High School Failure Outline Essay

I. Introduction: My high school experience was a failure not a success. A. Every person goes through high school with different influences, creating personal perspectives and experiences. I’ve learned many different things through my high school journey, some positive but more so negative. High school was entirely a negative experience for me, creating a poor view on the rest of the world. B. The main things that hindered my high school experience were my friends, my extracurricular activities, and my laziness. These caused negative influences on my grades, and created a barrier between me and my education. II. Bad choice of friends A. Friends had no drive for school either-I wasn’t able to focus on what really needed to be done. B. Peer Pressure- The pressure of having to impress all my friends was something that affected me negatively. Their wants and desires of me kept me doing things that I didn’t need to get involved in. C. Lack of educational goals- There was no standard set between my friends, or goals that they had. Because of their lack of desired success I had nothing to set my standards upon, therefore keeping me from long term educational goals. III. Extracurricular activities A. Working too much- During high school I put too much time into working playing sports, and dancing, which took away from my education and study time. B. Sports & Dance IV. Laziness A. My personality- Because of my strong willed, opinionated choleric personality my bad choices were even bigger than realized. B. No support and encouragement from parents- Having no support from my parents also made it hard on me in high school. Seeking encouragement is something that every student desires and needs while going through school. C. No goals- When there are no goals set, there is nothing to strive and hope for in the future, creating no drive and longing for success. V. Conclusion A. Through the things that I experienced in high school ruined my perspective on things. B. College has changed my view on my life, and given me drive to finish and be successful.

Psychological Manipulation and Physical Control in 1984 Essay

Through the years many governments have tried to control their people through many different ways. However, none of those civilizations came even close to the amount of control that the government displayed in George Orwell’s 1984 had over its’ people. The government of 1984 addressed the task of controlling the people through two main techniques. These two techniques the government used were psychological manipulation and physical control to rule over the people. The government (also known as Big Brother) bombards the people of the civilization with rules, regulations and other methodical methods that cause the people to be anti-individualistic. The people are so focused on fallowing the laws in order to prevent the harsh penalties for breaking the law. These penalties for breaking the law ranged anywhere from the death sentence to many different forms of psychological torture modus operandi. One crime that the people could commit was called a thought crime. A thought crime was any thought that was not in line with Big Brother’s ideology. Not only does this control the people directly through the people’s actual thoughts (psychological manipulation) but it also dictates them physically through how Big Brother determines if someone is committing the thought crime. Big Brother determines a thought crime through using cameras everywhere and they examine the reactions on the face of the people and what they say to find out how they feel about what Big Brother is doing. This physically controls the people because it makes them not display any opposition to the government. Another example that concerns to Big Brother controlling the people was by the way that Big Brother had children brought up. The government brought the children into the organization called the â€Å"Junior Spies†. Once the children were in this organization they were taught and trained to betray their parents by being additional eyes and ears for Big Brother. This form of control psychologically manipulates families not to talk about anything that would display individuality. In addition to the psychological manipulation, this form of government controls the people physically through the reformation of how families interact with each other. Yet another example of Big Brother controlling its’ people is by taking away the passion and the enjoyment out of the bedroom. In the society that Big Brother establishes sex as something that should only be used for the reproduction to keep the population up. Sex is supposed to not be enjoyed and only done by specified members of the inner party. Sex expresses individualism and free thought, so by psychologically manipulating the people to not like sex they are eliminating more individualism in their society. Big Brother also displays another example of controlling the people by instilling nationalism in them. Big Brother takes the problems in the society and uses them to say that other parties and cultures are the reasons for their faults. This creates hatred in the people and stirs up emotional responses against the other parties and cultures. The way that the government does this is very similar to the propaganda tactics used by Adolf Hitler in Nazi Germany and also by Joseph Stalin in Communist Russia. The nationalistic propaganda is how Big Brother psychologically manipulates the population of the civilization. One last example of Big Brother psychologically manipulating the people is observed through the posters that the government hangs up. All around the civilization you are able to find posters that say â€Å"Big Brother Is Watching You! † This is a scare tactic that the government uses. Big Brother uses fear by creating an environment in which the people are constantly reminded that that they are being watched for disloyalty to the almighty government. That is how Big Brother manages to use posters to psychologically manipulate the people. There are countless examples of how Big Brother dominates these people lives through the use of psychological manipulation and physical control. The government uses their totalitarian power to strictly enforce its’ ideological control over the people. The people are trapped in a government which is full of so much propaganda and other psychological/physically abusive tactics that the people have grown accustom to the society that Big Brother creates for them.

