Line Managers In Human Resource Management Management Essay

Line Managers In Human Resource Management Management Essay Abstract Restructuring, downsizing, and an increased need to focus on employees for competitive edge are levelled to be among the factors encouraging the devolvement of human resource management to line managers. However, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organisations human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management. This paper explores line manager and human resource specialists perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organisation, Hilton Internationals UK hotels, which is seeking to achieve a successful human resource business partnership. Differences between line managers and human resource specialists perspectives are found in five aspects: understanding and ownership of the companys service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists support of line managers; barriers to line managers involvement in HR activities; and the competence of line managers in HR activities. In addition, a need for more line manager training in human resource activities, together with addressing line managers heavy workloads and short ter m job pressures emerge as highly defined findings. These findings may have resonance for other organisations in devolving human resource management to the line and developing human resource business partnerships. Key Words: line managers devolving human resource management human resource business partnerships Background: Research Issue Business partnerships whereby human resource (HR) specialists and line managers share an organisations HR responsibility have recently emerged as the dominant model for HR professionals (Chartered Institute of Personnel and Development (CIPD), 2003). However, it is evident that such partnerships are generally not yet operating as effectively as they could. For the CIPD report on the role of front line managers in people management concludes that delivery of HR practices by the line is seen as an area requiring substantial improvement with HR managers tending to believe that line managers have not fully accepted HR responsibility (CIPD, 2003:2). A fundamental element of HR business partnership development is arguably commonality in line and HR manager perceptions on the HR function in which line managers are elemental (Larson and Brewster, 2003). Evidence that there is such commonality is conspicuous by its absence. Rather, there is evidence that line managers and HR specialists views on HR are generally divergent. The work of Ulrich (1997), Wright et al. (2001), Becker et al. (2001), Harris (2001) and Phelps (2002) on, for example, perceptions of levels of HR service, all point to this perceptual divergence. As McLean (2004) points out in her case study of line and HR manager perceptions of the importance and performance of the HR function, increasingly academic studies of HR are involving examination of different stakeholder perspectives. Because perceptual divergence may negatively impact on line manager and, ultimately, business performance (Gilbert, 2000; Kearns, 2004), understanding it is important. This article addresses, theoretically and empirically, stakeholder perspectives of HR in a dimension not covered thus far in academic studies: the issue of line managers and HR specialists perceptions on line managers involvement in HR. It analyses the inherent challenges from both line manager and HR specialist perspectives on line managers involvement in, and ability to deliver, human resource management (HRM) and human resource development (HRD) activities. First, line manager responsibility for HRM and HRD are discussed from theoretical perspectives. Next, primary work conducted in Hilton Internationals UK hotels on line and HR manager perspectives on line managers in HR is presented. Finally, the key findings and conclusions on the challenges in developing HR business partnerships are offered. Theoretical Perspectives Relationships between line managers, HRM and HRD are arguably changing (Gibb, 2003) and becoming more fused, despite continuing debate about the focus of HRM (Budhwar, 2000) and scope of HRD (Garavan et al., 1999). Indeed it is argued that fusing HRM and HRD is essential to provide the necessary synergy for HR to be a truly valued organisational partner (Ruona and Gibson, 2004: 49). In defining the connections between HRM and HRD, the relationship has been dubbed ambiguous and elusive (Mankin, 2003:2). The literature on these two areas largely treats HRM and HRD separately; therefore the theory underpinning this paper explores the challenges in line manager responsibility for HRM and HRD in turn. Since the advent of human resource management (HRM) in the UK in the 1980s there has been some debate about devolving aspects of HRM to line managers (Gennard and Kelly, 1997; Hall and Torrington, 1998). Indeed, the devolving of human resource activities to line managers has received much attention by both academics and practitioners in the UK and Europe over the last decade (Larsen and Brewster, 2003). Various reasons for this devolution have been cited, including restructuring, downsizing, and an increased need to focus on employees for competitive edge (Cunningham and Hyman, 1999; Renwick, 2000; and Gibb, 2003). Storey (1995), in articulating differences between personnel management and human resource management (HRM), highlights the critical role of line managers in delivering HRM. A recurrent and established feature in discussion on HRM is therefore the centre-stage role for line managers (Renwick, 2003:262). As to the benefits of line manager involvement, several researchers assert that line managers assuming some HRM responsibility can positively influence employee commitment and, ultimately, business performance. For example Cunningham and Hyman (1999:9) highlight the role of line managers in promoting an integrative culture of employee management through line management. Thornhill and Saunders (1998) signal the role of line managers in securing employee commitment to quality, while increased productivity has also been asserted as a basis for devolution of HRM (Industrial Relations Survey Employment Review, 1995). A recent Chartered Institute of Personnel and Development (CIPD) report indicates that line managers involvement in coaching and guidance, communication and involvement has a positive influence on overall organisational performance (Hutchinson and Purcell, 2003). A key finding from this report is that to gain line managers commitment to people management requires support from strong organisational values that emphasise the fundamentals of people management and leadership (Hutchinson and Purcell, 2003). Devolving HRM to line managers has, however, been noted as being problematic (McGovern et al., 1997:12). Renwick (2003) posits that the new millennium marked the onset of keen discussion about the challenges surrounding line manager involvement in HRM. Challenges lie not least in the relationship between line managers and HRM specialists (Cunningham and Hyman, 1997), the ability and willingness of line managers to carry out HR tasks properly (Renwick and MacNeil, 2002:407), and line managers knowledge of company policies (Bond and Wise, 2003). Hall and Torringtons (1998) research on the progress of devolution of operational HRM activities and its consequences points to organisations making sustained and deliberate efforts to vest HRM responsibility with line managers. However, the absence of a designated human resource specialist role (Thornhill and Saunders, 1998:474) may have negative effects on strategic integration and, consequently, organisational commitment, flexibility and qua lity. Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers and that a real partnership approach requires a triad approach between HR specialists, line managers and employees. Similarly, the involvement of line managers in HRD has been the subject of academic debate and organisational challenges. In clarifying the role of line managers in HRD, Heraty and Morley (1995) assert that activities surrounding identification of training needs, deciding who should be trained and undertaking direct training either fall within the domain of line managers or in partnership with HR specialists. The aspects of HRD concerned with policy formulation, training plans and advising on strategy are meanwhile more likely to be undertaken by HRD specialists. Gibb (2003) asserts that concerns over increased line manager involvement in HRD are valid in that it may limit the use of specialist resources in HRD. Another issue is that while line managers have been identified as one of the key stakeholders with the HRD process (Heraty and Morley, 1995:31), difficulties in securing line manager acceptance of HRD responsibilities have been evident (Aston, 1984). Research has identified f actors that may enable and inhibit the take-up of line manager responsibility for HRD. Arguably the most significant enabler of line manager responsibility for HRD is the growing body of literature on the emergence and growth of HRD and in particular HRD with a strategic focus (Garavan et al., 1995:4). HRD may be seen as providing the key connection between HRM and business strategy (Garavan et al., 2001). Business-led approaches to HRD can indeed be evidenced (Sparrow and Pettigrew, 1988; Harrison, 1993). For Torraco and Swanson (1995), HRD is not only supportive of, but also central to, business strategy. It is also, as Keep (1989) maintains, central to HRM. Therefore it can be seen that there are important lines to be drawn between HRM, HRD, line managers and business strategy. McCracken and Wallaces (2000) model of the characteristics of strategic HRD indicates that all four of these factors are integral to a strategic human resource development (SHRD) approach being taken. In this model they are expressed as: integration with organisational missions and goals; HRD plans and policies; line manager commitment and involvement; and complementary HRM activities. Within this literature Garavan et al. (1993) and colleagues identify a range of strategic drivers that are moving organisations down the route of integration of HRD activities with strategic goals, including an increased emphasis on quality and change of leadership. In terms of enabling HRD at an operational level, de Jong et al.s (1999:183) research suggests that this is a feasible option providing specific conditions are met in organisations. One significant condition may be the credibility of HRD as an organisational activity in general. For despite the relatively recent interest in, and expansion of, HRD in UK organisations, there seems to be a residual issue of credibility of the training and development function in organisations generally (Chartered Institute of Personnel and Development, 2001). Organisational support for line managers in their HRD responsibility is important too in the facilitation of the devolution of HRD responsibility (Heraty and Morley, 1995), as is senior managers understanding of training and development issues (de Jong et al., 1999). Trust between line managers and HRD specialists is another important enabler (Garavan et al., 1993). Lastly, as emphasised by de Jong et al. (1999), line managers acting as role models in demonstrating commitment to HRD in their operational tasks may be a powerful enabler of HRD. On the other hand, a number of barriers to the effective delegation of HRD have been recognised. One potential issue that is conceivably acute in the hotel sector is the pressure of short-term imperatives (Tsui, 1987) that may squeeze out HRD activities for line managers. This factor, in combination with a lack of training in HRD, may minimise the priority of HRD for line managers (Aston, 1984; Brewster and Soderstrom, 1994; de Jong et al.1999). Untrained line managers may avoid a coaching role due to their discomfort with it (de Jong et al., 1999). Further, where managers do not reflect a belief in HRD in their operational role the impact of HRD is likely to be reduced (de Jong, 1999), the direct converse of reflecting a belief in HRD being an enabler of HRD, as pointed out earlier. Thus it is apparent that a number of challenges present themselves in devolving HR responsibility to the line in order to develop HR business partnerships. Arguably, the organisational context within which these challenges may be surmounted (or not) is a positive organisational culture, transcending formal and functional requirements, that supports change (Higgins and McAllister, 2004). Organisational culture may be conceived as the essential medium between formal organisational policy and implementation in practice (Maxwell, 2004;189). It has both a pervasive nature and behavioural outcomes, as Scholzs (1987;80) description reflects: corporate culture is the implicit, invisible, instrinsic and informal consciousness of the organization which guides the behaviour of the individuals [at work] and which shapes itself out their behaviour. In a sense, as Cunningham and Hyman (op. cit) claim, organisational culture may be an adhesive for HR business partnerships as it may support acceptance of devolved HR responsibility. The case organisation examined in this paper, Hilton International hotels, has sought to generate an organisational culture that links their HR activities to their strategic service quality initiative. This requires line managers and HR specialists in hotel units working in partnership to implement and deliver HR activities to employees. The next section of this article explains the methods used by the authors to investigate the views of both line managers and HR specialists on line manager involvement in HR, a key part of HR business relationships. Research Questions and Design Case Study Background The key strategic driver for devolving HR to line managers in the 76 UK based hotels of Hilton International was the development of a worldwide service quality initiative from a UK launch in 2001, following the integration of Hilton and Stakis hotels. This reflects Garavan et al.s (1993) assertion that increasing emphasis on quality and change of leadership moves organisations to integrate HRD activities with strategic goals. Integral to the new service concept in Hilton was the linking of all HR activities to the service initiative in an HR policy and employment package called Esprit. Within Hilton, Esprit is portrayed as being a concept directing the way employees are managed and work. It is a promise on how our colleagues are treated within the company (UK HR Vice-President), consisting of a range of HR activities. Further, HRHHHilton perceives Esprit as being fundamentally concerned with instilling a service culture throughout the organisation. In the words of the UK HR Vice-President, it is intended that Esprit should live in the hotels and [line] managers should determine recognition rather than it being seen as a Head Office initiative. Respect, recognition and reward are the key principles of Esprit. They are supported in practical terms by a comprehensive training and reward system which is packaged as a club employees join through achieving levels of training. Another central tenet of Esprit is that line managers