Input Subsystems Three Input Subsystems Commerce Essay

Input Subsystems Three Input Subsystems Commerce Essay Human resources intelligence subsystem This subsystem has the responsibility for keeping current on environmental activities that are especially important to human resource activities (McLeod and Anctis, 1995). Data and information are gathered describing activities of the government, labour unions, suppliers, the local and financial communities, and even competitors (McLeod and Anctis, 1995). Employment firms function as suppliers, funnelling applicants to the firm. Applicants can also come from the local community and from competitors (McLeod and Anctis, 1995). The financial community provides data and information concerning the economic climate, which influences the human resource plans (McLeod and Anctis, 1995). Much of the intelligence data can be obtained from commercial databases (McLeod and Anctis, 1995). The HRIS database All of the data and information provided by the input subsystems is held in computer storage (McLeod and Anctis, 1995). The storage units can reside in IS, HR, or other locations (McLeod and Anctis, 1995). The data relates primarily to the firms employees, but also can describe the environmental elements with which HR interfaces (McLeod and Anctis, 1995). Database management system (DBMS) software performs the maintenance processes (McLeod and Anctis, 1995). HRIS Database consists of number of databases such as employee database, executive search firm databases, university databases, employment agency databases, public access databases, corporate job banksà ¢Ã¢â€š ¬Ã‚ ¦etc. Output subsystems The output subsystems consist of various types of software that transform data in the database into information outputs. The software can include report writers, mathematical models, office automation packages such as e-mail and desktop publishing, and applications of artificial intelligence such as expert systems. According to the model, the output subsystems represent the six groups of HRSP applications. 54 Workforce planning subsystem is one of the output subsystems in HRIS model, which enables the manager to identify future personal needs (Figure 2.6). It facilitates organisation charting, salary forecasting, job analysis or evaluation, planning and work force modelling. Recruiting output subsystem enables applicant tracking and internal search. Workforce Management output subsystem work on performance appraisal, training, position control that ensures headcount does not exceed budgeted limits, relocation, skills or competency measuring, succession planning and disciplinary. Compensation output subsystem works on merit increases, payroll, executive compensation, bonus incentives and attendance. Benefits output subsystem defined contribution, benefits and claims processing. Environmental reporting output subsystem work on reporting firms personnel policies and practices to the government. Reports like union increases, health records and toxic substance produce through this system. The model (Figure 2.6) provided a good framework of HRIS components. It followed the three main concepts of system: inputs, processes, and outputs addressing the wide variety of HRIS applications as well. According to McLeod and Anctis (1995), the HRIS has provided strong support in the compensation and benefits areas, but other activities that occur during employment demand greater attention. For example, little attention has been directed at activities relating to organizational exit, or termination. Many firms have neglected applications for workforce management and recruiting. They further emphasised, if HRIS resources were aimed at building strong planning systems, up-to-date HRIS databases, and responsive information output systems, then the HRIS would support management in each of its workforce-related activities. This direct management support would contribute to the firms strategic objectives, whatever they might be. As the HRIS does a better job of providing management with in formation about people and their jobs, it will solidify its position in the firm as a valued information system (McLeod and Anctis, 1995). 55 2.4.6. HRIS Model McLeod and Schell Data Information Transaction processing system Human resources research subsystem Human resources intelligence subsystem Internal sources Environmental sources Input subsystems Output subsystems Users HRIS Database Recruiting subsystem Environmental reporting subsystem Compensation Subsystem Workforce management subsystem Work force planning subsystem Benefits subsystem Figure 2.7: A model of a human resource information system Source: McLeod and Schell, 2007 McLeod and Schell slightly modified the Resource-Flow HRIS Model in 2007 (Figure 2.7). The data processing sub system was named as transaction processing sub system. 56 2.5. Human resource strategy Thomas (1996) defined human resources strategy as a co-ordinated set of actions aimed at integrating an organisations culture, organisation, people and systems (Figure 2.8). He articulated human resources strategy as the cohesion and consistency of a distinctive pattern of behaviour. Its relationship to the corporate strategy determines its effectiveness and success. Figure 2.8: HR strategy Source: Thomas, 1996 IT Marketing Finance Sales Production R D Corporate strategy Human resources mission statement Human resources analysis Environmental analysis Organisation analysis Human resources planning Generation of strategic options/choices Objectives Culture Organisation People Systems Human resources functional action plan Implementation Review and evaluation HR strategy aids the organisation to achieve strategic goal in the medium to long term. It should emanate clearly from corporate business strategy aligning with organisational other plans and strategies (Figure 2.8). 