon arrival in the great city, Kumalo meets Msimangu who leads him to to Gertrude. Kumalo reconcilesRead MoreCry, The Beloved Country953 Words   |  4 Pageschanges when a horrific event happens. Take September 11, 2001, for example. America was forever changed on that sunny, fall day. It was only after the fact that America started to implement actions against its enemies. In Alan Paton’s story Cry, The Beloved Country, there are people who are changed after a terrible event happens. James Jarvis, a white farmer living in South Africa, goes through a transformation in his life after his son is killed by a black man. After his son is killed, instead of beingRead MoreCry, the Beloved Country640 Words   |  3 PagesChange is often thought of as horrible things occurring that ruins one’s life, but change can also bring one’s life to a new start. In the book, Cry the Beloved Country, the author, Alan Paton, examines changes that can be challenging, but he refers to these problems as a necessity for progress. Paton identifies the experiences that occur in the characters of Stephen Kumalo, Absalom (Stephen Kumalo’s son), and James Jarvis and how it hinders a change in these people. Paton distinguishes these changes

A View of Strategic Hrm in a New Zealand Corporate Free Essays

| Strategic HRM It’s More Than Just a Policy| A view of Strategic HRM in a New Zealand Corporate| | Glenn Duncan – 0705186| 11/8/2011| | *NB: Something, Something Else, Something Else 2, Outside, Thingy, Doublecheck and Hirethem are all pseudonyms. Executive Summary: In this paper I aim to highlight the importance of ensuring that all aspects of the Strategic HRM policy of an organisation are functioning. This will enable the organisation to gain the maximum benefit from its investment in HRM and the resulting motivated and engaged employees. We will write a custom essay sample on A View of Strategic Hrm in a New Zealand Corporate or any similar topic only for you Order Now Job satisfaction is related to goal efficacy, management support, performance appraisal review, rewards, organisatioanl facilitation and clarity of goals; (Lee C, 1991). To be effective in any Strategic HRM policy an organisation not only has to â€Å"Talk the Talk’ they have to ensure they â€Å"Walk the Walk† right down to the perceived lowest levels of the corporate ladder. The corporate I was employed at generally had a very good Strategic HRM system; unfortunately there were issues with its execution in some parts of the business. I will highlight three areas in my experience as a line manager where the division I was in was less than adequate at â€Å"Walking the Walk†, and the effect I felt this had on my team’s performance in the key areas of goal setting, performance management and personal development. Poor planning, ineffective goal setting, a dysfunctional reporting system and lack of cohesion in line management and HR and impersonal development are major roadblocks to the success in achieving the HRM goals of an organisation. My findings were that to ensure a HRM plan is effective an organisation has to ensure that it has sufficient suitably skilled and resourced HR experts and line managers, Specific, Measurable, Attainable, Realistic and timely (SMART) goals, supported by a reporting system that is both robust and accurate. Just having a Strategic HRM policy in place doesn’t give you the strategic advantage an organisation needs to compete in today’s markets, ensuring that it is effective from the boardroom down to the lowest rung on the corporate ladder does. Introduction: Something * is a fully owned subsidiary of the Something Else* under Something Else 2*, the consumer brands arm of the corporate, based in Melbourne Australia. Something* is a strong market leader and operates in the competitive Thingy* market in New Zealand. The department within Something* this paper will focus on is the Field Sales Team in the Outside *department. The Other* department markets nothing products to any retail or foodservice outlet that is not a supermarket. Other* channel contributes 20% of the volume, but over 50% of the gross margin. Something Else* as a corporate organisation operates what would be considered a world leading Strategic Human Resource Management policies and practices. This is evidenced by the inclusion of a board sub- committee whom assist the Board in fulfilling its corporate governance responsibilities in relation to the recruitment, retention, remuneration policies and to promote a safe and healthy working environment. Something Else* overall corporate strategy is developed by the Executive Committee, an eight member team from various disciplines lead by the CEO. The executive committee includes the Group Director Human Resources whose role includes responsibility for Something else*16,800 (Full Time Equivalent) staff worldwide with a focus on recruitment, reward strategy, capability management, organisational development, health and safety, training and employee relations. Fonterra seeks feedback from its employees through regular engagement surveys and forming various committees to ensure employee considerations are taken into account on numerous different levels. Something Else* factory workers in generally under collective agreements. Something Else’s* salaried staff are on individual employment contracts, and are performance managed using an HR framework known as Doublecheck*. This framework drives performance, development, succession, talent management and recruitment processes. It incorporates Something Else’s* performance objectives and values and links through to remuneration. The outcomes of Doublecheck*are designed to create opportunities for Something