Individual project 3 Essay Example | Topics and Well Written Essays - 1250 words - 1

Individual project 3 - Essay Example Study also focuses on political, cultural and religious factors that affect these countries expand EduTots. Infrastructure and Ability to Expand Infrastructure in France is the very complex infrastructure of world. In France, transport system is very good, and it is even possible in rivers. Railway network is also being developed, and there are almost 31,939 km of railways in country. River in heavy use and about 47 % of rivers are in use. Number of airports in France is 474. As infrastructure of France very well, so, country has opportunity to make distribution of country very well (Barron Berger and Black 2004). Advertising media in France are very advanced, and media is very successful. Due to increasing competition, companies in France to pay more attention to advertising, so would be suitable for EduTots to market your product in France and to promote the better way. Competition in France is very high, and thus, company has gained the advantage that country may well priced produ cts EduTots. Infrastructure in Ireland not put the lot of space, and country has been making continuous efforts to develop its infrastructure. Irish roads are below average and people filling almost every day. Transport system in Ireland depends on car, percentage of freight traffic on roads is 86 %, and passenger traffic is 97 % (Zhihong & Fang 2011). Road network in Ireland is about 87,034 km .Infrastructure as Ireland is not very structured and established, therefore, distribution system may be ineffective. To ensure good distribution system, it is necessary that company should have the developed infrastructure. Capacity of the Education Systems Company is not very established and therefore with respect to advertising industry in France has not been developed much. Toy industry is not much established in Ireland, so competition is low and country cannot properly price products EduTots. France education system is highly developed, and literacy rate is very high in France. Number o f people who go to school in France is 82 %, and developed teaching methods. Education system in Ireland is not strongly established, and rate illiteracy Ireland is 34 % (Grossman 2008). Standard of education in Ireland is not very high, but it is not even much lower. It can be concluded from system education two countries, system has ability to France education use products EduTots. Impact of Cultural, Religious, or Political Situation To integrate the active part in learning process, the group of teachers in school system of Philadelphia society created to address this market. This company was named EduTot. EduTot worked with developmental psychologists and experts in educational toys and games, to develop the set of layers of educational toys and games, which included the series of software modules. EduTot decided to expand its activities at international level , while recognizing that markets outside United States may have same need for products that include playing in learning process , to stimulate children's education K - 12 to go 6 (Kim 2003). Global expansion completely transformed life and performance EduTot. world has become all rewarding and challenging place to work with cultures, peoples and systems. World watched spread EduTot United States and then in developing countries. To this end, it has become necessary for almost all businesses working on their first place, and when they have enough control over their region of origin, they must go to national and international. It is need of

Reasons for project failure Essay Example | Topics and Well Written Essays - 1000 words

Reasons for project failure - Essay Example If there are loopholes in this stage it would result in getting the job done really worse. Clients are not aware of the fact that system development methods are evolving and technology is changing too at the same pace. The evolvement of the factors makes the development methods to take into account greater risk handling mechanisms and greater strength in identifying the methods and better exploitation of technology in the modeling of business processes (Casey, 2005). Another important aspect is that the client is often not able to understand the complexity of the system development processes which in itself is a great process to build the information system in stages. If the client keeps on adding requirements it gets quite difficult for the development team to analyze the requirements and put them in the right placeholder. Taking care of the ever addition of requirements by the client takes a lot of time and may result in project failure or slipping of the project schedule. The relation between the level of thoughts between the stakeholders and the technical design experts must flow in the same direction so that they are able to interpret the business scenario much better. The involvement of domain experts would be a great idea for success. The technical base of the software vendors must be considerably high in nature so that everything the technology can do must be well known in advance to envelope greater depth of the involvement of business functions. The lack of human technical and domain expertise would make the analysis of the business case quite imperfect in nature and there would be not much correlation among the contiguous stages in the project. Lack of domain expertise would make the information system design deficient of identifying the business side of the system project and its correct representation of the ideas and concepts would fail to mature at the technical front. Planning forms the