57 The human resources function in todays organisation needs to think of itself as a business-operating unit, employing exactly the same marketing, technical and quantitative skills as those, which are employed, by other functions (Thomas, 1996). Figure 2.9: Human resources strategy planning Source: Thomas, 1996 HR strategic plan is influenced by four dimensions: culture, organisation, people and systems (Figure 2.9). Organisation structure, job roles and reporting lines should integrate with employee skill levels, staff prospective and management capabilities. Culture, which is key aspect of the organisational, is belief, value, norms and style. Organisation culture its measurement, monitoring and management provides the potential to enhance organisational performance (Thomas, 1996). Systems can be manual as well as computerised processes used to carry out the tasks within the organisation. Human Resources Information Systems (HRIS) or Human Resources Management Systems (HRMS) play leading role in computerised HR Systems. Therefore, HR strategy plan should not only be inline with corporative business plan but also with organisational Information Systems strategic plan. The structure job roles and reporting lines of the organisation The process by which things get done in the organisation The skill levels, staff potential and management capability of the organisation The beliefs, values, norms and style of the organisation Generation of strategic Options Choices Organisation Systems People Culture HR policies and objectives 58 2.7. Conclusion Organisations use Information Systems in all three levels of information management: strategic, tactical and operational. HRIS is one of the information systems out which transforms the role of the HR department incorporating records for employee resource, rewards, training, etc. Many studies cited HRIS benefits, such as improvements in accuracy, cost saving, timely and quick access to information through HR reports, decision-making and increased competitiveness. Lack of top management support, funds, HR knowledge of system designers and HR solutions, are the main factors keeping organisations away from HRIS. According to literature, human resource planning, recruiting, and training are less frequent users within personnel perhaps reflecting greater use of the system for routine reporting than for decision support. HRIS is classified in to two types according to their usage: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢unsophisticatedà ¢Ã¢â€š ¬- and à ¢Ã¢â€š ¬Ã¢â‚¬ ¢sophisticatedà ¢Ã¢â€š ¬-. Payroll and ben efits administration, employee absence records keeping electronically are listed as à ¢Ã¢â€š ¬Ã¢â‚¬ ¢unsophisticatedà ¢Ã¢â€š ¬-. Use of IS in recruitment and selection, training and development, HR planning and performance appraisal, is classified as à ¢Ã¢â€š ¬Ã¢â‚¬ ¢sophisticatedà ¢Ã¢â€š ¬-. Many researches were curious about the integration of HRIS with other emerging technologies such as MIS, ERP, eHRà ¢Ã¢â€š ¬Ã‚ ¦etc. Due to the advent of Internet technology and the emerging concept of business intelligence HRM systems have changed to e-HRM systems. It is very hard to give a clear-cut view to distinguish eHR from HRIS since HRIS developed with most of the eHR features today. According to Alvarez-Suescun (2007), firm size or technical skills do not affect organisational sourcing decisions. The HRIS implementation sourcing decision may be influenced by previous experiences in the implementation of other systems and strategic contribution of the IS on the internal organization . According to some literature organisations gain competitive and strategic advantage if HRIS activities are undertaken internally. HRIS facilitates training and development and recruitment and section processes of the organisations. The training and development function is essential for changing behaviour and culture and reinforcing the new behaviour and culture in an organisation. 59 The training process consists of four phases. The first phase is the training needs analysis (TNA). The second phase is the design phase. The third phase is the implementation phase and the training evaluation is the final phase. HRIS mainly facilitate TNA and training evaluation phase. Succession planning which is facilitated by HRIS helps to identify key players in the organisation and develop them for future demand. Recruitment represents one of the core staffing activities that need to be planned efficiently and effectively. Pattanayak (2000) identified four sub functions: determining the nature of the job to be filled, type of personal required, sources of recruitment and selection process. HRIS facilitates all four of those sub processes using its job analysis, skill inventory and E-recruitment features. In the Sri Lankan context, literature relevant to HRIS, training and development and recruitment and selection cannot be found. Especially, how HRIS contributes to HR panning t hrough training and development and recruitment and selection is yet being studied. The systematic development of HRIS models is studied through the literature review. The first conceptual framework is the Hyde-Shafritz Model, which listed the modules as sixteen inputs and outputs presented in 1977 by Albert C. Hyde and Jay M. Shafritz. The Simon Input/Data Maintenance/Output Model was submitted in 1983 by Sidney H. Simon. It represented HRIS in terms of input, maintenance, and output functions. The Manzini-Gridley Hardware Network Model was presented in 1986 by Andrew Manzini and John D. Gridley. They viewed the HRIS in terms of interfaces with a corporate human resources database. The Fisher, Schoenfeldt, and Shaw Application Modules presented in 1990 by Cynthia D. Fisher, Lyle Schoenfeldt, and James B. Shaw identifying nine major application areas of the HRIS. The most recent and comprehensive model was a resource-flow HRIS model, which was presented by HRSP (Human Resource Syste ms Professionals) and McLeod and Anctis in 1995. Same model was presented with some miner changes by McLeod and Schell in 2007. This was more advanced than earlier models. There was some amount of focus to embed artific

