Electrophoresis Separation of Proteins Cytochrome C Myoglobin Hemoglobin and Serum Albumin by Using Isoelectric Focusing System IEF essays

Electrophoresis Separation of Proteins Cytochrome C Myoglobin Hemoglobin and Serum Albumin by Using Isoelectric Focusing System IEF articles Electrophoresis Separation of Proteins Cytochrome C, Myoglobin, Hemoglobin, and Serum Albumin by Using Isoelectric Focusing System (IEF) Proteins are made out of amino acids. Every single amino corrosive are amphoteric particles comprising of three sorts of amino acids: unbiased, acidic, and fundamental. Along these lines, for any protein there is a trademark pH, called the isoelectric point (pI), at which the protein has no net charge and in this way won't move in the electric field. Electrophoresis exploits this trademark. Proteins are electrophoreased, and the most adversely charged protein moves nearest to the cathode, and the most decidedly charged protein moves nearest to the anode. Cytochrome C was required to move nearest to the cathode, and serum egg whites was relied upon to move nearest to the anode. Just cytochrome C was relied upon to move to the cathode. The other three proteins were required to push toward anode. The motivation behind electrophoresis was to perceive how a distinction in pI has any kind of effect in the electrophoretic portability of protein. Four proteins were electrophoreased by utilizing the Tris-Glysin cradle of pH 8.6 and an even agarose gel 1.1 % in isoelectric centering (IEF) at a voltage of 175 V and at a flow of 79 mA. The agarose gel was made by blending 0.18g of agarose in 1.5ml of Tris-Glysin cradle with a pH of 8.6. That is 100 % * (0.18 + 15) = 1.1% of agarose gel. 15 Æ'ãšl of every protein test was stacked into each example application well on the agarose gel without blending in with glycerol arrangement. After the agarose gels were put on the phase of the electrophoresis chamber, Tris-Glysin support of pH 8.6 was filled in the electrophoresis chamber cautiously until the agarose gels were somewhat secured with the cradle. Four proteins had electrophoreased for around 50 minutes. The agarose gels were expelled from the electrophoresis chamber and recolored overnight with the Coomassie Blue to envision proteins in the agarose gel.... <!

Why He Is Not A Man :: essays research papers

Why He isn't a Man In the story â€Å"The Man Who Was Almost a Man† by Richard Wright, there is a kid named Dave. Dave is a little youngster attempting to make sense of what a man truly is. At this moment, he accepts that a man is somebody who claims a weapon. Dave needs legitimate instruction about firearms and necessities the information about what a man truly is to take care of business. Dave should be shown what a man truly is on the grounds that he is definitely not a youngster since he has a firearm. Dave is a seventeen-year-old kid who needs a firearm. He thinks he is very nearly a man. He feels that having a weapon will make him a man and give him power. Strength is a typical view of manliness. A man isn't somebody who claims a weapon, however somebody who knows about carrying on like a man and possessing a firearm like a man. He imagines that lone a firearm will make him a man rather than his activities directing his matureness to other people. He trusts it will ingrain dread into others around him. At the point when one is a man, others approach him with deference. Dave’s guardians speak condescendingly to him and treat him like a youngster, when he is attempting to form into a youthful good man. Dave’s mother says, â€Å"Yuh ain only a kid yit!† in the story, demonstrating that they look down on this seventeen-year-old kid. His mom recounts to him in the story to go wash his hands before he eats. In the event that Dave was a man, at that point his mom ought to never have needed to state that. In our general public today, when a kid is seventeen years of age, he is just about a man or thought about a youngster. In Dave’s society, he is dealt with like a little youngster. In the event that Dave’s guardians saw his perspective on having a weapon, at that point they should take a gander at why he needs it. As of now, they should reveal to him that a weapon doesn't make a man. His mom doesn't figure he ought to have a firearm. In reality, on the o ff chance that Dave were a man, at that point he would have not needed a firearm to get control over others, however for delight.      In Dave’s activities, he resembles a little fellow. A man who possesses a weapon realizes how to fire a firearm and realizes the good and bad an ideal opportunity to utilize a firearm, not at all like Dave. Why He Is Not A Man :: articles look into papers Why He isn't a Man In the story â€Å"The Man Who Was Almost a Man† by Richard Wright, there is a kid named Dave. Dave is a little fellow attempting to make sense of what a man truly is. At this moment, he accepts that a man is somebody who possesses a weapon. Dave needs appropriate training about firearms and requirements the information about what a man truly is to take care of business. Dave should be shown what a man truly is on the grounds that he is anything but a youngster since he has a weapon. Dave is a seventeen-year-old kid who needs a weapon. He thinks he is right around a man. He imagines that having a firearm will make him a man and give him power. Durability is a typical impression of manliness. A man isn't somebody who possesses a firearm, however somebody who knows about acting like a man and claiming a weapon like a man. He believes that solitary a firearm will make him a man rather than his activities directing his matureness to other people. He trusts it will impart dread into others around him. At the point when one is a man, others approach him with deference. Dave’s guardians patronize him and treat him like a kid, when he is attempting to form into a youthful decent man. Dave’s mother says, â€Å"Yuh ain only a kid yit!† in the story, demonstrating that they look down on this seventeen-year-old kid. His mom recounts to him in the story to go wash his hands before he eats. In the event that Dave was a man, at that point his mom ought to never have needed to state that. In our general public today, when a kid is seventeen years of age, he is just about a man or thought about a youngster. In Dave’s society, he is dealt with like a little youngster. In the event that Dave’s guardians saw his perspective on having a firearm, at that point they should take a gander at why he needs it. As of now, they should disclose to him that a weapon doesn't make a man. His mom doesn't figure he ought to have a weapon. In fact, on the off chance that Dave were a man, at that point he would have not needed a firearm to get control over others, yet for delight.      In Dave’s activities, he resembles a little youngster. A man who claims a firearm realizes how to fire a weapon and realizes the good and bad an ideal opportunity to utilize a weapon, not at all like Dave.