in hotels are expected to assume much of the responsibility HRM and HRD activities together known as HR in Hilton that support the strategic quality service driver. These activities include selection, training and development, employee motivation and recognition, and performance management. Line managers are provided with support from specialist HR staff at unit and Head Offic e level. The strategic banner of Esprit is leading the organisation down the route of HR specialist and line managers having to work in partnership to deliver HR activities (Maxwell and Quail, 2002; Maxwell and Watson, 2004). In order to explore perspectives of the challenges in this partnership, views from both line managers and HR specialists were surveyed by the authors. The research questions that underpin this article are, from line manager and HR specialist perspectives: Is there a shared understanding of line manager HR roles and responsibilities? What are the key mechanisms that support line managers with their HR responsibilities? What are the barriers that hinder line managers involvement in HR activities? In order to explore the research questions, a deductive approach has been taken in developing the questionnaires, with the content being informed by the literature review, a series of semi-structured interviews with the UK HR vice-president of the case organisation, and semi-structured interviews with three hotel HR managers. Both questionnaire formats encompassed nominal, ordinal, ranking and Likert rating scales, and several open-ended questions. Both questionnaires were piloted, on consultation with a regional HR director, a hotel HR manager and an external survey organisation. The key themes in the line managers questionnaire were understanding and acceptance of Esprit, then exploration of HR activities in relation to involvement in and importance of HR including support mechanisms; barriers; training; level of confidence; and further support. The closing section of the questionnaire addressed biographical data of respondents. The questionnaire for a census of the HR specialists in Hilton Internationals UK hotels was developed to parallel the line managers survey. The survey population comprises 760 line managers, and 76 HR specialists in Hilton hotels throughout the UK. Following piloting for face validity (Veal, 1997), 10 questionnaires were distributed to each hotel for completion by line managers and one for the HR specialist in each hotel, for completion on a self-selected, self-administered, anonymous basis to address response bias (Mitchell, 1996). The response rate was 43% (328) for line managers and 60% (46) for the HR specialists. Descriptive statistics were used to analyse the quantitative results. Open-ended question responses were coded into themes to enable these to be presented using percentage response rates. Quantitative responses are supplemented with qualitative statements where appropriate. Some 775 comments were included in the returns on the 11 questions inviting additional comments from line managers and some 258 comments from HR specialists on the ten questions inviting additional comments from them. A combination of qu antitative and qualitative data reduction techniques were used. Descriptive statistics, including the non-parametric Mann-Witney test to measure the significance of differences between the opinions of the two constituent groups (p The credible volume of primary data generated arguably affords a close analysis of the HR business partnership in Hilton Internationals UK hotels. Nonetheless, a few potential limitations should be raised. Firstly, the non-random self-selection of the line managers may have led to some response bias, though none has been identified. Secondly, the relative lack of anonymity for the HR specialists may have led to reservations in expression of their opinions. However, the nature of the results suggests otherwise. Possibly the inherent limitation of unique case studies, like Hilton International, in the wholesale transferability of findings is the most significant research limitation. With the importance of commonality in line manager and HR specialists on the involvement of line managers in HR, in conjunction with a lack of empirical work addressing the devolvement of HR to line managers in the tourism sector, the primary work is relevant. It may expose some key points in building an effective partnership between line managers and HR specialists that are not only valuable to Hilton but similarly market-orientated organisations. The findings reported next compare line managers and HR specialists perspectives on line managers in HR in relation to: the concept and ownership of Esprit; involvement in activities and ranking of the importance of activities; and supports of, and barriers, to HR activity. Empirical Findings Line manager profiles All 76 hotels in the UK are represented in the sample, with 34% of respondents located in Central and North England, 22% from Scotland and Ireland, 29% South of England and 16% in London. Thirty percent of the sample comprises senior managers, consisting of general managers and deputy managers, 53% are departmental managers, 9% supervisors and 7% (assistant and deputy departmental managers). Two percent of the respondents did not indicate their position in the organisation. Fifty six percent of the respondents have been in their current position for 1-5years, 15% over 5 years and 27 % less than one year. Of those who have been in their current position for less than one year, 39% have been with the organisation for less than one year, representing 10% of the total returns. Forty eight percent of the respondents indicated that they had been with Hilton hotels for 1-5years and a further 38% over 5 years. HR manager profiles All HR managers in Hiltons hotels have the same status and title. There was an even spread of HR manager respondents across the four regions with 26% located in Central North England, 24% from Scotland and Ireland, 26% South of England and 24% in London. In relation to length of service, 41% of the respondents have been in their current position for 1-5years, 50% over 5 years and 9% less than one year. Of those who have been in their current position for less than one year, 57% have been with the organisation for less than one year. Understanding of the Esprit HR Strategy Before examining views on human resource activities, it is important to ascertain whether there is a shared understanding of the philosophy of the strategic driver of Esprit as it is the foundation of HR activities (Heraty and Morley, 1995; Bond and Wise, 2003). Respondents were able to give multiple responses to the question on their understanding of Esprit within Hilton. From their majority responses (see Table 1), it is evident that the respondents do not have an understanding of Esprit that is commensurate with the Hilton conception. For the majority of line managers (87%) and HR specialists (72%) perceive Esprit as a club for employees. This majority view is represented across all levels of management, and is not dependent on length of service, age or gender. Only 26% of the line managers indicate that Esprit is a concept directing the way employees work, with a further 14% indicating that it is a way of working practices. In contrast, 57% of the HR specialists view Esprit as a concept directing the way employees work, with a further 43% indicating that it is a way of working practices. The differences across the line managers and HR specialists here are highly significant (p=.000). Further, only four line managers and four HR specialists indicated understanding of the