Digital Marketing Campaign for fictional event (Wind Racers Horses) Term Paper

Digital Marketing Campaign for fictional event (Wind Racers Horses) - Term Paper Example The main product that the company deal in is hygain balanced. This product can perform all the mentioned function and take care of the situations. The marketing for the product is majorly done through the website. The plan of the communication would involve considering different aspects. Cost is much essential in the planning. The company will consider the general cost of the campaign whether it will be expensive. The campaign should be cost efficient (Ryan and Calvin, 63). The much to be involved in reaching a given number is considered. There should be no much wastage. Influence is also considered in the planning. A website that is used should be that that can reach a large number of people who need the horse product. Personalization of the message in the website is also much considered. The credibility of the communication on the horse product is seen as such that the information is widely accepted to be accurate. Planning of the website advertisement should consider the control. The site information should be able to reach the targeted horse owners or those that deal with the animal product (Ryan and Calvin, 102). The plan ning on the website advertisement is done in stages. The objectives of the communication are identified and set. The appropriate budget is made such that the cost of the transmission is defined. The company should then decide on what they want the audience to know about the product and its impact on their horses. The targeted audience are then decided, and they should be those that deals with horses. Hygain Feeding Company produces hygain feed for horses. The pellets are fed are highly rich in vitamin E and selenium that are required by the horses for cell health, minerals, proteins and amino acids that are needed for muscle strengthening and muscle development. The product contains biotin for hoof and also coat health. The product has been improved such that the contents of the pellets also act as blood builders. The promotion of

Profiling Coursework Example | Topics and Well Written Essays - 250 words - 1

Profiling - Coursework Example I chose the television film since it provides a rational explanation to a real life event given the fact that the film is an adoption Keith Hunter Jesperson’s hunt and subsequent capture (Cettl, 2002). Furthermore, the film provides psychological explanations to the behavior of the serial killer thereby making it a perfect case for studies in forensic psychology classes. Forensic psychology could have helped the case by explaining the behavior of the serial killer. Additionally, forensic psychology could have helped in evaluating the mental stability of the criminal thereby providing expert advice on the appropriate mode of punishment for the criminal (Fulero & Wrightsman, 2009). Forensic psychology helps explains the motivations of the criminal and his appropriate punishment. Forensic profiling is a science since it employs the use of quantifiable hypothesis to trace and develop a relevant profile for a criminal. It requires a keen observation of the patterns in the crime that one commits thereby establishing the motivations of the criminal and possibly predicting his or her next crime (Turvey, 2011). Televisions and movies strive to capture the role of forensic psychology in their works. They use investigators who understand forensic psychology and can therefore provide rational explanation on the crime

The key behaviors needed Assignment Example | Topics and Well Written Essays - 250 words

The key behaviors needed - Assignment Example one’s way to address the inquiries and concerns of the customers within ethical and moral codes; (5) assumes professional stance by exuding qualities expected of the position: courteous, accommodating, responsive, attentive, committed and dedicated to the responsibilities of the job. To achieve the key behaviors, personnel assigned to serve the needs of the customers need to undergo training on to enhance customer service skills. As revealed by the site on Good Customer Service, â€Å"the most beneficial customer service training programmes are those that are customized and structured by a professional training provider so they focus on the core business of a company† (Good Customer Service 1). Further, the training should focus on assessing and identifying strengths and weaknesses in customer service skills to that the strengths could be further enhanced while addressing the weaknesses. To determine is customer service training is effective, the most effective measure to determine the progress is through customers’ feedback and measurement of improvement in achieving organizational goals (increased sales, increased profits and market shares, and repeated patronage from customers and referrals to new

Literature Review Dissertation Example | Topics and Well Written Essays - 1250 words