Else’s* people to develop both as individuals and in their careers. Something Else* outsources some of its HR functions including recruitment of salaried staff to organisations such as Hirethem*. The performance management quarterly reviews are focused on Key Performance Indicators (goals) and a range of competencies based on the organisations values: * Co-operative Spirit * Do What’s Right * Challenge Boundaries * Make it happen Something *employs the same HR format as its parent company. The GM of Human Resources is a valued member of the Senior Leadership Team which takes input from Something Else* corporate and various departments to decide the both the financial and strategic goals of the company. The HR team consists of a General Manger, HR Manager, and two HR Advisors. Payroll and Recruitment search are outsourced. Something*uses Something Elses’s* Doublecheck framework to performance manage and develop its salaried employees. Figure 1 – Reporting Structure – something* Ltd – Outside – Field Sales TeamFigure 2 – Something* Ltd – Strategic HRM System Whilst the intentions of the Something* HRM system are robust, the execution of some key elements of the HRM process are dysfunctional and fail to add value to the process. I will focus on three important factors of the HRM process: * Goal setting (KPI’s – Key Performance Indicators) * Performance Management (KPI progress at quarterly reviews) * Employee Personal Development I will present my argument using the HRM Performance casual chain, Source: Adapted from Purcell, J Hutchinson S (2007). ‘Frontline managers as agents in the HRM Performance casual chain: theory, analysis and evidence† Human Resource Management Journal 17(1), p. 7. Which I feel shows the consequences of failing to execute HRM strategy logically. Figure 3 – HRM Performance Casual Chain: Source: Adapted from Purcell, J Hutchinson S (2007). ‘Frontline managers as agents in the HRM Performance casual chain: theory, analysis and evidence† Human Resource Management Journal 17(1), p. 7. Goal Setting: Key Performance Indicators (KPI’s) At Something* Key Performance Indicators are set by senior managers using financial data and strategic initiatives from the annual business plan, passed down through the line managers for their respective department. These Key performance indicators will usually include core goals such sales volume / value, speed to market of new product launches, customer count. HR Practice Theory; Something* through the Doublecheck* framework was to set five to six SMART KPI’s and measure an employee’s participation in company activities against a set of competencies based on the Something Else* values. Progress against these were to be reviewed and feedback given / received at quarterly intervals. HR Practice Reality; Frequently the planning of the company was not complete in time for the start of the financial year, company goals were often to be achieved in a 10 month period rather than a 12 month period. This delay also had impact on other areas of planning which leads to a further delay in arrival of the tools the team required to achieve their goals. Goals were also derived from corporate strategy and had little relation to do with the Outside* market. Often in Fast Moving Consumer Goods (FMCG) companies the majority of the strategic focus goes on sales through the high volume supermarket (Key Account) or the Foodservice channel, there often was a lack of in depth understanding of any other channel. Whilst a good deal of this was outside of the overall HRM control, it greatly affected the results the team could achieve against their KPI’s and hence morale and the reputation of senior management. Employee Perception; Employees feel a disconnect from the setting of goals and become increasingly frustrated when poor management decisions and failing to meet timeframes impacts on their ability to meet KPI’s. At reviews employees often questioned the leadership team’s knowledge of the â€Å"out of Home† market the team operated in. â€Å"Knowing you are being judged on your performance but having to either chase unrealistic goals or mark time and wait can be sole destroying† Something*employee. Employee Motivation / Organisation Performance; Employees do their best to strive for goals however a sense of confusion over priorities and clarity results in a lack of motivation, end result is very rarely do KPI’s get achieved, performance reviews are filled with reasons why targets were not met (covering the backside). Performance Management: The Doublecheck* framework for a quarterly review consisted of an employee self-assessment of performance against KPI’s and competencies; this was sent to the line manager prior to the planned appointment. The line manager would compare the employees perceived performance figures against company top line figures. During the meeting the performance against KPI’s and competencies of the employee would be discussed and encouragement given or plans put in place to improve performance. HR Practice Theory; It is the intention of the company to provide accurate data around the employee’s performance relative to the actual market performance. This would lead to a positive conversation about achieving KPI’s and how to ensure this continues or alternatively a conversation about how to lift the employee’s performance to make up any short falls and obtain the goals set for the year. HR Practice Reality; Due to internal database issues quite often only top line data could be used, drilling down into data resulted in more questions than answers. The combination of inaccurate data and lack of clarity in the KPI’s resulted in a great deal of time spent at performance reviews comparing