Reagan Revolution Through President Obama Essay

Reagan Revolution Through President Obama - Essay Example (Council of economic advisors, 2010, p.50) Even before he took office a change could be seen in the perspective of the whites regarding African-Americans. Research has shown that 22 percent of Americans view Obama as an exemplary figure when they think of African-Americans. If Obama administration continues to be successful then he can activate positive feelings in majority of people regarding the blacks (The Obama effect†¦., 2009). Overturning the Reagan Revolution Barack Obama in his inaugural speech pronounced that he would use old and traditional values to effect progressive changes. His approach towards politics would carry a sense of mature collective responsibility instead of the juvenile approach of individualism. He would uphold the democratic role of the US government and would continue to maintain the leadership position of the country in the global front. Obama has defended the traditional values like â€Å"honesty and hard work, courage and fair play, tolerance and curiosity, loyalty and patriotism†. With this he has broken the established values of Reagan era. Obama has emphasized on the effectiveness of the government over its size thus overturning the Reagan revolution (Dionne, 2009). Impact With advocating the values â€Å"tolerance and curiosity† Obama has actually supported the concept of innovations by those who are determined to take risks. Obama as president believes in stressing on the security of the nation as he thinks that â€Å"power alone cannot protect†. He stressed on regulations on the market to keep it under control. His aim is to promote equality as according to him â€Å"the nation cannot prosper when it favours only the prosperous†. (Dionne, 2009) Impact of 1980s AIDS epidemic American life is largely a manifestation of religious... This report approves that the US war against Afghanistan was essentially illegal because it did not abide by the international law on war. According to the law when one nation makes armed attack on another nation, only then the attacked nation can use military aggression for defense. In this case Afghanistan did not attack since the 19 convicted men were not Afghans. Also permission from UN Security Council is needed to start a war and in this case the council did not permit the war. However there were some moral rationales behind the war. An international poll revealed that many people from all over the world took an unfavorable view on America especially on Bush. When people were asked who they think is a threat to world peace United States got more votes than al-Qaeda terrorist group. More people felt that America is more dangerous than countries like Iran and Syria. The poll also revealed negative views of people on America’s war on terrorism in the Middle East. This paper makes a conclusion that the continuous economic depression has created disparities within the American society thus threatening its position as superpower in the global arena. Although it has always been a land of unlimited opportunities but the success has become fragile. If there is no fast solution for overcoming the economic downfall, then the global economy is at stake. The growing disparity between the rich and the poor violates the core image of the United States.

Proposal on Strategic Human Recourse Management Essay

Proposal on Strategic Human Recourse Management - Essay Example Master of Business Administration 2011/2012 Business Issue Report Name: Word count: 1941 This work is copyright of the author. ... The proposal also discusses about the various previous literatures that have discussed about the topic under study in the past. The paper also includes the use of different methodologies that has been adopted in the research. The methodologies include the use of primary and secondary sources for data collection for the purpose of analysis of the research. The survey and interview method will be used for the purpose of primary data collection and the review of the several literary sources as been utilized for the purpose of collecting the secondary data. The proposal also includes reflection statement with respect to the potential and practical problems that have been faced while performing the research. The reflection also includes the theoretical and conceptual problems faced by researcher during the research. Finally a conclusion is drawn based on the overall research, and discussing the next steps that need to be taken. Introduction Aim/ Focus The main aim and focus of research st udy is on the use of training and development in the immigration police department in order to address the building and development of the culture in the organization and bring in new insights in the department with respect to improving the current practices (American Society for Training and development 1987). This focus will be effective to explore the impact training and development also to determine the way through which the immigration police department will benefit from these practices. Dissertation Topic: â€Å"Training and Development: Immigration Police Department in Cyprus.† Main Research Question: How does the employee development and

Dorian Gray Essay Example | Topics and Well Written Essays - 1000 words

Dorian Gray - Essay Example The warning has its effect, and he resolves to beg Sibyl to pardon his outburst and to marry him. True, the warning comes too late to make Sibyl any happier, but Dorian takes his first step down to the abyss of his doom when he shows no real sorrow at her fate and goes to enjoy himself at the opera with Harry Wotton. The Picture is a mere reflection of his inner nature-its effect on him should have been positive, but Dorian chose to ignore its message. The artist Basil Hallward might have been inclined to blame himself, at least in part, for Dorian's disaster, but it is actually Basil who tries the hardest to preserve Dorian's 'purity.' The question is whether Dorian was ever pure. When he senses that Basil was not too keen on his becoming intimate with Lord Wotton, Dorian perversely pushes for Wotton to stay longer at their first meeting. Anyway, Harry Wotton had privately determined to stay, and to become intimate enough with Dorian to 'influence' him. Basil's death was occasioned by his own attempts to bring Dorian back to the straight path. Dorian not only does not follow his advice, he mouths Wotton's words only to irritate Basil. When Basil tries hard to get him to repent and turn a new leaf, he is not only unscrupulously murdered but ruthlessly vaporized by Dorian for his pains. It might be argued that Lord Henry Wotton should be found guilty of influencing the