Literature Review - Dissertation Example Policies, for example, imposing tariffs on some goods and products are issues that make many organizations uneasy. To try and correct this issue, there have been several articles that criticize the moves that the WTO is currently employing. This paper will review some of the issues raised by authors and their take on the policies by the WTO. Authors’ criteria Faridul Islam, David McArthur, and Ian Wilson are the authors of â€Å"Globalization and the World Trade Organization: The Challenges Ahead.† This article reiterates what was said earlier by author Martin Khor on the troubles that the WTO faces in today’s trading economy (Islam, McArthur, & Wilson, 2007). Martin Khor is the Executive Director of the South Centre. It is an intergovernmental organization that aids developing countries in research. Previously, he used to be the head of the Third World Network. He criticized some of these policies, claiming that they do not consider developing nations in interna tional trade, and their stake in the global market. Khor implies that the WTO is biased towards the richer countries. This point is supported by the authors of the article on globalization. What people do not seem to realize is that there are poor countries that need to participate in trade. This is in order for them to help their economies grow and develop. The economies in third world countries keep going down the drain, and the people suffer due to the policies put in place by the WTO (Islam, McArthur, & Wilson, 2007). The difficulty with such strategies is that the vast population of people in the developing nations has nobody to look out for their interests. In the interests of the population in the developing nations, the policies that exist are out to serve the people of more developed countries. Their products reach a vast area of other continents, and they also get products from other areas. However, they do this at a much cheaper rate than the manufacturer used to manufact ure their products (Davey & Jackson, 2008). This is what has many organizations up in arms trying to figure out a way through these policies, and help the different economies in the member countries of this organization. Levels of analysis What the authors of the article claim is the point that developing countries lack the capacity to follow negotiations by the WTO. This presents a problem to these countries. In order to comprehend what goes on, they need to be an intricate part of the international community. This is when it comes to trade and the problems associated with trading internationally. Having high import duties on countries that can barely afford to export their products is not fair. This is as the authors suggest in the article and bring Martin Khor’s point to light. In order for there to be a fair chance for all countries to trade freely, the stipulations should be changed to suit the current situation (Khor, 2007). It is vital that everyone has the potential t o understand what impact such policies have on them and their economy. Trade cannot be trade if only one country or a selected few are involved in it. There has to be the fair exchange of commodities, products, goods, and services so as to call it trading. The creation of barriers in trade should not be out to benefit one country, while leaving some out in the cold (Krueger & Aturupane, 2000). International trade enables the coming together of people of different ethnic, cultural, and

Marks and Spencer and Change menegement Assignment

Marks and Spencer and Change menegement - Assignment Example These organizations must keep a close watch on the actions of their competitors, constantly monitoring the changes in the buying patterns of Europeans, and the demographics. However, there is a challenge that these business organizations might face, while investing in Europe. One major challenge is developing an understanding of the important areas of development and the changes in competitive patterns. Hayes (36) explains that policy makers of the business organization should include this information into the corporate strategies of the company. As opposed to other business organizations, the growth of Marks and Spencer has been attributed to its organic strategy, as opposed to an acquisition strategy. This is an indication that as opposed to increasing its market share through purchasing other business enterprises, Marks and Spencer has developed, by capitalizing on its core competencies. The company greatly focuses on production of high quality services and products, and this is an important business policy of the organization. Henry (52) maintains that strategists of Marks and Spencer have knowledge of the potential that the European Market has. Thousands of European visitors view Marks and Spencer as an important retailing company in the United Kingdom. Hence, they would most definitely carry out their shopping at the company. In the year 1975, Marks and Spencer opened its first branch in Paris, and it now has approximately 20 stores in the country. Currently, the company has a number of stores in the European Union. This paper is a case study, and it focuses on changes in the marketing structure of Marks and Spencer. This paper uses the Porters Five Force analysis in presenting its case. Marks and Spencer is a company operating in a competitive environment, and a variety of factors are affecting its outside environment. The company conducts its operations in a number of

NAEYC article assignment Essay Example | Topics and Well Written Essays - 250 words

NAEYC article assignment - Essay Example The United States is a diverse country and an early education centre is likely to have many children with different linguistic backgrounds. The inability of early child educators to speak all the home languages of children makes it difficult to preserve those languages. The lack of programs focusing on instilling early educators with relevant languages makes it impossible for the teachers to respond appropriately to the call of preserving home languages of children. The design of early education program still makes it a huge challenge for early educators to meet the needs of children and families in terms of linguistic and cultural diversity. Early childhood programs are basically designed with the main language as English, which does not reflect the diverse nature of the American population. The implementation of the NAEYC recommendations requires complete dedication of the early childhood educator. As such I will actively engage with parents and strive to gain knowledge about all the children in order to ensure that each child is served better. I will ensure coherent working relationship with parents in order to ensure that I provide quality care and education for every child under my