Pyramus and Thisby Essay Example for Free

Pyramus and Thisby Essay Regardless of that, Bottom believes his acting to be striking, so wonderful that he wants to play all the characters of Pyramus and Thisby. I will thunder you as tenderly as any sucking dove; I will thunder you a twere any songbird. Base feels that he is completely equipped for assuming the job of a delicate, enchanting Thisby, and even that of a colossally astonishing lion. This attribute of his is powerful in creating amusingness as he gullibly presumes that only he can deal with the creation of Pyramus and Thisby. Conversely, his exhibition as Pyramus alone is fairly disturbing. Presently pass on, pass on, bite the dust, bite the dust, kick the bucket. Base makes a decent attempt to persuade the crowd of Pyramus demise. The word kick the bucket is rehashed multiple times, inferring how unremittingly Bottom attempts to guarantee the spectators that he is irrefutably dead. This starts some last gaiety on Bottoms stupidly preposterous character. Bottoms change into a jackass is another exceptionally entertaining piece of the play. What makes this peculiarity all the additionally engaging is his ignorance about it all through the play. I see their knavery. This to make an ass of me, to dread me, on the off chance that they could. Base never understands the extreme change he has experienced and strongly intensifies the entertainment of the satire since he drives every one of his activities ordinarily, never grasping how unusual he looks. Likewise compelling in this exchange of Bottoms is the utilization of the word ass as a play on words. He is totally uninformed that at the exact second that he is articulating the discourse, an ass is truly what he looks. His presentation of the other laborers making an ass of him is additionally silly since his name Bottom as of now means his reality as an ass. Moreover, is the levity of Bottoms sentiment with Titania. New to the pixies, Bottom is a long way from catching why Titania admits love for him. Methinks special lady, you ought to have little purpose behind that. But then, to state reality, reason and love stay with minimal together now-a-days. Bottoms articulation is enormously fit to the occasion, not exclusively to portray his circumstance yet in addition that of the four sweethearts. Like Lysanders interminable line, The course of genuine affection never ran smooth, Bottoms supposition works out in a good way for the hindrances and complexities that have created in the play. Regardless of that, it doesn't stop the strangeness of his and Titanias contact from enlarging the diversion of the Elizabethan parody. O how I love thee! How I hover over thee! Titanias love for Bottom is altogether nonsensical. Being the sovereign of the pixies, she has probably the most elevated position in the play, while Bottom being a laborer, has the least. The pixies additionally believe themselves to be of an a lot higher situation than unimportant individuals. Even with this, Titania loses both psyche and body to an ass-headed and monstrous Bottom, a low class worker. This proficiently lights up the obstructions that the adoration juice can realize and the neglectfulness that joins itself to all that experience it. The focal figure of this Elizabethan parody is Puck, the wicked sprite. He directs all the acting of the play; all the disarray, all the devilishness, starts with him. What, a play toward! Sick be a reviewer, An entertainer too maybe, on the off chance that I see cause. Indeed, even before observing any of the dramatization, Puck has plans to have an influence in it. Aside from being Master of Revels to Oberon, Puck frames his very own timetable; he generally fulfills his inclinations and interests. This makes the crowd increasingly cognisant of the craftiness and complexities going on in the play. Not being identified with either the pixies or the sweethearts, the mechanicals have no motivation to be an objective of Pucks tricks. Correspondingly, his contribution in the disturbance of their practices demonstrates how he has his free preoccupations. The jobs and characteristics of Theseus, Hippolyta and Philostrate are fairly like those of Oberon, Titania and Puck. In dramatic exhibitions of A Midsummer Nights Dream, the on-screen characters assuming the jobs of Theseus, Hippolyta and Philostrate regularly will in general assume the jobs of Oberon, Titania and Puck, separately. According to this, Philostrate and Puck have undifferentiated from attributes as Master of Revels. Toward the start of the play, Theseus advises Philostrate to spread festival and delight of the marriage of Theseus and Hippolyta. Work up the Athenian youth to good times, Wakeful the sprightly and deft soul of merriment, Midsummers Eve was customarily a period for