course of Dorian's dark life and thus be held responsible for the dreadful death of the young man. It was, after all, he who influenced Dorian, by his very persuasive words and views, and by his gift of the 'yellow book' to be a 'hedonist.' In reply, one might say that Dorian actively sought to be influenced by Harry, and actively exceeded the scope and field of the influence. Moreover, if he understood that Harry Wotton only preached hedonism without really practicing it, he did not follow that admirable example. He chose to be first a narcissist and then a hedonist, before ending up as a detestably extreme combination of both. Conversing with Dorian at the end of the novel, Lord Wotton appears a nave greenhorn before a connoisseur of vice. Anyone with some knowledge of the details of Oscar Wilde's biography would be quick to discern aspects of Wilde in characters as diverse as Basil Hallward, Harry Wotton, and Dorian Gray. There would surely be some who would blame Wilde for the 'immorality' of Wotton and Gray. The course of the novel, however, makes it clear that the author's standpoint is characterized by the highest standards of true morality and sincerity, rather than conventional hypocrisy or downright immorality. Again, any inclination to lay the blame at the door of God or Fate would have to be checked by the awareness that Dorian's downslide is active, rather than passive or forced, from the moment he chose hedonism over repentance, on hearing of Sibyl's death. Victorian hypocrisy has been attacked more strongly by few Victorians other than Oscar Wilde, and he is as audacious as ever in giving the five-finger-salute to the Society of the times. In fact, towards the end, Dorian Gray makes a very rare affirmation of sensitivity when he tries to prevent the shooting of a hare. Ironically, it was not a hare, but a man it was that died-the very man who had been stalking Dorian Gray. The

Research proposal Assignment & Resarch Essay Example | Topics and Well Written Essays - 2250 words - 1

Assignment & Resarch Essay - Research Proposal Example Captain Cook was eager to trade with the people of Nuu-chah-nulth. Word went out of his trade with the people of Nuu-chah-nulth and the profits that he made from the trade. As a result many European settlers moved to the Island bringing with them smallpox and other diseases that killed the Aboriginals; the indigenous people of the Island (Carty, 381). After the infestation and the effects of smallpox, the Island was not as busy in the beginning of the 19th century. However, there were still activities that shaped the present day British Columbia. Before the turn of the century, many Europeans settled in the Island. The Spanish considered the Island to be under its territory because of its explorations in the region in the 16th century. When the Spanish heard of the arrival of the British into the Island, they took their ships creating the Nootka crisis; a crisis that almost led to war between Spain and Britain. After the crisis, the Spanish left Nootka Sound settlement. The influence of the Spanish in the Island came to an end in 1795 after the Nootka Convention. After the Spanish, left British Columbia European explorer merchants begun to get interested in the Island. Most of these merchants were British explorers and traders. Some of the notable people during this period were Simon Fraser, David Thompson and Sir Alexander Macke nzie (Recksten, 280). The three Britons were employees of Northwest Company and were looking for a river route to the pacific. If found, this route was supposed to help their company expand its fur trade. The first to arrive was Mackenzie followed by Fraser; they were both unable to find routes that were fit for trade. It was David Thomson who finally found a route to the Pacific that would be appropriate for trade. During this period, explorers used to lay claim to trade routes that they had discovered. Despite having worked hard to find the route, David Thompson could not lay claim

Hinduism Paper Essay Example for Free

Hinduism Paper Essay With over 900 million followers, Hinduism is the third largest religion today. Only Christianity and Islam have more. The major difference between them though, is that Hinduism did not spread like the other two religions. Out of the 900 million followers that the Hindu religion has, only 20 million are located outside of India. The religion barely spread outside of India, mainly because of how the Hindu religion is followed and how its culture is. Hinduism has a very rich history, and during the seventeenth and eighteenth century the religion went through some big changes that changed India and the countries around them. Hinduism started in around 3000 BC but unlike other religions, which had one certain founder, or someone who generally started the religion, the Hindu religion grew slowly out of beliefs, cultures and practices of ancient Indo-Aryan tribes. In the article â€Å"Enjoying Religions: When Did Hinduism Begin?† Buddha tells us that Hinduism took centuries to actually become a true religion. Hindus believe in reincarnation, that every living thing has a soul, and that after death each soul gets born again into a different body. Karma plays a huge role in Hinduism, where if you live a life of good, you move onto a better form of life, and if you live a life of evil, you move down to a lower form of life. Hindus believe that you keep coming back to life to live on earth over and over again, and over many lifetimes you can escape this cycle and join Brahman. This is pretty far apart from Christianity and Islam, where you only live once and then either go to heaven or hell according to how you lived your life. Another difference between Hinduism and other religions is that they don’t have a central book like the Bible or the Quran. Instead they have sacred texts, and together they make a book called Vedas. The caste system played and continues to play a major role in India. Hinduism is not just a religion, but also a way of life, which affects everyday life of the average Indian. From marriage to friendship and from what you can eat to how you should sleep. In Hindu culture you can only be married to someone who is in the same caste as you are. Hinduism has played a huge role in shaping the history of southern Asia. The Pre-Modern Period of Hinduism, which was around the years 1500-1757, was a time where different cultures were starting to get involved in India and the Hindu religion. Mainly Islam. Professor Gavin Flood tells us in his article, â€Å"The History of Islam† that the Islam forces started in the North, and by the beginning of the seventeenth century Mughal power was brought into effect and in the article â€Å"The