James Madison and his Contribution to Revolution Essay Example for Free

James Madison and his Contribution to Revolution Essay James Madison played a significant role in the American journey towards a constitutional government. He earned the reputation of becoming the father of the American constitution for defending it in the federalist papers, the system of government that replaced the Congress. His pen was a weapon of liberty and he was rightly chosen to write the Virginia Declaration of Rights. He identified the weaknesses of the articles of confederation as a threat to the hard earned freedom and worked towards strengthening them. He wrote essays in the federalist papers and took part in critical debates in Richmond (Vile, Pederson Williams, 2008, p. vii viii). In the constitutional convention in Philadelphia in 1787, he spoke in favor of constitutional replacement, a strong central authority, and an extended Republic (Kauffman, 2). His name appeared in every major event of the history of American Revolution and in the adoption of constitution (McCoy, 1991, p. xii). He served the Federal Congress during the final phase of the war for independence. He played a major role in rescuing both revolution and the constitution from the evils of monarchy in 1800. Among his contemporary men, he survived longer that he even led the aged survivors of the first revolution and their sons and daughters to the second war of independence against England (McCoy, 1991, p. xii). He worked with determination to end slavery in America (McCoy, 1991, p. 62). While working towards a successful Republic, he was thoughtful about the different interests and factions that prevailed in America. He wrote 29 of the 85 federalist papers (The American Revolution, 1). A new system of government, individual independence of the States, the authority of the Supreme, and a national executive were all his own ideas which the people of America enjoy even today after 210 years (The American Revolution, 1). He warned France and Britain for seizing the American ships and cited that they were acting against international law. According to Randolph, this protest had the effect of chilling pamphlet. After the British imprisonments of American seaman, Madison asked the Congress to declare war in 1812 (The American Revolution, 1).