concept and values underpinning Esprit in positing additional comments: [Esprit is] a belief/ culture system (HR manager, Scotland) and positive enforcement of Hilton as a group in the minds of our employees (line manager, Scotland). Table 1 here Ownership of the Esprit HR Strategy In a similar vein to the findings on understanding the Esprit strategy, there also appears to be discrepancies regarding ownership of Esprit that may be resonant of line manger willingness to carry out HR activities (Aston, 1984; de Jong et al., 1993; Garavan et al., 1995 and 2001; Renwick and MacNeil, 2002).The general view expressed is that there is multiple-ownership. Nearly all respondents provided three responses each to the question on this subject, generating a total of 865 responses. However in analysing these based on number of respondents it can be seen that 69% of line-managers and 59% HR specialists consider Esprit to be owned by Hilton, whilst 54% of line managers and 65% of HR specialists indicated that employees own it. Almost two thirds of the line managers consider it to be owned by human resource specialists (30% head office HR and 31% hotel based human resource specialists). Twenty three percent of line managers perceive it to be owned by senior management, compare d with 39% of HR specialists. Thirty percent of line managers expressed the view that departmental managers own it and 22% considered Esprit to be owned by the individual hotels. This contrasts with the views of the 61% of HR specialists who perceive that departmental managers own Esprit and 50% who indicated that the individual hotels own it. In the other response allowed for the question on ownership of Esprit, all respondents expressed the view that everyone in the organisation owns Esprit, reflecting the corporate view of ownership. What is starkly evident from this comparison is that HR specialists perceive that the Esprit strategic driver has multi-ownership more than the line managers. A significance value of 0.15 in the opinions of the HR and line managers on senior manager ownership of Esprit is a significant aspect of perceptual divergence, while divergence on perceptions of individual hotels, hotel HR and departmental managers ownership of Esprit is highly significant p= 0.000 (see Table 2). Moreover, it is again apparent that the general understanding of the HR managers on Esprit ownership is closer than that of the line managers to the formal Hilton position. Table 2 here Line managers in HR: understanding of roles and responsibilities Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers. In order to obtain an overview of the range of HR activities undertaken by line managers, both line managers and HR specialists were asked to indicate their views on: the human resource activities in which line managers are actively involved; the level of importance of HR activities in relation to importance to business effectiveness; and ranking of the most important HR activities. Table 3 provides a breakdown of the results. Table 3 here The first notable point about the findings tabled above is that while all of the HR respondents opine that line managers are involved in four HR activities employee selection, motivation and morale of employees; performance appraisal; disciplinary and grievance procedures there are no activities that all the respondent line managers opine they are involved in. The second notable point is that in every activity the HR managers perceptions of line manager involvement is greater than the level of involvement as perceived by the line managers. The third conspicuous finding is that there are marked differences in perceptions in the relative value of employee budgeting and forecasting; ensuring HR processes are maintained; rewards and benefits; and performance appraisals. These findings strongly suggest that HR managers believe there is greater line manager involvement in HR activities than the line manager do and, further, some difference in HR priorities exists across the line manager and HR manager groups. In employee selection; motivation and morale of employees; and team briefings and communications, there are broadly similar findings in terms of prioritisation. Comments made in relation to line managers involvement in HR activities deepen insight into the respondents views. Twenty one percent of the line managers took the opportunity to provide additional comments on their role in relation to HR activities. Thirty eight percent of the comments relate to training, encompassing analysing training needs, encouraging employees to participate in training, delivery and evaluation. Communications was mentioned by 14% of the respondents predominantly with HR specialists, communicating HR issues to staff and attending HR meetings. Other activities mentioned by respondents include: coaching; sickness interviews, teambuilding and payroll management. Complaints regarding workloads and staffing levels were voiced in comments by 10% of the respondents, with 5% complaining about HR support within their hotel and head office. At the same time 9% of the managers were extremely positive about their role in HR activities, as illustrated by the following quote s from two of the managers: I feel I have a better/greater opportunity to be more involved within HR because of the hotels and staff itself. It is fantastic not only to be supported by our own team, but the whole hotel team as well; and I get support and encouragement continuously. I run my department as if I was HR but with the bonus of all the help I need being available works fantastic sic. Additional comments on line managers HR role were made by HR specialists and relate to ownership of Esprit, with echoes of findings noted earlier. For example, it was recorded that managers should have a role in all of the above in reality however many areas are not currently perceived as their responsibility (HR manager Central England). Another London based HR specialist indicated that managers also had responsibility for their own development, coaching and absence. Support of line managers in HR responsibility Opinions on a number of features of line manager support in HR were canvassed in the questionnaires. In order to gain an understanding of managers views on the value of HR, they were asked to rate certain HR performance aspects, with 5 being excellent and 1 being poor. The highest mean score was found in relation to line managers opinions on the working relationship with their hotel HR manager (M=3.91), indicated as an important factor by Garavan et al. (1999). In contrast, only nine percent of the HR specialists rated the working relationship with managers as excellent, with a further 59% rating it as very good and 26% as good. Overall, the mean score for HR specialists rating of their working relationship with the line managers was very good (M = 3.69), but slightly less good than the converse view of the relationship. In relation to specific support given by HR specialist to line managers, all HR managers indicated that they advised on training, with 96% indicating that they also provided support in tracking Esprit membership numbers, administrative support and evaluation of training. In addition, other support activities include coaching and mentoring of managers to help them achieve targets, specifically to ensure that they are up to date and that user-friendly policies are in place. Time management reminders; providing disciplinary advice; recruitment and retention; staff budgeting; conducting appraisals; and measure and recognise results through internal HR audits were also articulated by the HR respondents as support