celebrating with design, greenery and a feeling of enchantment. Philostrate complies with the sets of Theseus as Puck obeys Oberon. Puck enters the play as an impression of Philostrate, spreading enchantment and devastation with a naughty side to every one of his goals. Regardless, Puck makes a basic error in the midst of his bubbly tricks. The feature of the play is Pucks misconception of Lysander for Demetrius. Did you not reveal to me that I should know the man By the Athenian pieces of clothing he had on? Puck makes a simple blunder with the adoration juice. Requested to perceive Demetrius by his clothing, he confuses Lysander with him. This makes certain to impel some strain on the crowds part as they understand that something mistaking can occur for the utilization of the affection juice to an inappropriate individual. It additionally powerfully denotes an Elizabethan parody since it opens the second period of the play, where mayhem is at its pinnacle. The adoration juice is the key component of this lighthearted comedy. Love and fellowship go to contempt in a second, and the other way around. Harmful Hermia, most unreasonable house keeper, Have you schemed, have you with these thought up, To snare me with this foul criticism? Helena blames Hermia for intentionally setting up Lysander and Demetrius love for her, to taunt her and embarrass her. The adoration juice has genuinely mutilated the connections among the four sweethearts. The reason and places of affection and scorn have exchanged. The conditions change over in a second and later, return to typical in the bat of an eye. This productively improves the possibility of a fantasy. The spectators will themselves be compelled to think about whether all that had happened was genuine, or only a figment. In spite of the way that adoration and friendship momentarily transfigure into repulsiveness, all the annoyance and vexation needs ill temper. Get you gone, you overshadow, You minimus, of obstructing hitch grass made, You dab, you oak seed. The sharpness among the darlings will in general be to some degree mellow mirroring that past affection has unexpectedly changed into hostility. The affront, in spite of the fact that vociferated under strain and tension, don't seem to be intensely as they are deciphered among the sweethearts. This aides in enhancing the silliness. The words smaller person, dab and oak seed are little, wonderful things that have been utilized as objects of offense. Understood intensely in the midst of the characters, these abuse are impetuses to giggling from the watchers as they barely start any displeasure or embarrassment. At the point when the plays center comes back to the focal point of civilisation in Athens, there is concordance, harmony and the request for marriage for all couples. Marriage itself is one of the main characteristics of an Elizabethan satire. During the Elizabethan period, comedies usually followed the example of request and harmony toward the start, trailed by outrageous tumult, and completion in agreement with a union with mark the arrival of request. It can thus be presumed that A Midsummer Nights Dream is a thoroughgoing Elizabethan parody. However, all through the play, the darlings and their affection is ridiculed. Cupid is a conniving chap, All the affection and its complexities, the tension, misfortune, distress, deprivation and broken hearts are the wonderful elements of a top notch catastrophe. Regardless, A Midsummer Nights Dream is deliberately evolved as a lighthearted comedy, with the problematic components to check its middle. The watchers can productively observe all the arcane parts of affection and commitment, and simultaneously, appreciate the cleverness of sentiment. The completion of the play is enormously fit to polish off the disarray and false impressions of the past. In the epilog, the entertainer assuming the job of Puck ventures unusual to greet the watchers. That you have yet slept here No all the more yielding yet a fantasy, The crowd is tended to with an expression of remorse for any unsuitable or culpable introductions. This aides in closure the show on a cheerful and sincere note. The notice of a fantasy makes the ideal topic for the epilog; it relates back to the circumstances of the four sweethearts where complexities and disagreements were made look like a fantasy. As I would like to think, William Shakespeare has been massively effective in depicting this play as Elizabethan satire. I enjoyed the structure of request toward the start, trailed by sadness and scatter and a completion with union with reestablish satisfaction for all. A Midsummer Nights Dream is by a long shot the best play of William Shakespeare that I have perused. I have adored the storyline and the cleverness too the amazing characters.