Mughal Empire – Akbar† they really give an inside look at the life and reign of Akbar. Akbar, who was one of the greatest leaders of the Mughal Empire and in Indian history, was very tolerant to religion. In fact, he actually married a Hindu princess. Akbar allowed the Hindus to practice freely. However, his great grandson, Aurangzeb, who ruled from 1618 to 1707, restricted Hindu practice and destroyed many Hindu temples. He was the last of the Mughal Emperors. Although under his rule the Mughal Empire reached its greatest extent, he was also the reason for the empires fall. The British Period, which starts at 1757 and goes all the way to 1947, started with Robert Clive’s victory at the Battle of Plassey, which ended the Mughal Empire and the rise of British supremacy in India. Before the Indian Rebellion in 1857, India was divided into many small and unstable kingdoms, until the entire country fell into British rule. In the beginning of British rule they were very lenient on religious tolerance, and allow the Indians to practice their Hindu religion. Slowly over time, Christian missionaries started going to India trying to convent the Indians. Shortly after, British scholars started going to India and started to try to westernize the local population. Some tried to make the Hindu religion more modern and western, and created Neo-Hinduism, as it says in the article by Brian Smith, â€Å"Hinduism†. Hinduism has come a long way in history. Most people would say the Hinduism is still just as pure as it started, even with foreign invasions like the Mughals with Islam, and the British with Christianity. Although they’ve tried, foreign missionaries could not convert the Hindus to either Islam or Christianity. Until today Hinduism is still mostly practiced in India and very little outside of there. Even though Hinduism is a religion mostly practiced in only one part of the globe, it is still the third largest religion in the world. http://www.bbc.co.uk/religion/religions/hinduism/history/history_1.shtml http://religiondilama.blogspot.com/2009/04/when-did-hinduism-begin.html http://library.thinkquest.org/C006203/cgi-bin/stories.cgi?article=akbarsection=history/mughals/emperorsframe=parent http://www.encyclopedia.com/topic/Hinduism.aspx

Organization behavior Essay Example for Free

Organization behavior Essay 1.) Critically review learning theory. Learning theory is a routine that is carried out on a daily basis in order to have an experience in various fields of work. There are several theories that explain learning theory. One of the theories is Maslow’ Hierarchy of needs which explains that, when the need level is satisfied, it ceased to become a motivator and fulfillment of higher level is the next goal. (Francesco and Gold, 2005).The second theory is Hertzberg’s motivation hygiene theory which states that, employees’ growth and esteem needs are driven by the motivation factors, responsibility and achievement. This wills results into a job satisfaction at work place. (Francesco and Gold, 2005). The third theory is McClelland’s learned needs theory which explains that needs is learned through Childhood environment, social norms and assists in the understanding of individual motivation (Francesco and Gold, 2005). The last theory is ERG theory which contributes on Maslow theory. It has three categories of needs. Existence which is the physical and psychological need, relatedness which is the need to share ideas with others and feel secure and growth is the need to achieve to fulfill of self esteemed needs. The learning theories have assisted very many people at work place especially the people who are working in the organizations. (Francesco and Gold, 2005). There have been several philosophers who have tried to explain what is learning. Various theories of learning have been therefore have been discussed. Learning theories are the ideas about why or how changes occur. There has been a theory on the behaviorist orientation to learning .This theory is from theorist such as Thorndike, Pavlov and skinner. (Smith, 1999).This theory argues that people change their behavior from the kind of learning they get. People according to the theory are stimulated by the environment they live in. When people live in a good environment they learn to be good and vise versa. Behaviorists argue that people can be taught to produce behavior change in the desired direction. An educator trying to teach people to change should arrange environment of the person to get the desired response. People can learn through skill development and training as well as behavior according to behaviorists. (Smith, 1999). There is another theory on cognitive orientation to learning. Cognitivist such as Piaget, Bruner and Gagne believe that learning process is an internal mental process. Internal mental process includes receiving insight about information, processing the information, memorizing it and finally making a perception. (Smith, 1999).That is how the learning process is according to Cognitivist. People according to the cognitivist learn through the internal cognitive structuring. This structure helps people develop skills and capacity to learn better. Cognitive structure if followed can help a person develop intelligence learning and memory as function of age as well as learning how to learn. Whichever the theory that is followed learning is an important aspect of human being and people should strive to learn more to improve themselves. (Saljo,1979) 2. Positive and negative reinforcements, punishment and extinction in shaping behavior There are many types of positive reinforcements that Godot can use. First Godot can reward excellent behavior. This is normally a very effective method of reinforcing good behavior. (Verddelho, 1999)The implication here is that when an employee is rewarded for good performance, the employee feels motivated to do even better the next time. In the end this will lead to an improved performance which is good not just for the individual but also for the organization. The second positive reinforcement is recognition. Recognition here implies acknowledging excellent behavior of good work. In this case the meaning for this is that supervisors like Godot can simply acknowledge and commend a well performing employee like Diane. Recognition of good work has the implication of having positive congratulatory words for a job that has been well accomplished. This can simply be achieved by a simple word of mouth like ‘well done.’ Unknown to many supervisors, this simple act of recognition normally has a very positive effects on the motivation of an employee of an individual and can result in positive work behavior. (Francesca Gold, 2008) The use of incentives is another positive reinforcement that can result in improved positive behavior. In this case incentives can be in form of extra or bonus pay for exemplary performance. Incentives can go along way in improving an individual’s performance on the job. (Francesca Gold, 2008)This is more so if an individual is capable of making more money by displaying good performance method. In this case the issue of a tip was a good gesture to the employees since those with exemplary performance would feel encouraged to do more. One negative way of reinforcing behavior is through harshness. In this case, the employees will only perform well because of fear of reprimand by Godot and not because they feel a compelling need to work hard. This is a negative reinforcement because positive organization behavior should be forced but should come spontaneously. The implication here is that employees should not be coerced into behaving well but rather positive behavior should just come naturally. This therefore means that these employees should not work hard because of fear of being reprimanded by the supervisor but instead should do so because of a need to do so. (Dwyer, 2005) 3. Discuss the impact of these reinforcements and punishment has on behavior and on Diane’s behavior specifically Reinforcement theory suggests that a reinforcement/reward and punishment of certain behavior will most likely result in a repeat of that particular behavior. That is to say that if behavior is not recognized or appreciated chances of it being repeated will be low. . (Francesco Gold, 2005)   However, the consequence of reinforcement is determined by whether it is negative or positive. Positive reinforcement will motivate employees and result in behavior that will increase an organization’s output and the opposite is true. . (Francesco Gold, 2005) Diane works hard and her output is great. However, when she breaks a plate one day, Godot yells at her and even makes her pay for the broken plate and the cost of cleaning up the messed caused. Diane has been waiting all along for recognition but she only gets a negative reinforcement for her good output. As it is, it is better to motivate people for the right reasons rather than to punish them for the wrong reasons. (Skinner, 1957). Diane is punished for the wrong reason and fails to get reinforced for the right reasons. Negative reinforcement is not likely to motivate individuals and therefore this will in turn lead to them slacking in their work and thus the overall out put will be low. (Skinner, 1957).   It is because of this that she relaxes when carrying out her duties. Reinforcement suggests that behavior determines outcome and a person will be motivated to seek reinforcement and avoid punishment. When she got a chance to work at a fancy French restaurant at Sydney known La Maison, Diana a University Student could not spend her vacation at her parents home Queabeyan, since she needed money to change on her diet during her next semester . (Skinner, 1957). Ready to prove how good she was, she would balance several plates on her arm and the customers would compliment her on her efficient service, but one day she dropped a bowl of bouillabaisse appetizer on the carpet and hurriedly went for sponge while apologizing but   Godot shouted at her that he would deduct $24.95, $20 from her pay to compensate for appetizer and cost of cleaning rugs respectively, out of anger and confusion, next day Diana slowed down to avoid recurrence of same incident thus she carried   no more than two dishes at a time thus slugging her tips down (Skinner, 1957). Q4 .Effectiveness of hourly pay rates and tips as a method for reinforcing desired behaviors. Tips and hourly rates have been used as a mode of payment against other methods of payment like piece rate and monthly payments. There is a big variation in the effectiveness of the methods. When hourly rate is used as the mode of payment, it has been found to have an effect on quality and speed. These two factors are the one that determine the output of any activity (Encina, 2000). Payment in work acts as an incentive to the worker. Whenever the worker is paid well he will work well and poor pay means poor jobs. It is noted that the worker will always optimize what he has at hand. When he is paid hourly he will do he/her work according to the hour he is being paid. This will spoil the consistency (Encina , 2000). When tips are added to the hourly rate, the worker will optimize on the tips and he/she will improve on his hourly work to get more tips. Things are different when hourly pay is made without the tips as there will be no motivation. Paying on an hourly rate together with the tips may improve on speed but destroy the quality. The use of tips and hourly rate need a balance as what motivate the worker are the conditions of work. Diane on his part was being motivated tips (Encina , 2000). Apart from the pay, there are other factors that motivate worker during their work. Recognition during work is another factor that lender the effectiveness of work. A worker may improve his effectiveness due to tips. This will improve his/her efficiency. When a worker feels that his efficiency has improved, he will look for recognition.   Payment on hourly rates can improve the behaviors of the worker but additional inputs like recognition should be added. Diane opted to work in the right he will perfect the work and in return he will be recognized to get a better pay. For the behavior of an hourly paid worker to improve, incentives have to be added. This will help in improving the efficiency of work and altitude towards work will improve (Schildkraut 2003). The behavior of workers depends very much on the pay and recognition. As much as workers are paid hourly tends to improve the output, their behavior depends much on the supervision. Workers will always maximize on their man hours instead of employers manpower (Schildkraut 2003). Therefore to ensure that the behavior of the worker is good requires supervision. The supervision should not oppress the worker but instead it will help improve his behavior. The role of the supervisor for hourly paid worker is to help the worker to improve in his productivity. Though the supervisor will optimize on production, it should not destroy the quality of the work (Schildkraut 2003). In conclusion hourly rates can improve on the worker behavior but proper measures should be put in place to ensure that the objectives of the company or organization are met. The measure can include recognition after improvement, controlled supervision, and improvement after achievement. There should be no mistake of paying hourly for organization benefit but it should be to the worker (Schildkraut 2003).