Death of a salesman on the American Dream

The American dream has stood to be each person's idea of success. The American dream is usually associated with 1940's America depiction of the ideal family, as can be depicted from television shows such as Leave it to Beaver. However, this is one aspect and shallow analysis of the American dream that is not appropriate for all reaching to achieve their American dream. In Arthur Miller's Death ofa Salesman, Miller succeeds in portraying this through the characters Willy and Biff.Their conflict represents two varying perspectives of the American dream, and this very struggle eads to the conclusion that the American dream is rooted in the pursuit of a better life. Throughout Death of a Salesman, Miller portrays two ideas of the American dreams and it is definite that they are â€Å"American dreams† as they both deal with success and that character's idea of success. Though, this is where characters' views differ and conflict with one another.Willys American dream is to have his children succeed and to leave his imprint on the society which he was unable to succeed in doing so in a life long career as a salesman. Furthermore, Willy lived in the ideology that being well liked† was far more important and and necessary than being a Bernard type of person and make a living based on his studies. Willys belief and encouragement of this ideology upon his sons influenced Biff immensely. As a result, Biff did not put the effort into his studies that would have enabled him to pass math and graduate high school and move on to a university.Willy says, â€Å"Because the man who makes an appearance in the business world, the man who creates personal interest, is the man who gets ahead. Be liked and you will never want. You take me, for instance. I never have to wait in line to see a buyer. Willy Loman is here! † That's all they have to know and I go right through. † (Act 1) According to Willy, someone who is capable of invoking personal interest in tho se around them will be more successful regardless of one's knowledge or intelligence.Biffs American dream is to free himself from the barriers of expectations, specifically those of his father. To free himself from his father's desired dream for him and move towards his own chosen life which is to live and own a ranch is the country. However, Biff only came to realize his dream later in his adult life as opposed to only pleasing is father as he did as a child. It was only after the calamity of discover his father's affair did Biff drift away from Willys expectations.It is as he becomes resolute to follow his own dreams rather than his father's expectations he says, â€Å"Will you let me go, for Christ's sake? Will you take that phony dream and burn it before something happens. † (Act 2) This statement come from his final conversation with his father as Biff shows his last attempt to show Willy the he is not the person he thought Biff would be. Nevertheless, it was fear of Bif f defecting from becoming the ideal person Willy dreamed Biff would be that lead Willy to his downfall.As well as the crumbling of Willys American dream for Biff. The final message of Death of a Salesman is that a person's American dream is whatever one perceives it means be successful. Fear of displacement from that Biff not becoming successful defined by Willys expectations for him, and such fear can destroy one's American dream. Had it not been for Willys insistence on Biff to follow his ideology and become his father's expectations, Biff would not have disregarded his studies and would have been able to graduate high school, and ecome successful in his own way.Biffs American dream differs from that of the standard set by the†American dream† of 1940s America. The lifestyle viewed as being the family of an American citizen of that time would be a young man, a young woman, with three adorable children in the suburbs. However, Biff seems content with living like this, as the lifestyle depicted to be the goals of the American people are not suitable to him. The American dream depicted by the society of that time is Just one of many interpretations of the true American dream: the pursuit of a happy life.