Ip3 team and leadership Research Paper Example | Topics and Well Written Essays - 250 words

Ip3 group and authority - Research Paper Example The principal level of the pyramid model is the physiological needs of each human: food, water, warmth and sex. The second comprises of such wellbeing needs as security, request and solidness. At that point comes the need in connection that is love and having a place. The fourth level speaks to requirement for regard or the need in acknowledgment, eminence and force. The fifth level is the self-completion and the last one is the self-amazing quality, which is understanding. So as to perform function admirably, representatives need sound air, water and satisfactory time to rest. These requirements are the principle helpers of the main degree of Maslows pyramid. The representatives should mindful of the degree of hazard they have in the workplace to feel them good enough for their appropriate work execution. The fundamental spark for the workers at the degree of association is the chance to be a piece of a group, wherein its individuals share aptitudes, information and remarkable encounters. The regard needs are the outer inspirations for workers and they are the prizes and grants, while the inner helpers are simply the private objectives that representatives set for themselves. When the principle needs are accomplished, individuals can arrive at their actual potential, genuine importance, knowledge and equity. Â Inside the association, recently workers anticipate for a security, request and dependability from their activity. In a specific time, they are attempting to look for their job inside the group and hence need dynamic help from their partners and pioneers. This won't just give new representatives feel themselves good, yet additionally will guarantee a chance to enter the following degree of Maslows model. There, the workers give a valiant effort to acquire acknowledgment that will propel them for the further

Essay Writing Tips - 4 Tips to Write a Good Essay!

Essay Writing Tips - 4 Tips to Write a Good Essay!The first part of an essay can be quite hard to get right without any help. The second part is more interesting than the first and therefore requires more writing skill.If you have specific information to add about the topic you're writing about, then the topic section of your essay should contain the information. It is recommended that you read a good book or study something that provides examples of what you are talking about before writing an essay on that subject.You should try to avoid the cause and effect thing. There are thousands of other topics for your essay, and it is unlikely that you will become bored in a college lecture or on a talk show. I have never had any problems with this. On the contrary, I have learned a lot from doing this!Topics which are linked with a subject that has a larger debate, but still lacks concrete evidence should be avoided. They will seem contrived and unnatural. One example is if you're writing an essay on whether religion is true or not, then don't mention religion as the cause and effect.Psychology is very important when it comes to giving a good essay. If your topic is psychology, it is best to try to write about psychology. But if your topic is psychology and religion is also mentioned, then you should leave religion out. This will make the essay far more effective.Always remember to try and write from a human perspective. Don't be tempted to read between the lines of the facts, and avoid being judgemental. As well as giving a good essay, this will make the reader feel more sympathy for you and will allow you to understand them better.I recommend starting the essay with an introduction, and then continuing with your research in the body of the essay. In general, I advise that you try to get the essay to a decent length, but try to end the essay around 40 pages. If you are stuck, you can always take a dictionary and look up what you're talking about, or you can ask your friends and family if they have any advice.