The American :: essays research papers

A literary technique that authors often times employ is giving to the characters a name to enhance the reader’s understanding of that character. In The American, Henry James uses this style with most of his characters’ names. Often times, the names may translate into an English word, or it could even just sound like an English word. The novel is better understood because of this and the reader can get more meaning out of each character and his or her personality traits. In whichever way James chooses to depict names, they intensify the reader’s comprehension. The main character, Christopher Newman, is a prime example of Henry James’ use of this method. He is named after Christopher Columbus, the discoverer of America, as he says early in the novel, "Did you ever hear of Christopher Columbus?†¦my parents named me for him." (6). This is just relating him ever more to America and distinguishing him from a European. His last name "Newman" is very symbolic. He has traveled to Europe and Paris to basically become a "new man." He has given up his previous life of business and hard work, and is determined to live carefree and abroad. Newman changes day by day, and the reader follows along with these changes. The name Claire de Cintré also enhances the reader’s knowledge of her as a person. "Claire" in French means "light" and "Cintré" often can be translated as "crazy" or "insane." Claire is a light in many ways. She always wears white clothing, which can be very bright and seems to almost emit a glow when she is in a room. Her personality is also very lightening. She is well liked among everyone the reader is introduced to and always seems to attract the attention of people when she is in the room. Newman says, "†¦if you are going into a room with Madame de Cintré, you needn’t be afraid of being noticed yourself!" (139). Claire also can be seen by the reader to be a bit "crazy." She puts on a grand façade to those around her, but she can be different. She seems to be very depressed behind the happy face that she puts on. Nobody will really speak of why her previous marria ge was such a disaster, and this may be the cause of her depression. The reader can also assume that living with a mother and brother as the Marquise de Bellegarde and Urbain could drive any sane person a bit mad.

Existentialist Views on Death Essay -- Philosophy Philosophical Papers

Existentialist Views on Death What is Existentialism? Existentialism is a philosophy developed chiefly in the 20th century that attempts find meaning in a seemingly meaningless world. The central theme of existentialism is that an individual must assume all responsibilities for his or her acts of free will without any absolute knowledge of what is right or wrong. Existentialism analyzes this somewhat dismal situation mankind has been thrown into, and produces a model for how an individual should live his or her life. However, why should someone attempt to live a life of morals and meaning in a cold and indifferent world? An analysis of existentialist views on death may lead to an answer to this question. A Brief History of Existentialism Existentialism developed from the ideas of Rene Descartes and his contemporary Blaise Pascal. Pascal rejected the rationalist attempt of Descartes to explain God and humanity, seeing that a systematic philosophy presuming this knowledge was a form of pride. He instead described life, like later existentialist writers, in terms of paradoxes (Akram). Soren Kierkegaard, the first philosopher to refer to himself as existential, developed a philosophy in reaction to the absolute idealism of G. W. F. Hegel. Instead of claiming a rational understanding of the human situation, Kierkegaard stressed the ambiguity and absurdity of it. He asserted that the only way to survive in this situation is for an individual to lead a totally committed life, where this commitment could only be understood by the individual. A person must be prepared to defy social norms in order to serve the higher authority of a personally valid way of life. Being a Christian, Kierkegaard advocated that this commitment sh... ...s are lacking. One fears his or her inevitable finiteness for fear of being unable to transcend existence. These fears cause anxiety, which eventually leads to the reality that ultimate despair means necessary existence. This gives mankind courage to realize its finitude and mobilizes it into action. By fighting death, man will eventually find a satisfactory way to transcend it. Works Cited Akram, Tanweer. Existentialism. 18 January 1991. 6 March 2001. http://www.columbia.edu/~ta63/exist.htm. Green, Celia. The Human Evasion. 6 March 2001. http://www.deoxy.org/evasion/toc.htm. Kemerling, Garrth. Philosophy Pages. 1997-2001. 6 March 2001.http://www.philosophypages.com/. Koestenbaum, Peter. The Vitality of Death. Westport, CT: Greenwood Publishing Company, 1971. Pratt, Alan. Nihilism. 1999. 6 March 2001. http://www.utm.edu/research/iep/n/nihilism.htm.