and or justifying data between what the company believed to be accurate and what the employee believed to be accurate. This caused unnecessary angst between both parties. . Employee Perception; Employees felt there was a double standard in the outputs of the company; employees were expected to strive for excellence in their output, as measured in the competencies, whereas the company was permitted to produce less than satisfactory reporting. Employees considered this to go against Fonterra’s value of â€Å"Make it Happen† which focuses on a climate for success, exceptional results, stepping up, take accountability, plan thoroughly, perseverance and celebrate success. The team expressed that they felt let down by the company in the pursuit of their personal and company’s goals. Employee Motivation / Organisation Performance; For the majority performance reviews become conversations over missed opportunities, time delays and excuses. Quite often segments are cut and paste from previous reviews. The process fails to motivate even the high performers. Employee Personal Development: Central to Something Else* HRM strategy is a desire is to attract, retain and develop people of the highest caliber, by believing that learning is an integral part of each employee’s role, learning and development especially when done on the job, dealing with real issues and challenges. It is stated that identification and accelerated development of key talent is critical to Something Elses*success. HR Policy Theory; The Doublecheck*system has a segment where an employee discusses their career aspirations with the line manager with input from HR and agree a realistic career goal. Line managers then work with the employee and the HR team to map out a pathway of development allowing the employee to reach these goals over time. This pathway was to include training, coaching and mentoring. HR practice Reality; Something*under direction from Something Esle2* purchased a generic set of sales courses intended over time to develop a high performance sales team. Unfortunately this generic course was very â€Å"key Account â€Å"focused and again had little relation to the Outside* market. This action took out of play the HR department’s allocated budget intended for personal development towards career goals for each team member. Employee Perception; Members of the team generally felt that they were being disadvantaged by being sent of generic courses they felt did not improve their skill base, knowledge or chance of advancement in Fonterra as a whole. They felt they were being treated as a herd instead of individuals. Training was catering for the lowest common denominator and did not challenge the high performers. Employee Motivation / Organisation Performance; If employees, especially the high performers (who can be high maintenance due to their driven nature), perceive they are not being rewarded by development / progression they ask why should my performance be better than another employee if there is nothing in it for me. Overall result is a decline in motivation across the board. The Role of the Line Managers: Line Managers are tasked with the role of executing a great deal of the HRM policies for Something*, yet generally speaking, the amount of training given to line managers on the intricacies of HRM is minimal. Employees are greatly influenced by the HRM practices they experience of line managers, these can be both positive and negative, a good manager can make poor HR policies work whereas good HR practices can be negated by poor line manager people management or leadership skills. (Hutchinson, 2007) The relationship between employees and Line Management is important in in? encing the employees’ views of the support received or available from the organisation as a whole, both at the functional transactional level and in the corporate climate, this often determines the attitude towards organisational commitment and outlook towards the job. (Hutchinson, 2007) Conclusion: It is considered that SomethingElses* overall HR strategy is very robust and the corporate intention is to run a world class Strategic HRM system. At Something* I believe that the overall strategy is not achieving its goals. This was generally caused by a lack of cohesion between various departments which in turn lead to delays in the planning processes. The delays in the planning process ultimately affected the ability of all employees to meet their KPI’s causing stress and friction between competing employees. At times, it appeared that some senior managers were primarily focused on obtaining their own KPI’s, often to the detriment of the overall company goals. At Something* the HR personnel ratio to employees of approximately 100/1 (excluding the GM HR who was generally focused on strategy) caused issues. HR team members were not able to spend sufficient time with the line managers in discussions / planning around employees. When time was spent with the HR team it was generally pressured and not of great quality. There was also a lack of a cohesive approach by HR and line managers to the review and performance management process, each Line Manager generally went about the process the best way they knew how, hoping they were following the correct procedure and delivering the same message. It is argued that perhaps line managers should not be heavily involved in the HRM process as studies have shown in the undertaking of performance appraisals, management implementation was usually irregular within organisations and that the actual practice was also subject to significant variations of quality (McGovern P) and to further evidence to this argument were the findings: also to be taken into