Human resource planning - Free Essay Example

Executive Summary I am pleased to present this report as part of my academic module of Human Resource Planning. The word ‘Change’ is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management. In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices. I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report. Introduction: Planning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy. Critical evaluation of the role of senior managers in developing an organization’s overall Human Resource Strategy: Senior managers play a pivotal role in developing an organization’s overall Human Resource (HR) strategy. Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other. HRM Activities Figure: Human Resource Management Activities Human Resource Cycle In developing overall Human Resource strategy in an organization there are three steps: Human resource planning in an organisation: To establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework. Investigation and analysis The managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issues: Identify which works need to be done Selecting the approach of performing those works effectively and efficiently to achieve the organization’s objectives Identify the skills and experience the organization will need Identify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gap Forecasting Senior managers need to forecast beforehand to develop HR strategy where they will: Predict the likely demand for labor Predict the likely level of labor supply Considering both those levels in relation to the numbers of staff and also to the skills and experience that are needed. Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those. Planning and Resourcing The Human Resource Strategy Cycle in an organization: Senior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown below: Figure: The Harvard Framework The senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process are: Selection: matching people to jobs Appraisal of performance Rewards: emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving results Development of skilled individuals According to the Harvard Framework the senior managers must develop two aspects of strategic vision. Employees must be involved in and developed by the organization; and HRM policies must be developed to achieve those goals. The approach of senior managers emphasizes the importance of two elements as: Line managers in ensuring that competitive strategy and HR policies are aligned HR managers in setting policies that fit well with the organization’s overall aims. The key components of Harvard Framework are shown below: Figure: The Harvard Framework In the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organization’s Human Resource Strategy. These may involve: Workforce plan Skills plan Equity plan Economic plan Motivation and fairness planning Pay levels design, retaining and motivating employees Planning employment issues, which impact, on staff recruitment, retention, motivation etc. Designing a framework of performance management issues Planning career strategy An efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization. A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR Strategy: Planning Steps: 1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce Execution Steps: 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organizational competence and performance Figure: Strategic HR model Analysis: Implementation and control Using the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below. Setting the strategic direction Through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies. In this regards the following actions are recommended for the senior managers: Perform external scanning evaluating its impact on the organizational objective Identify organizational vision, goal, mission, objective and principles for guidance Identify strategies Designing the Human Resource Management System In this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives. For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organization’s strategic intent as it relates to recruitment, training, career planning and reward management. In this regards senior managers are recommended to: Identify appropriate human resource plans, policies and practices needed to support organizational objectives Identify relevant human resource best practices Conduct an employment systems review Planning the total workforce Managers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers. The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organization’s mission, strategic plan, budgetary resources, and a set of desired workforce competencies. In this regards senior managers are recommended to do the folloeing: Determining appropriate structure to support objectives Designing key activities Developing workforce planning Compiling a workforce framework and identify designated groups and current competencies for workforce Generating the required human resources In this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan. It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future. In this regards senior managers are recommended to do the followings: Evaluating recruitment practices and selection procedure in respect of strategic objectives Developing and implementing comprehensive workplace skills planning thorough training necessity analysis Implementing leadership strategy Adopting occupational techniques and categorizing the group classification Investing in HR Development and Performance Through development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organization’s effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices. Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organization’s ability to pay. In this regards senior managers are recommended to do the following: Determine the appropriate policies, procedures and practices in respect of Designing career path Initiating performance appraisals through relevant analysis Framework of employee development and training Planning reward management Designing promotional activities and classifying job assignment with prudent assignment planning Assessing and sustaining organizational competence and performance Finally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. In this regards senior managers are recommended to: Evaluating organizational culture Implementing succession plan Evaluating strategy for human resource through quantitative measures Revising and adapting Human Resource strategies Making the HR Strategy integral to the organization The senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers should: Discuss with all stakeholders about the nature of the strategies; Focus on benefits derived from the strategies; Ensuring real commitment to the strategies at the all levels of organization; Giving feedback on the implementation of the plan; They should involve HR strategy as part of induction process. The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome them: HR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM are: Heavy workloads Line Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier. Short-term job pressures 87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM. To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR. Other barriers to line manager are: Human Resource Planning and Management (HRPM) is a difficult process Line Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process. In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM. Lack of desire The fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM. Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. Lack of capacity LMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M. The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M. Lack of competencies There is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M. Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers. Lack of support There is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997; Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities. In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers’ limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized. Lack of policy and procedures There is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M. In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M. Role and opinion conflict The conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager. In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement. Rapid Change Rapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices. Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes. The legal framework There are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles. This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences. In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM: Employment security Pfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change. Extensive training, learning and development The aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development. Employee involvement and information sharing By openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information. Pay and performance-related rewards There are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts. Harmonization Again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on. Risks inherent in line-managers becoming more involved in HRPM An extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992; McGovern et al. 1997; Renwick 2003; Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998). Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies’ desires to cut structural costs as well as to companies’ desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the company’s will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that ‘if HRPM is to be taken seriously, personnel managers must give it away’ can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs ‘need well designed HR practices to use in their management activities’. It is up to HRM specialists to put in place systems that create a favourable ‘climate’ and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company: for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture. In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists. Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success. Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line manager’s performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentive system should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed. In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on. The state and the law perform three primary roles in relation to employment as: A restrictive role The state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations. A regulatory role This defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances. An auxiliary role Many government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law. As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. Conflict with line managers The focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues. Those working in an HR role need to focus on the long-term needs of the organisation: good employee/management relations; working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets. Employment and conflicting priorities Managers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future. Freedom and control Conflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams. Disputes and grievances The ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM); it may involve a major dispute such as a strike. Technological developments assist the process of facilitating greater line-manager involvement in HRPM Technology Technology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization. Role of Technology Increasing the productivity of the workers Utilization of the resources Higher level of output per worker. Creation of the employment More profit for the organization Cost minimization When Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation. HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information. Because of HR technology HR roles and practices are changing as shown below: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. The HR management module is a component covering many other HR aspects from application to retirement. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HRPM related data. Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated below: More efficient and time saving approach Uses of technology save lots of time in the process where Line Managers are involved. The LMs’ workloads is minimized and there is availability in time to get involved in HRPM. Better Communication Technology made it easy to communicate internally and externally with other managers especially with HR manager to share information and the specific areas of HR practices where he can take part. In addition the LMs can learn necessary techniques through web conferencing, multi-media training, Tele-conference etc. So they will more willing to take part in HRPM. Global Accessibility Technology enables LMs 24/7 local, global and international access to the area of HR practices. So LMs can take part in HRPM regardless time, place and resource constraints. Competence Technology increases the level of LMs’s competence through availability of wide range of information, easy access to training, better communication etc. So they will like to take this challenge in addition to their regular responsibility. Improving Record Management Technology widely assists to improve record keeping from manual to electronic system in operation and HR department. Technology ensures maximum output with minimum time and resources which enables LMs to get Promoting internal Stakeholders Technology increase analytical ability of LMs leading them to integrating the activities which is widely taking place now a days. Conclusion Now a days HR and Operation departments are integrating their activities to boost up their results of activities and gain competitive advantage. In this case both Senior Managers and Line Managers play a pivotal role to HR Development and Management. In this regard, integrating departmental works and improving technology utilization will contribute to achieving the set of stakeholders’ goals in organisation. References Aston, D. (1984) Current Issues in Line/Staff Relationships. Management Education and Development, Journal of European Industrial Training, 10: 105-18 Budhwar, P.S. 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(1995) The Strategic Roles of Human Resource Development, Human Resource Planning, December, 18(4): 10-22 Wright, P.M., McMahan, G.C., Snell, S.A. and Gerhart, B. (2001) Comparing Line and HR Executives Perceptions of Human Resource Effectiveness: Service, Roles and Contributions, Human Resource Management, 40(2): 111-23 McCracken, M. and Wallace, M. (2000) Journal of European Industrial Training, Vol. 24, No 8, 425-467 Gibb, S.(2003) Line Manager Involvement in Learning, Employee Relation, Vol. 25, No 3, 281-293 Ellinger, A. D., Hamlin, R. G. and Beattie, (2008) R.S. Behavioral Indicators of Ineffective Managerial Coaching: A Cross-national Study. Journal of European Industrial Training, Vol. 32, No 4, 240-257 Web resource: www.rdi.co.uk https://web.ebscohost.com.ezproxy.wales.ac.uk www.londonmet.ac.uk/library https://www.scribd.com The Involvement of Managers in Planning Human Resources

Neil Armstrong In His Own Words