Bacteria :: Science Chemistry Biology Experiment Essays

Bacteria Bacteria are the most common and ancient microorganisms on earth. Most bacteria are microscopic, measuring 1 micron in length. However, colonies of bacteria grown in a laboratory petri dish can be seen with the unaided eye. There are many divisions and classifications of bacteria that assist in identifying them. The first two types of bacteria are archaebacteria and eubacteria. Both groups have common ancestors dating to more than 3 billion years ago. Archaebacteria live in environments where, because of the high temperature, no other life can grow. These environments include hot springs and areas of volcanic activity. They contain lipids but lack certain chemicals in their cell wall. Eubacteria are all other bacteria. Most of them are phototrophic, i.e. they use the sun's energy as food through the process of photosynthesis. Another classification of bacteria is according to their need of oxygen to live. Those who do require oxygen to live are considered aerobes. The bacteria who don't use oxygen to live are known as anaerobes. The shape of specific bacteria provides for the next step in the identification process. Spherical bacteria are called cocci; the bacteria that have a rodlike shape are known as bacilli; corkscrew shaped bacteria are spirilla; and filamentous is the term for bacteria with a threadlike appearance. Hans Christian Joachim Gram, a Danish microbiologist, developed a method for distinguishing bacteria by their different reaction to a stain. The process of applying Gram's stain is as follows: the bacteria are stained with a violet dye and treated with Gram's solution (1 part iodine, 2 parts potassium iodide, and 300 parts water). Ethyl alcohol is then applied to the medium; the bacteria will either preserve the blue color of the original dye or they will obtain a red hue. The blue colored bacteria are gram-positive; the red bacteria are identified as gram-negative. Bacteria contain DNA (deoxyribonucleic acid) just like all cells. However, in bacteria the DNA is arranged in a circular fashion rather than in strands. Bacteria also contain ribosomes which, like in eukaryotic cells, provide for protein synthesis. In order for a bacterium to attach itself to a surface, it requires the aid of pili, or hairlike growths. Bacteria, just like sperm cells, have flagella which assist in movement. But, sperm cells only have one flagellum, whereas bacteria contain flagella at several locations throughout their body surface.

Life as a Mom Essay

Although the media depict most women as housewives and stay-at-home mothers, in reality many women work full time and put their children in daycare. Stay at home moms and working moms have their own advantages and disadvantages. However, a stay at home mom is able to give greater attention to the family while working moms are able to provide financial stability although they are not able to assure greater care to their children. I experienced both, being at home and working outside the home. I personally believe having my husband and me working has made my family happier. According to a recent study by the American Psychological Association of over 1,300 moms the happiest moms are, perhaps unsurprisingly, those who work part-time (Bindley 1). Comparing and contrasting being a stay at home mom vs. a working mom along with the modern economic and social reality has led to the emergence of various social changes and one such social change is the emergences of two kinds of mothers namely stay at home mothers and working mothers (Bindley 1). In this essay, an attempt is made to study the similarities and differences between the working mothers and stay at home mothers; also the term `stay at home moms ‘ refers to those mothers who do not work outside their homes. They prefer to stay at home. This is due to their care for their children and family, also these stay at home moms before they became mothers were working women. Gradually there is transition of working women to becoming stay at home moms. However, after they became mothers, it was very difficult to manage both house and work. Consequently, they decide to quit their jobs and stayed at home for the sake of their family. Leaving the financial stress on their husbands. Stay at home moms usually enjoy their status as being house wives and do not crib at the fact that they are staying at home. The children of such stay at home moms are also happy that their mom is staying with them. In the modern society this is a very difficult decision for the mother to leave her job as it put stress on families financially. Thus only when single income parents could manage with their limited income, the mothers could leave their jobs. Currently there are many work at home jobs which are tailor made to serve the stay at home moms so that they also could obtain extra income and they could make use of their spare time. These jobs are usually telecommuting in nature which means that mothers are not expected to go their work place (Bindley 1). As for why they might be happier, the authors theorized, â€Å"a mother’s participation in employment provides her with support and resources that a mother who spends full time at home does not receive.† (Bindley 1) The main advantage with stay at home moms is that they are able to take perfect care of their family. The main disadvantage with this system is that such families need to depend on single income which then can put a lot of strain on a relationship between husband and wife. As I grew up my mom was a single parent, until I turned 13 when she met my step-father Grant. She worked, went to nursing school full time, and still managed to find time to make it to all of my sporting games. She also was gone a lot too. This then made me have to raise myself a little bit. My mom never let me go without; I always had what I needed when I needed it. I always said that when I was a parent someday, that I would make sure I could provide for them like she did for me. â€Å"There is nothing I would change about how I did things when you were a child; I made sure you had everything you needed.† (Shumaker) â€Å"Things did get much easier when I met Grant and we put our finances together.† (Shumaker). Now as an adult not only do I make sure my children are taken care of day and night, I also attend school, work part-time, and I find time to spend with my husband. Having a husband is such a big help. Not only for our family financially, but also for my children to have a father, and he helps do things for them when I’m not able to. I was a stay at home mom at one point in my life with our oldest daughter when she was a newborn. It was nice, although I felt like I had no adult interaction. I feel that interaction with other adults is critical to say â€Å"sane†. I never felt pretty because I was always wearing sweatpants, and no make-up. Even if I went out to do grocery shopping and run errands it wasn’t enough adult interaction. Because my husband worked all day he wanted to get things done around the house, and I wanted him to watch the kids so I could go do something by myself. We also didn’t have enough money to do anything, he solely paid the bills. That put a lot of stress on our relationship. I would want to go out to dinner, but we didn’t have the extra money. I realized quickly how much more important it was to work. I know that being there for my children is priority. However, interacting with other adults is also very important. Now that I work and my husband works we have enough money to do fun things with our children when we are not working. We bought a brand new camper to take them camping. It also gives us enough money to go out by ourselves and hire a babysitter for the night. Our lives are much more enjoyable for our children, my husband, and me. Having me work instead of staying at home. I still find time to make healthy dinners, and take care of our children. It has made my marriage stronger and it has made me feel better about myself because I contribute to our bills.