Assessing the impact of e-HRM in the delivery of HR services

Assessing the impact of e-HRM in the delivery of HR services Human resource management has become one of the key concepts in assessing the competitive assets of many organizations. Today, with the implementation of new and upgraded HR technologies, organizations are managing human capital in a more sophisticated way. Consequently, the refined IT solutions are designed to administer a wide variety of human resource data which allow organizations to shift from the traditional ways of delivering HRM services to new web-based HR services to both managers and employees through the self-service HR portals. Accordingly, the digital possibilities have created opportunities for HR functions to develop more strategic role. And for this purpose, the HR professionals have to develop new competencies to carry out the new roles and responsibilities. 2.2 Technology as an HR-enabler Strohmeier (2007) defines e-HRM as the (planning, implementation and) application of information technology for both networking and supporting at least two individuals or collective actors in their shared performing of HR activities. The author further explains his definition of the e-HRM concept which utilizes information technology in a twofold manner. As a primary aspect technology is necessary to connect usually spatially segregated actors and enable interactions between them irrespective of their working in the same room or on different continents. Secondly, technology supports actors by substituting for them in executing HR activities. Therefore, technology serves additionally as a tool for task fulfillment. Moreover, the planning aspect highlights the systematic and probable way of applying information technology. The use of information technology points out that the sharing of HR activities is an additional feature that underlines the aspect of interaction and networking. Consequently, technological change is a key driver for HR transformation, providing the foundation to support HRs growing strategic focus, which in turn contributes to business results. Many authors have coined the e-HRM concept with virtual HR (M), HR intranet, web-based HR, computer-based human resource management systems (CHRIS), and HR portals. Yet, Ruel et al. (2004) notes that there is a fundamental difference between HRIS and e-HR in that basically HRIS are directed towards the HR department itself and the users of these systems are mainly HR staff. While, with e- HRM the target group is not the HR staff only but people outside the Hr department: the employees and management where HRM services are being offered through an intranet for use by employees. Marler (2009, cited Ruel et al. 2004) posited that the aim of implementing the e-HRM system is to improve the HR functions ability to reduce costs, support strategic orientation, and to provide client services to management and employees. 2.3 E-HRM: Challenges in the New Era There are four main challenges that organizations are facing while putting into practice the concept of electronic human resource management; globalization, technology, talent retention and development and change management. Globalization According to Razi (2006), globalization has resulted in significant implications for HR functions as they attempt to develop global HR strategies and design programs and processes to manage a global workforce. The human resources function now faces pressures to globalize by adopting service delivery models that better rationalize costs, leverage common technology and processes, and focus resources on global HR processes that can create competitive differentiation for the enterprise (Piercy and Vernon, 2008). Technology Wright and Dyer (2000) stated the technology challenge reflects how the most traditional businesses also become knowledge based in the e-environment. Ulrich (1997) found that technology has become a challenge for managers and the HR professionals as they are responsible to make technology viable and productive part of the work setting. Talent Retention and Development Purcell and Wright (2007) argued that with the increase realization that human capital is one of the key resources for sustainable competitive advantage, attention is focused on the management of knowledge workers. They further added that knowledge-based organizations seek to differentiate themselves by offering unique services and thus develop organization-specific skills. While, on the other hand, knowledge workers wish to develop transferable skills that will make them attractive to prospective employers. Therefore, this calls for management practitioners of knowledge-based firms to both retain and develop their knowledge workers. Change Management According to the CIPD research 2010, the organizational change is increasing, yet the high levels of failure indicate that effective management of these changes is still lacking. And such a gap indicates that there is much to learn about managing change more effectively. There is no single model of change and no single way out to effective management, but HR professionals need to ensure that managing change is a core part of their role since many employees might resist to the changes. 2.4 Outcomes of e-HRM Literature suggests that the various goals of e-HRM and the different types of e-HRM are expected to result in outcomes including more efficient HRM processes, a higher level of service delivery and a better strategic contribution (Sanayei and Mirzaei, 2008). Moreover, the e-HRM approach helps to achieve organizational goals. Ruel et al. (2004 cited Beer et al. 1984) discerns four possibilities: High commitment, High competence, Cost effectiveness, and Higher congruence. 2.5 Types of e-HRM Many authors found that IT has influenced HR in three significant ways which has given rise to the three types of e-HRM:- Operational e-HRM concerns the use of technology within HR focuses on improving the operational efficiency. Operational e-HRM provides free access to employees to keep their own personal data up-to-date through an HR website (Ruel et al., 2004). Relational e-HRM concerns more advanced HRM activities. It is where IT allows enhancing HR relationships externally with other parties within the organizations itself. Transformational e-HRM concerns more strategic HRM activities. It becomes possible for organizations to create a change-ready workforce through an integrated set of web-based tools that enables the workforce to develop in line with the companys strategic choices (Ruel et al., 2004). 