Departmental imaging requirements Essay Example for Free

Departmental imaging requirements Essay Introduction Diagnosing, staging, and re-staging of cancer, as well as the monitoring and planning of cancer treatment, has traditionally relied on anatomic imaging like computed tomography (CT) and magnetic resonance imaging (MRI). Spatially accurate medical imaging is an essential tool in three dimensional conformal radiation therapy (3DCRT) and intensity-modulated radiation therapy (IMRT) treatment planning. CT imaging is the standard imaging modality for image based radiation treatment planning (RTP). CT images provide anatomical information on the size and location of tumors in the body. They also provide electron density information for heterogeneity-based patient dose calculation. The major limitation of the CT imaging process is soft tissue contrast, which is overcome by using contrast agents or using another anatomical imaging modality like MRI. One of the disadvantages of anatomical imaging techniques like CT and MRI is its inability to characterize the tumor. Tumors need to be characterized whether they are benign or malignant and if malignant it would be helpful to know whether the proliferation is slow or fast. Necrotic, scar, and inflammatory tissue often cannot be differentiated from malignancy based on anatomic imaging alone. Anatomical imaging has high sensitivity for detection of structural changes, but a low specificity for further characterization of these abnormalities. Single photon emission computed tomography and positron emission tomography (PET) are imaging techniques that provide information on physiology rather than anatomy. These modalities have been used for evaluation of tumor metabolism, differentiation between tumor reoccurrence and radiation necrosis, detection of hypoxic areas of the tumor, and other functional imaging. Radiation treatment planning requires an accurate location of the tumor and the normal tissue and also knowledge of the size of the tumor for contouring the treatment volume. Although PET provides necessary functional information for RTP, it has a few limitations. The spatial resolution of PET is too poor to give accurate quantitative information. The greatest limitation in using PET for RTP is its lack of anatomical information. This limitation of PET is overcome by evaluating PET and CT images together. Fused PET and CT images give better diagnostic evaluation than PET or CT images used alone (Bar-Shalom et al, 2003; Cohade Wahl, 2003). But fusion of PET and CT images are meaningful only when they are correctly spatially registered. Hence a proper spatial registration is required for accurate delineation of tumor volume. The necessity of accurate spatial registration of fused images requires different fusion techniques for different image datasets. Software fusion and hardware fusion are the two different approaches considered by the scientific community (Townsend et al, 2003; Townsend et al, 2002). Software fusion approaches use different transformation algorithms to fuse different modality images acquired at different times. The transformation algorithms are classified as rigid and non-rigid transformation algorithms. They are based on whether they fuse images of rigid-body (e. g. , head) or non rigid (e. g. , abdomen) objects (Patton, 2001; Yap, 2002). Although software fusion gives better diagnostic information than using separate images, physicians may not rely on the information if the fused images were acquired at different times. Also the chances of a change in patient position are high for image acquisition done at different times. The hardware approach of image fusion is headed towards designing a single imaging system to acquire simultaneously the different image modalities required. Hardware fusion is partially achieved by construction of a hybrid PET/CT scanner (Beyer et al, 2000; Townsend et al, 2004) which acquires different modalities sequentially. These hybrid scanners are two separate scanners enabled to operate in sequence one after another to acquire the different image modality datasets in a single imaging session. Although hybrid scanners do not give a true hardware fusion and have not proven to be a better fusion technique scientifically (Kalabbers et al, 2002), they have gained popularity for image acquisition in a single session. Due to reduced scan time and patient motion, PET/CT is considered reliable among the oncology community. These hybrid PET/CT scanners, due to reduced scan time and reliable registration of PET and CT datasets, are becoming common in RTP. A PET image fused with a CT image can be used in treatment planning to eliminate geographic misses of the tumor and escalation of dose to the hypermetabolic aspects of a tumor. Fused images improve the accuracy in staging of lymph nodes. Although the use of PET/CT in RTP is growing at a fast pace, little research has been done in the direction of validating the PET/CT datasets for RTP. Discussion CT images describe the electronic density distribution of cross sections of the patient anatomy. CT systems provide gray scale display of linear attenuation coefficients that closely relate to the density of the tissue. CT imaging evolved from conventional planar radiographs. In planar X-ray film imaging the three dimensional anatomy of the patient is reduced to a two dimensional attenuation projection image and the depth information of the structures are lost. In CT imaging several attenuation projection images for a volume of tissue are acquired at different angles. These sets of projection images are reconstructed by filtered back projection algorithm to generate two dimensional attenuation cross-section of anatomy of the patient. The attenuation measurement for a CT detector element is given by Equation 1 and Equation 2. Equation 1 represents attenuation measurement for homogenous object and