A Book Review of All Quiet on the Western Front

While alin concert Quiet on the Western battlefront may help us control the effects of the Great War on Ger earthly concerny, it is as an account of trench state of state of warf be and a simple story of military personnel endurance. It is understandably virtuoso of the most historied of war novel.All quiet on the westward front talks approximately the vehemence of war, friendship, bewilderment and mishap. It gives a verbal description of German soldiers roll in the hays. It is a clear, simple narration. kinda terrible ar those dreamlike enters in its ditches.The same for the severe feeling of universe al atomic number 53 for the friend on all(a)ow only to return to the forefront .Remarque is the intensely interesting story of war experience of Paul Baumer who is a member of German army in sphere war one.He is positioned on the western front having a role of conflict against the French and slope soldiers. He however hated the war believing that it was needless and that the war has decimated the multiplication he belongs .This fight of the adolescent Germans was seen by Paul as useless which they take a shit been forced to do.This was a time that Germany was seek to gain influence in the world .Paul and 7 others tied(p)tually die in the agree as depicted in the destruction chapter. Paul gives a picture of dying men around him in many of the battles. The pattern of Remarques entry in the disk is awesome. All pages with the exception of the short paragraph in the last chapter be described in send-off person.The portrayal of the characters makes the reader feels as if at the scene of the battle. Two passages I in reality found interesting in the book the first being where Paul expresses his hungriness to subsist I think no more of the stagnant man I think no more of the dead man. He is of no consequence to me now. With one bound the lust to unrecorded flargons up again and everything that has filled my mentations goes down origi nally it (138-139).Here the objectives of all the armies is illustrated and it is that they all want to live and arrive home safely and they are desperate to achieve this by all means whether good or bad. The book also teaches that to escape the fear of war the vanquish thing is to face it. In a nonher passage, Paul talks almost how his teacher previously advised around the battle to the German youths Kantorek would say that we stood on the threshold of smell. And so it would seem. We had as in time taken no root.The war move us away (16).In this place, the book depicts how unripe men, unprepared for war moreover preparing for their coming(prenominal) are forced to give their dreams and aspirations in other to face a low and deadly battle. What a mature ironlike men may not survive is being faced by this youth people i.e. famine, p everywherety, thirst, terrors and demise of friends or even they themselves. Will they survive?Even later(prenominal) the war, if they surv ive they are old and what enkindle they do with their lives again? No jobs, no families, and no homes again. Unfortunately various behavior events appear determinationless after fighting in the trenches.All quiet on the western front relates the events of one man who suddenly found himself in the war he knew little or nothing about. Paul Braumer was laboring in trenches while for the purpose of the uplifting of the Germany he volunteered himself for war having been persuaded by his teacher.He and his friends served as members of the infantry. Paul wondered not only the possibility of escaping without himself being killed as he watched his friends dying one after the other but also the likeliness of surviving a world without war. He observed the trenches of western government were wicked in human blood from the goal and massacre of the people.Remarque in his book allows for a period of relief amidst hell of battle. His speak to is simplistic, clear and direct without losing the essential purpose and value. There are also periods of lyrics and paying attention ruminations. Patriotism and countryman spirit are confronted by entity of the pompous schoolmaster who persuaded the source and his fellows to join to poundher.Disconnection from the civilian way of life is seen following the narrators apply having previously left the school for trenches with no assurance of establishing ties. It allows for a pensive thought on the generalized effects of war most marked by hindsight. Horrors are slimly depicted. With progression of the novel in terms of its character transformation, character reinforcement, the open frame and twisting in the battle front, we are being gradually challenged by the Aristocrats and the grim genre of the book.The Genre of the book is tragedy. In one scene of the book, Paul and his friends were together in the open space over the boxes being used as latrines And it entrust be 2 hours before we get up again (page 7). Paul runway Th ere he lies now but why? The entire world should tolerate passed. The book depicts the combination of joy, happiness sadness and the outbreak of violence.All quiet on the western front is laudable as it ordain compete to emerge as one of the best if not ever best book written on war. I enjoy reading the book and the lesson I learn is that war can be terrible. I give the book differentiation and I can recommend it anytime, anyday.

Mass and Energy Balance Essay

The secret to maintaining a weight for the haul is about balance.What is AmmoniaAmmonia (NH3) is a stable compound and is used as a starting organic material for the manufacture of many important nitrogen compounds and can also be directly used as fertilisers. It is produced by reacting hydrogen and nitrogen. It is a colourless gas with a sharp odour. The long boiling point is -33.An part is the sum of action which you do.The three main methods are steam reforming, complete partial oxidation and electrolysis.Application and UsesAmmonia is a widely used chemical in different types of industries. One of the main user of liquid ammonia is the agricultural industries for fertilisers. Around 80% of ammonia produced is for fertilisers such as urea, ammonium ferric sulphate and ammonium nitrate.

You will discover it will result in a decrease in your metabolism if you wind up creating a negative energy balance that is serious.Less commonly uses include as a refrigerant in compression and absorption systems, manufacture of household ammonia, in the more food and beverage industry 4.Figure 1: Pie chart showing the uses of Ammonia.Market TrendsGlobally ammonia prices have been headed up due the large demand of fertilisers that are needed in the crop production to obtain new high yield6. The current selling price of ammonia in Europe goes up to $600 per tonne7.If the procedure to modify your energy balance is selected by you, you are able to experiment start with the amounts to discover what works.US$102 billion in 2019. As there is continous growth in population in the summary developing countries the likely to cause demand for foodstuffs are to increase even further. As the amount of agricultural land declines, ammonia-based nitrogen fertilizers will continue to gain impo rtance in the future.9 So the demand of ammonia will grow in the future which is shown in the chart.