2.6 Transition of Traditional HR to e-HRM Early in the twenty first century, as posited by Ulrich (1997), HR was viewed as antithetical to change, with HR systems providing impediments to, not impetus for, change. He also put forward that the emerging responsibility currently rests with external consultants, with many firms delegating the responsibility for driving change to external consulting firms. However, in organizations today, there is constant talk of downsizing, outsourcing, and redesigning how an organization operates to ensure it remains competitive and efficient, and is able to make the most of economies of scale and scope (Farndale et al., 2009). Walker (2001) and Knapp (2004) note that the transformation of HR requires analysis and identification of opportunities for improvement in the following areas, including: the people in HR and their competencies; implementing a new service delivery model; redesigning or automating work processes; restructuring the HR organization; redefining HR talent requirements; and implementing HR technology support. Walker (2001) further added that a transformed HR truly adds value to the organization. The e-HRM, therefore, provides organizations with great opportunities to re-think the way HR management is undertaken in organizations. 2.7 Conditions for e-HRM implementation 2.7.1. Alignment of web-based HR with business strategy. According to Raj (2007), the growing importance of human resources for organizational success has led to an increasing interest in making HR management a more integral, strategy-driven activity in the organization. Furthermore, the alignment of strategies and HR action is expected to be reached through competence and learning. The APQC (2005) posited that an HR organization must understand the business and have core HR processes in place to support the corporate strategy. To become more strategic, HRM strategy need to be in alignment with the business goals and also to avoid any inconsistency between HRM policy goals and that of the business. 2.7.2. Technology support for HR transformation Marler (2009) founded that developing an e-HRM system that creates or sustains competitive advantage, requires investments in information technology resources and specialized human capital that can integrate IT and human resource knowledge and experience. Furthermore, with the emergence of the Enterprise Resource Planning System that seamlessly integrates various business modules within the information architecture of any business enterprise, Human Resource Information Systems (HRIS) has become a crucial focus for management professionals (Kavanagh and Thite, 2008). Martin and Reddington (2009) put forward that the technology should take into account the e-HR goals, that is whether the architecture draws on operational technologies and operational skills demand of HR, relational technologies and HR skills and transformational technologies and HR skills in areas such as sophisticated search technologies, human capital management systems, e-learning and knowledge management platforms, virtual meetings software, etc. 2.7.3. Knowledge management and innovation In todays complex organizations, competitive advantage for business depends on the ways in which employees create and share knowledge in ways in that increase the bottom-line. The challenge of knowledge management therefore is to ensure that employees also benefit from developing and sharing knowledge (Holbeche, 2009). Knowledge-sharing should be encouraged in the organization. Knowledge management also helps to measure an organizations ability for implementing the new strategy. Knowledge management should be embedded in the corporate strategy. 2.7.4. Training and development To meet the organizational change requirements, training and development of employees is of utmost importance. As Knapp (2004) argued, changes to the HR function require changes to HR staff and skills which make HR talent management a key transformation priority. On the other hand, Walker (2001) stated that effective staff training is one of the critical factors that affect the quality of service delivery within a service center. Moreover, Yeung (1996) suggested that to sustain the transformation of human resource functions, HR professionals must be trained to be able to develop and demonstrate a new set of competencies to fulfill their changing roles and responsibilities. Likewise, employees should be trained to make use of the complex technology, improving their communication skills and develop problem-solving capabilities. 2.7.5. Employee behavior towards new e-HRM system Employees are the most important element in an organization and employee behavior and attitude are of particular relevance in bringing change in an organization. Employees might not accept the introduction of the new technologies in their workplace or even ready to make use of it. The HR function can make use of the Technology Acceptance Model or the Trust in Information System to determine the employee acceptance level of the new system. Therefore, HR should influence employees positive attitude towards the new system, employees should be convinced that this system would increase their performance as well as the organizational performance. 2.7.7 Work Redesign It refers to the use of modern technology to radically redesign business processes to gain efficiencies. HR must lead a redesign of the workplace so that work environments foster and encourage sociability, and help organizations tap into employees tacit knowledge to unleash creativity and innovation (Willmott, 2003). The process of redesigning the workplace provides more flexibility and choice to individuals. 2.8 Transformation Team An HR transformation team is formed with a clear mission for promoting the HR transformation. According to Ulrich, et al. (2009), the CHRO forms the HR transformation team with the support of the senior leaders of the organization. This team includes the HR leaders and professionals, representatives from line management, the customers and investors and also the consultants. HR Leaders and Professionals 2.8.1 Chief Human Resource Officer (CHRO) The CHRO sets the direction and tone for the organization. The CHRO also needs to sponsor the HR transformation. Ulrich et al. (2009a) states that the CHRO should initiate, take the lead in the design, and monitor the transformation plan. Porter-OGrady (2008) also found that the CHRO plays a critical role in developing new position descriptions, advising and supporting leaders in their new roles, and ensuring the different processes are adapted to the new model of governance. 2.8.2 HR Leadership Team Ulrich et al. (2009a) posits that leadership team consists of the heads of several departments. They are the HR leaders for businesses, the heads of the centers of excellence and the shared service HR leader. Their collective support is very critical in the transformation. 2.8.3 HR for HR These are the champions of the HR transformation who provide HR services for HR professionals. They need to have a strong reputation among HR professionals who look to them for guidance and among business leaders whose support may depend on their credibility. They are responsible for facilitating discussions of how to organize the HR department so that the center of expertise and embedded HR professionals collaborate to deliver value (Ulrich. et al., 2009a). 