Equation 2 represent attenuation measurement for inhomogeneous (heterogeneous) objects. _ P(x) =1n [I0] = ? x ? (1) __ _ I x _ _ _ P(x) = 1n [I0] = x d x ? (2) __ L _ I x In the above equation P(x) is the measured projection data for attenuation along the x direction. Io is the intensity of the x-ray beam measured without the patient in the way for that detector element. This is also known as a blank scan. I (x) is the measured intensity after attenuation by the patient.? (x) is the measured attenuation coefficient as a function of location in the patient. A CT scanner positions a rotating x-ray tube and detector on opposite sides of the patient to acquire projection images. Early CT scanners used pencil beams of x-rays and a combination of translation and rotation motion to acquire projection images (Bushberg et al, 1994). Modern CT scanners have a stationary or rotating detector array with a rotating fan beam x-ray tube. There are also two types of scanning: axial and helical CT scanning. In axial scanning the patient is moved step by step acquiring sets of projection images for each slice. In helical scanning the patient table moves continuously while the x-ray tube acquires a series of projection images. The projection images are acquired for a helical path around the patient. In helical scanning to reconstruct a cross-sectional planar image, the helical data is interpolated to give axial plane projection data before reconstruction. By removing the time to index the table between slices the total scan time of the patient is reduced. Also reconstruction can be done for any slice thickness after acquiring the data. This helical scanning is available in most of the current CT scanners. The reconstructed CT image is a two dimensional matrix of numbers, with each pixel corresponding to a spatial location in the image and in the patient. Usually the matrix is 512 pixels wide and 512 pixels tall covering a 50 cm x 50 cm field of view. The numeric value in each pixel represents the attenuation coefficient as a gray level in the CT image. These numbers are called Hounsfield units or CT numbers. The reconstruction process generates a matrix of Hounsfield units which give the linear attenuation values normalized to the attenuation of water. This normalization is given by Equation 3. CT Number (HU) = 1000 (? pixel ? water) ____________ ?water CT number gives an indication of the type of tissue. Water has a CT number of zero. Negative CT numbers are typical for air spaces, lung tissues and fatty tissue. Values of ? pixel greater than ? water correspond to other soft tissues and bone. Radiologists occasionally make critical diagnostic decisions based on CT number of particular regions of interest. Also attenuation values given by CT numbers are used to calculate the dose delivered to the tumor in RTP. CT number is an important parameter in CT images which must be frequently checked for accuracy. Positron emission tomography (PET) imaging generates images that depict the distribution of positron emitting radionuclide in the patient body. PET imaging often uses the F-18 fluorodeoxyglucose (FDG) radioactive tracer to track increased glucose metabolic activity of tumor cells and to provide images of the whole body distribution of FDG. When the positron is emitted by the radioactive tracer it annihilates with an electron to generate two 511 kev photons emitted in nearly opposite directions. These photons interact with the ring of detector elements surrounding the patient. If both the emitted photons are detected then the point of annihilation lies on the line joining the points of detection. This line joining the points of detection is known as the line of response (LOR). The circuit used by the scanner to record the detector interactions occurring at the same time is called coincidence circuitry. This whole process is called annihilation coincidence detection. Thus a PET scanner uses annihilation coincidence detection instead of mechanical collimation like gamma cameras to acquire projections of activity distribution in the patient. Projections acquired at different angles are reconstructed using iterative algorithms to generate cross-sectional images of activity distribution. The annihilation coincidence detection process allows many false events to be acquired. Corrections are necessary for these false events before the projections are reconstructed. The total events acquired are classified as trues, random and scatter. A true coincidence is simultaneous interactions occurring in the detectors resulting from emissions occurring in the same nuclear transformation. Random coincidences occur when emissions from different nuclear transformations interact in coincidence with the surrounding detectors. Scatter coincidence occurs when one or both photons from annihilation is scattered in the patient body and interact with the detector to give a false LOR. The acquired annihilation events need to be corrected for random and scatter events. Random coincidence events along any LOR may be directly measured using the delayed coincidence method (Levin, 2003). The delayed coincidence method uses two coincidence circuits. The first circuit measures both true and random coincidence events. The second circuit has a delay of several hundred microseconds inserted into the coincidence window, so all true coincidences are thrown out of coincidence. The counts measured in the second circuit are subtracted from the first to give true counts. Scatter correction is done for the projection data by model-based scatter estimation (Levin, 2003). The scatter correction factor is estimated by mathematical models and applied to the projection data before reconstruction. Image fusion was initially achieved by software fusion of anatomical and functional images. Software fusion was generally successful with brain and rigid body volumes. It encountered significant