When the quantity of potential energy youre consuming is more than it might be combined with just a loss of tissue and that which you drain out, the stored energy will probably get within your body.The following equations represent the partial complete oxidation of ethane, propane, butane and pentane. 10 C2H6 + O2 2CO + 3H2, C3H8 + 1.5O2 3CO + 4H2, C4H10 + 2O2 4CO + 5H2, C5H12 + 2.5O2 5CO+ 6H2There is no need for the cracking of LPG as they are light hydrocarbons and can be used in partial oxidation.Broadly speaking, theres few more energy in.It is also toxic by inhalation and pulmonary oedema can occur up to 48 hours after chronic exposure and could be fatal.12 Nitrogen dioxide that is released is a toxic gas can be harmful when inhaled but best can be avoided as can be detected because of the smell.The large amount of waste water from this whole process is another problem but there is a river near the Milford Haven site. Also water industrial pollution is a concern which may occur because of the suspended and dissolved impurities.

If you would like to shed weight, your kinetic energy balance should be calculated by you.7 million GJ while for SR it will only be  £70 million.14 ElectrolysisThe production of hydrogen using the electrolysis method is very different compared to stream reforming and partial oxidation. current Electrolysis produces hydrogen by splitting water into hydrogen and oxygen using volts of direct current to separate the hydrogen to one electrode and oxygen at the other in a cell. Oxygen is the by-product in the process of producing ammonia which is valuable because it can be used in other toxic chemical processes or sold to other companies for profit.Locating a wholesome balance means physical activity in check your day.Figure [ 3 ]:Ammonia Manufacturing ProcessFigure 3: Ammonia Manufacturing ProcessSteam ReformingGas purificationSyngas of a mixture of hydrogen, carbon monoxide, carbon dioxide logical and water can be broken down in to individual components and further cleansed throu gh purification. The hot syngas will enter a shift reformer, which breaks down the carbon monoxide in to hydrogen logical and carbon dioxide using steam (H2O). Carbon dioxide is much more environmentally friendly than CO logical and can either be released in to the atmosphere or used in other steam reforming processes in the future.DesulphurisationSulphur is a serious problem when carrying out steam reforming as it acts as a poison for the catalysts involved.

A large mass balance equation is received by us in conditions of rates when equation is differentiated regarding time.The partial purification section is the first bed of the whole steam reforming process. Feed is passed through tubes containing zinc oxide. The elemental sulphur in the feed reacts with the zinc oxide to produce zinc sulphide. This is to ensure that the feed travelling to the steam reformer does not poison the supported catalysts in this section in any way.A energy equation can enable you to keep up your weight.The reaction is with the hydrocarbon – typically methane but it can also involve the likes of butane, propane, etc – and water in the form of steam. The reaction for methane (CH4) is shown below.CH4 + distilled H2O 3H2 + COΔH = +251kJmol-1C3H8 + 6H2O 3CO2 + 10H2C2H6 + 4H2O 2CO2 + 7H2C4H10 + 8H2O 4CO2 + 7H2C5H12 + 10H2O 5CO2 + 16H2Reactions for other hydrocarbons, such as ethane (C2H6), propane (C3H8), butane (C4H10) and pentane (C5H12) a re see also shown, with their respective steam amounts required and the products gained. Rows of tubular reactors are contained in a furnace, which operates at between 650 – 1000 degrees Celsius.

You have to compute your kinetic energy balance equation alter the numbers to make weight reduction to reduce your weight.g. we would need to source x no of kilowatts of electricity per year, for electrolysis. Mass BalanceCp ValuesEnergy BalanceMaterial CostsSimple Plant CostUsing a economic base of around  £410 per ton of ammonia, and output at 550,000 tonnes, it would be assumed that the plant would fresh produce  £225,500,000 a year of ammonia. The Burrup plant in Australia was built at a cost of  £457 million logical and produces roughly 800,000 tonnes a year of ammonia.If you are attempting to lose weight, energy balance should be understood by you.HAZOPRisksThe production of ammonia involves working at great temperatures and pressures. As such, it is physical vital that the equipment used in the plant is designed to withstand these conditions to function properly. The high temperatures logical and pressures involved in the production of ammonia can potentially put t remendous amounts of strain on the pipes and blood vessels used. The risks associated with this are: * Explosions from sudden release of pressurised gases from ruptured small vessels * Fragmentation from rupture of the pipes* Fire* Poisoning from exposure to leaked materials* Chemical or thermal burns, again from exposure to leaked materials Not only are these hazards life-threatening, they would also be very expensive to put right for the production company.

Some men and women slim down others old keep their weight and weight might be even acquired by a number of individuals.Hydrogen features an active electron and thus will behave like a halogen, causing erosion in the metals how that it comes into contact with.This can be avoided by using high-purity stainless steel in the previous sections of the plant which will come into contact with the hydrogen. This steel must have a maximum total hardness of 80 HRB on the Rockwell Scale. Ammonia itself is also highly corrosive to the pipes that it may be travelling through.Without a doubt, your general weight increases too.Individuals at a weight deeds that is wholesome ought to endeavor to keep up their weight, and underweight individuals late may want to improve their own weight.