2.8.4 HR Professionals The HR professionals play a critical role in the HR transformation. The CHRO and champion of the transformation need to build the business case for the transformation, clearly define the deliverables, and create a blueprint for changing the HR departments and practices for this particular group. Moreover, the HR professionals also need to receive rigorous and regular feedback on how they are doing relative to the roles and competencies required of them (Ulrich et al., 2009). 2.8.5 Line Managers The line managers has the responsibility to provide a clear business focus for the transformation, to ensure that the transformation team has access to both internal and external information, to ensure that the right people are engaged in the process and to require clear and measurable results from the transformation (Ulrich et al., 2009a). 2.8.6 Customers and Investors In the HR transformation process, the HR practices should be aligned with the customer satisfaction. Ulrich et al., (2009), suggested that the customers can be directly or indirectly involved in the transformation since they can provide a deep insight of the organizational and leadership capabilities that they expect from the company. Moreover, the HR departments must align their practices with the requirements of the investment community. The HR transformation team invites key investors into their planning. In this way, the HR team communicates to the investors that their values are being inculcated into the companys institutional infrastructure (Ulrich et al., 2009). 2.8.7 Consultants and Advisors (Ulrich et al., 2009) put forward that the external consultants often add value to an organization by bringing experiences from other companies, by previewing and averting common challenges and by being independent contributors to the HR transformation process. However, success depends on the choice of the right consultant since they are involved in the right way and at the right time. 2.9 Redesign the HR department 2.9.1 Embedded HR professionals Dave Ulrich created the Ulrich model in 1997 to provide a broader insight of the roles of HR professionals should deliver: As strategic partner HR professionals align Hr practices with business strategies. As administrative expert, they deliver HR practices with efficiency. As employee champion, they help employees to generate commitment, develop competence and discover contribution. As change agent, they help on delivering an increased organizational capability and capacity for change. According to the author, the model was conceptualized to support the HR domain. However, as business conditions are constantly changing, the role of HR also has evolved. Figure 2: Evolved HR roles Ulrich et al. (2009) explained the new roles as follows: HR professionals are employee advocates, charged with making sure the employer-employee relationship is one of reciprocal value. Besides advocating for employees today, they build the future workforce as human capital developers. HR professionals are also functional experts, designing and delivering HR practices that ensure individual ability and create organization capability. As strategic partners, they help line managers at all levels reach their goals. HR professionals bring business, change, consulting, and learning know-how to their partnership with line managers, so that together they create value. And to tie it all together, they must be genuine leaders credible both to their own functions and to those outside. When these five roles are played within the HR department, HR professionals have more impact. HR Professionals Competency skills Ulrich et al, (2009) recommend that companies should focus on HR competencies since; they integrate the roles and activities of the HR professionals. Ulrich and Brockbank (2007) posited that HR competencies are not just knowledge but the ability to use the knowledge. Figure 3: HR Competencies Source: http://sitemaker.umich.edu/hrcs/executive_summary Ulrich and Brockbank (2007) proposed the above model suggesting that HR professionals must master competencies dealing both with people and business (large arrows). Following one of these two paths independent of the other, leads to failure.  Ã‚  Within these two dimensions, Ulrich and Brockbank (2007) arrayed six domains of HR competence, dealing with relationships, processes, and capabilities. Credible Activist.   The HR professional is both credible and active.   Some have called this HR with an attitude.   Ulrich et al, (2009) added that as credible activists, HR professionals create sustainable business outcomes as they link the people and business dimensions with energy, insight, sensitivity and impact.   Culture and Change Steward.   Ulrich et al, (2009) mentioned the HR profession appreciates, articulates, and helps shape a companys culture.  They continued with the fact that this culture starts with clarity around external customer expectations and then these expectations are transformed into internal employee and organization behaviors.   As being the stewards of culture, HR professionals respect the past culture and help to shape a new culture.   In addition, successful HR professionals facilitate changes by helping make culture happen and  by developing disciplines to make changes happen throughout the organization.   Talent Manager / Organizational Designer.   Ulrich et al, (2009) posited that the HR professionals master theory, research, and practice in both talent management and organization design.   Talent management focuses on competency requirements and the flow of people in the organization.   Ulrich et al, (2009) further pointed out that the organization design focuses on how a company embeds capability into the structure, processes, and policies that shape how an organization works.  Organization and talent work together since without a supporting organization, good talent would not be sustained and also an organization will not deliver good results without talented individuals. Strategy Architect. The HR professional has a vision for how the organization can win in the future and plays an active part in the establishment of the overall strategy to deliver on this vision.   This means recognizing business trends and their impact on the business, forecasting potential obstacles to success, and facilitating the process of gaining strategic clarity.   The strategic HR role focuses on aligning HR strategies and practices with business strategy. In playing this role, the HR professional works to be a strategic partner, helping to ensure the success of business strategies. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies. (Ulrich, 1997) Operational Executor.   According to Ulrich et al, (2009), the HR professional executes the operational aspects of managing people and organizations.   Policies need to be drafted, adapted, and implemented.   