O’Connor’s “A Good Man is Hard to Find” and Faulkner’s “Barn Burning” Essay

I chose to write a comparison essay on Flannery O’Connor’s â€Å"A Good Man is Hard to Find† and William Faulkner’s â€Å"Barn Burning†. Both of these stories share central characters with similar personalities as well as similar themes and conflicts through the stories. The Grandmother, in â€Å"A Good Man Is Hard to Find†, is an old woman with old-fashioned ideas and manners. She considers herself to be a good person, but she is also very selfish and manipulative. She makes up lies to get what she wants, such as when she tells the children about a secret panel in the plantation house that she wants to visit just to intrigue them into wanting to stop there. She tries to come across as an honest and holy religious woman, when in actuality, she is just the opposite. She uses the term â€Å"good man† quite loosely whenever she wants to please a man. Sarti’s father Abner, in â€Å"Barn Burning†, also posses the same two character flaws as the Grandmother, selfishness and manipulativeness. He uses his authority as an adult and as a father to put guilt trips on Sarti. He tells him that no matter what, he should never go against his own blood because blood is thicker than water. Another similarity in the two characters is that they are both responsible for the actions that take place throughout the stories. The Grandmother is constantly trying to direct the family’s vacation and tell them what to do. She feels that she knows best because she is old and wise. This is ironic because listening to the Grandmother is what gets the family into the predicament in the end. Because she insists on visiting the old plantation house, the family winds up getting lost. Because she sneaks her cat along for the trip, Bailey get startled which causes the family to get into a car accident. All of this leads up to the family meeting up with Misfit and his two accomplices, which in turn, causes the death of all five people. Abner, like the Grandmother, can not accept the fact that most of his actions caused his problems. He also feels that he knows it all and does not think of the future consequences of his actions. He feels no remorse in telling Sarti to lie for him because he feels that what he did was justified. Both â€Å"A Good Man is Hard to Find† and â€Å"Barn Burning† involve the theme of a conflict between youth versus age. The Grandmother and Abner both have authority over the other characters because of their age. In â€Å"A Good Man is Hard to Find†, the characters disregard the Grandmother in the beginning when she says that she will not take her family to Florida because of the murderer who is loose there. But they do make the decision to listen to her when it comes turning around and looking for the plantation house, which turns out to be a fatal decision. In â€Å"Barn Burning†, Sarti starts off obeying his father, but then makes the fatal decision to turn him in. The small difference in these stories is that the family’s decision affects each one of them to where the outcome is the same for all, death. While Sarti’s decision does change his life and the course that it would take, it only causes death for his father. In conclusion, Flannery O’Connor’s â€Å"A Good Man is Hard to Find† and William Faulkner’s â€Å"Barn Burning† are both stories that involve a central character whose actions seal the fate of all the other characters. They both have similar traits and views. Most importantly, neither of the two characters will ever openly accept responsibility for what happens, although they may feel it inside. Both short stories also involve a similar theme of choices. The characters make their choices of whether or not to do what the Grandmother and Abner say, according to what they feel is the right thing to do. Even though the Grandmother from â€Å"A Good Man is Hard to Find† and Abner from â€Å"Barn Burning† are extremely different people in very many ways, they are also quite similar.

The Religious And Theological Dimensions Of Ralph Ellison...

M. Cooper Harriss’s monograph, Ralph Ellison’s Invisible Theology, brings into focus the religious and theological dimensions of Ralph Ellison’s authorship. Against reductive tendencies of materialist and secular accounts of racial identity, Harriss argues that Ellison’s understanding of race, characterized as an invisible theology in a secular age, makes possible a reconsideration of the relation between race, religion, and secularism. In order to bring the religious aspects of racial life into view, Harriss proceeds along two lines: genealogically, he situates Ellison’s writings in an array of religious and theological contexts. These include, for example, attending to different genealogies of invisibility which inflect Ellison’s own†¦show more content†¦Harriss’s contention is not that racial formation in Ellison should be thought of as a religious instead of a secular concept; rather, it is that race is a secular concept p recisely because it is internally indivisible from religious antecedents (191). Given this network of connections, Harriss’s book belongs next to recent studies which explicate the dynamic crossings between race, religion, and secularism (e.g., Theodore Vial, Modern Religion, Modern Race, Oxford University Press, 2016). Second, Invisible Theology marshals the resources of religious studies to foreground unappreciated dimensions of literary texts. Harriss’s book particularly stands with other studies engaging the neglected religious aspects of twentieth-century African American literature (e.g., Josef Sorett, Spirit in the Dark: A Religious History of Racial Aesthetics, Oxford University Press, 2016). Harriss’s distinctive methodological points are noteworthy: naming the presence of religion and theology in Ellison’s fiction does not depend on its belonging to a confessional standpoint; instead, taking cues from the hermeneutical tradition which includes S chleiermacher, Geertz, and Tillich, Harriss means for these characterizations to specify a negotiation of hyphenated and oppositional identities (say, racial and national), and the process