account is the short-term nature of managerial activity which leads to a tendency to put a greater priority on the achievement of the budget numbers, rather than the achievement of objectives through the team. McGovern P). My argument is who better than to review an employee’s performance than the Line Manager who on a daily basis has to work closely with the employee, a HR person jumping in from time to time unaware of the daily challenges would not gain the same insight as a Line Manager does. When discussing the issues around requiring accurate data for reporting on KPIâ€℠¢s and the angst this would cause with HR, a Line Manager would get the distinct impression that the HR advisor did not completely understand the numbers or jargon being used. (Brown, 2001) writes: Ann Boswall, vice-president of human resources and one of six members of top management team at Imperial Tobacco in Montreal, adds, â€Å"It is absolutely essential for HR to do a better job of learning about the business outside of their own department†. With regards to personal development, sending experienced sales teams on generic courses is a tick box exercise; according to the verbal feedback I received, if a post course survey was carried out the over whelming response would have been that no real learning experience has taken place. (T Short, 2010) writes: The failure to evaluate learning events and show positive business results was clearly linked to an undervaluing of training and development investment among senior managers. Recommendations: Ensure the corporate planning process has sufficient time allowed to achieve its goal of presenting a business plan that is able to be executed for the full twelve months of the financial year. This would take a great deal of pressure off the business as a whole. Setting SMART goals that give clarity of direction to the wider team and are specific to each departments channel not generic companywide goals. Even in a company with a goal-setting procedure that had been in use for over ten years, content-related problems with goals (such as lacking goal clarity or conflicting goals) were key predictors of goal commitment and job satisfaction. (Bipp, 2011) The HR department has to be resourced such to permit the Strategic HRM plan to be implemented from the top down. Not having the resources to penetrate and spend time where it counts most left the HR team performing mainly transactional duties such as recruitment and disciplinary activities. Green, 2002) writes: For over a decade, HR leaders have been striving to become business partners. They want to have a strategic impact on their organizations; however, many are struggling to make this transition. The primary reason for lack of progress in this endeavor is that HR analysts, the staff who carry out this mission, are still trained and reinforced in the traditional, transactional mindset. In order for the entire HR department to be consi dered strategic in nature, the HR analyst must learn critical consultative skills. p. 111) To counter this a 2004 Cranet survey indicated that people responsible for HRM activities have a growing proportion of members educated in business related studies, 43% in New Zealand from a business studies background. (E Rasmussen, 2010). Training of both the HR team to understand requirements of each department they deal with and equally training Line Managers in people management skills would help with alignment of HR Personnel and line managers in their duties within the HRM framework. This activity would go a long way to improving the overall performance of the HRM framework and the job satisfaction of employees within Something*. (Hutchinson, 2007) writes: It is often observed that there is a gap between what is formally required in HR policy and what is actually delivered by FLMs. The way FLMs undertake their HR duties of selecting, appraising, developing, communicating, involving, etc. , is inextricably linked to a wider set of what are increasingly called leadership behaviours, which aim to in? ence employee attitudes and behaviour and give direction. These two aspects of FLMs’ roles can be brought together in the term ‘people management. Implementing the above as a bare minimum would greatly improve the overall performance and moral of the Outside* sales team at Something*. Literature Sources: 1) http://www. SomethingElse*. com 2) http://www. something*. co. nz 3) http://scholar. google. co. nz. ezproxy. aut. ac. nz/ 4) http://search. proquest. c om. ezproxy. aut. ac. nz 5) http://web. ebscohost. om. ezproxy. aut. ac. nz References: Bipp, T. (2011). Goal-Setting in practice. Personell review, 40(3), 318. Brown, D. (2001). HR’s role in business strategy: still a lot of work to be done. Canadian HR Reporter, 14 (9), 20. E Rasmussen, T. A. , N Hawort. (2010). Has the Strategic Role and Professional Status of Human Resource Management peaked in New Zealand. Journal of industrial relations, 52, 103 -118. Green, M. E. (2002). Internal human resources consulting: Why doesn’t your staff get it? Public Personnel Management, 31(1), 111-119. Hutchinson, P. a. ( 2007). Front-line managers as agents in the HRM performance causal chain: . Human Resource Management Journa, 17(1), 3-20. Lee C, B. P. , Earley C, Lock E A. (1991). An Empirical Analysis of a Goal Setting Questionnaire. Journal of Organizational Behavior, Vol. 12( No. 6), pp. 467-482. McGovern P, H. -H. V. , Stiles P. Human resources management on the line? Human Resource Management Journal, 7(4). T Short, R. H. (2010). Challenges in aligning workplace learning with business goal. Australian Journal of Adult Learning, 50(2), 381. 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