Employees also have many administrative needs (such as, to be paid, relocated, hired, and trained).   HR professionals must ensure that these basic needs are efficiently dealt with through technology, shared services, and/or outsourcing.   This operational work of HR ensures credibility if executed flawlessly and grounded in the consistent application of policies (HRCS Executive Summary, 2007). Business Ally.   Businesses succeed by setting goals and objectives that respond to external opportunity and threats.   That is the HR professionals should have complete knowledge about the business, in other words they contribute to the success of the business by knowing the social context or setting in which their business operates. Finally, they have a good understanding of the parts of the business (finance, marketing, research and development, engineering), what they must accomplish, and how they work together, so that they can help the business organize to make money (HRCS Executive Summary, 2007). 2.9.2 Shared Service Centers According to Hunter (2005), the shared service center is fundamental to the delivery of the role of HR as administrative expert. He further explained that it provides the focused administrative excellence that drives financial efficiency and HR credibility through the quality of its output, getting the basics right, every time. The SSC also enables the consolidation of similar HR administration activities from multiple business units. By consolidating processes, the SSC is able to control transactional administrative activities better, drive out costs and create a platform for investment in new technologies. Literature describes that the shared service centers allows employees and managers to manage much of their HR administrative work which is known as the self-service. The approach of employee self-service helps employees to update their own transactional records (which may be associated with their personal details or with a process). Self-service also provides a means for employees to have access to data to resolve their own queries (online policies or HR process description). The management self-service, on the other hand, gives managers the freedom to move beyond traditional day-to-day administration and concentrate on improving the performance of employees. It provides management with tools needed to efficiently perform routine employee administration, as well as the information required to help employees improve their performance and enhance their skills. It also minimizes unnecessary human resource involvement in manager-employee interactions while increasing organizational produ ctivity. 2.9.3 Center of Excellence Hunter (2005) stated that the HR business partners need the support of the deep technical knowledge of the business that has traditionally resided in HR. The Centers of excellence is separate entity which offers businesses specialist skills and knowledge in particular areas like compensation, benefits and employee relations. The centers of excellence, also called as the centers of expertise, bring together technical experts in each HR area who would otherwise be distributed throughout a firms business unit, allowing ideas to be quickly developed and shared. The centers of expertise often focus on transformation-based services or HR activities that help implement strategy, create a new culture, or accomplish business goals (Ulrich, 1997). Moreover, Hunter and Saunders (2005) postulated that the culture and tacit knowledge about how people management activities should be defined and introduced are supposed to be lost as the HR teams get closer to the business and move away from HR and the Center of Excellence provides a means to address this issue and indeed creates a more favorable situation that the old model allowed. Ulrich et al (2009) postulates that the center of expertise HR professionals plays several important roles in an HR transformation: They create service menus which are aligned with the capabilities driving business strategy. They identify needs and recommend services most important to the situation. They collaborate with embedded HR professionals in selecting and executing the right services. They create menu offerings if the current ones are insufficient. They manage the menu. They shepherd the learning community within the organization. 2.10 Barriers to implement e-HRM In a recent survey, HROA (2009) found the following as the most prominent hurdles to HR transformation: Lack of staff expertise Many companies might fail to provide the right training to employees and this causes an obstacle in the change management process. Therefore, HR professionals must make sure that employees possess the right skills for the new working system. Internal bureaucracy More often, organizations use the bureaucratic style of leadership, where all decisions are made at high levels of management. However, it is not always right to use the bureaucratic management style, since employees will not be encouraged to work and as a result their performance level might be low. Lack of adequate technology Another type of barrier is the lack of adequate technology. Organizations which do not have adequate technology support for the transformation. The right technology must be available for successful change management. Underestimation of the resources needed While thinking for a change, organizations must plan to have the required resources because lack of resources will end up as a barrier. Planning should be done in terms of human resources, financial support, technological support, etc. Lack of employee and business buy-in Employees should be completely involved in the transformation process. Change initiatives should be incorporated in the organizations mission. When employees buy into the mission, they become a force for driving the mission. In case, there is lack of employee and business buy in, this can cause a barrier to transformation. Lack of senior management support A lot of projects might fail if senior management does not provide their full support. They might not support the decision of implementing new working system or even providing funds for projects. Lack of support might be because management does not have all the facts regarding the need. Resistance to change Resistance to change might take several forms, such as employees might refuse to make use of new system, or even refuse to cooperate with the change. 2.11 Conclusion In close, human resource management has shifted from the traditional ways of doing HR to the use of new human resource information system which has made the work easier. The paradigm shift requires a transformation team who leads the transformation process in order to redesign the HR department and to make the transformation; several areas need to be considered. However, the transformation process fails due to some existing barriers. The figure below concludes the above literature. Figure 4: Conclusion