difficulties when fusing images of the rest of the body. Alignment algorithms fail to converge the two image sets due to problems of patient movement or discrepancies in patient positioning between two scans. Also involuntary movements of internal organs arise when patient are imaged on different scanners and at different times. Dual modality PET/CT imaging is a combination of imaging technologies helping to acquire accurately aligned anatomical and functional images in the same scanning session. Also an additional advantage of the combined PET/CT scanner is the use of CT images for attenuation correction. CT images can be scaled in energy and used to correct the PET data for attenuation effects (Kinahan et al, 2003; Kinahan et al, 1998). Dual-modality PET/CT was first built at the University of Pittsburgh in collaboration with CTI (Knoxville, TN) and Siemens Medical Solutions (Hoffman Estates, IL), combining separate PET and CT scanning devices into one device. The PET/CT prototype consisted of a rotating partial ring PET system and a single slice CT scanner mounted on the same rotating support. The CT scanner combined with PET often uses helical scanning CT to enable fast patient throughput, but new scanners with both helical and axial scanning are available now. The CT data is usually acquired first, followed by PET acquisition. There are typically two separate acquisition processing units for CT and PET, and an integrated display workstation. The acquired CT and PET datasets are sending to the reconstruction processing unit for reconstruction. Reconstructed images are fused in the fusion workstation. CT and PET images can also be separately viewed in the workstation. The protocol for PET/CT imaging starts with patient preparation. 5 – 15 mCi of FDG is injected into the patient 45 – 60 min before the start of image acquisition. After 45 min, the glucose circulates through the body; the patient gets ready for image acquisition by emptying the bladder. The patient is positioned on the table for an initial topogram. The topogram is used to select the scan range for PET/CT image acquisition. The scan range is selected as a number of bed positions. Once the image acquisition region is selected in the topogram, the helical CT scan is done first; it takes around 30 sec to acquire one bed position. After completion of the CT portion, the scanner bed is moved to the PET starting position and the emission scan is started. The emission scan duration per bed position varies with the detector technology used. With conventional bismuth germinate oxyorthosilicate (BGO) system, acquisition times will range from 5 to 8 minutes per bed position. The new lutetium oxyorthosilicate (LSO) technology reduces emission scans to 3 to 5 minutes per bed position (Humm et al, 2003). The CT data are used to perform attenuation correction. Image reconstruction is completed a few minutes after the PET image acquisition is completed. Since the CT data is used for attenuation correction, the total scan duration for a PET/CT scanner is shorter than that for stand-alone PET scanner, because the CT acquisition is much faster than a conventional PET transmission acquisition. Conclusion. To conclude, Positron Emission Tomography/Computerized Tomography (PET/CT) is an imaging test that produces high resolution pictures of the body’s biological functions and anatomic structures. These images show body metabolism and other functions rather than simply the gross anatomy and structure revealed by a standard CT or MRI scan. This is important because functional changes are often present before obvious structural changes in tissues are evident. PET/CT imaging can uncover abnormalities that might otherwise go undetected. For example, PET/CT can determine the presence and extent of tumors unseen by other imaging techniques, or detect Alzheimer’s disease one to two years before the diagnosis would be made with certainty by your primary doctor. PET/CT is believed to be the most accurate imaging test available to evaluate lung cancer, colon cancer, breast cancer, melanoma, lymphoma, head and neck cancer, and esophageal cancer. In published research studies, PET has been shown to have an approximately 90% accuracy in many of these cancer types. PET is the most accurate imaging test available to determine the presence of a dementia process such as Alzheimer’s disease. PET is also the most accurate test available to evaluate patients who have had a previous heart attack and are being considered for a procedure to improve blood flow to the injured heart muscle. References Bar-Shalom, R. ; Yefremov, N. ; Guralnik, L. ; Gaitini, D. ; Frenkel, A. ; Kuten, A. ; Altman, H. ; Keidar, Z. ; Israel, O. 2003. Clinical performance of PET/CT in evaluation of cancer: Additional value for diagnostic imaging and patient management. Journal of Nuclear Medicine, Vol. (44. ): 1200-1209. Beyer, T. ; Townsend, D. W; Brun, T. ; Kinahan, P. E; Charron, M. ; Roddy, R. ; Young, J. ; Byars, L. ; Nutt, R. A. 2000. Combined PET/CT scanner for clinical oncology. Journal of Nuclear Medicine, Vol (41):1369-1379. Bushberg, J. T; Seibert, J. A; Leidholdt Jr. , E. M; Boone, J. M. 1994. Essential of Physics of Imaging (2nd Edition). Williams and Wilkins, Baltimore. Cohade, C. ; Wahl, R. L. 2003. Application of positron emission tomography/computed tomography image fusion in clinical positron emission tomography-Clinical use, Interpretation methods, diagnostic improvements. Seminars in Nuclear Medicine, Vol (XXXIII): 228-237. Humm, J. L; Rosenfeld, A; Guerra, A. D. 2003. From PET detectors to PET scanners. Eurpoean Journal of Nuclear Medicine and Molecular imaging, Vol (30): 1574-1597. Kalabbers, B. M; De Munck, J. C. ; Slotman, B. J; Bree, R. D; Hoekstra, O. S; Boellaard, R. ; Lammertsma, A. A. 2002. Matching PET and CT scans of the head and neck area: Development of method and validation. Medical Physics, Vol (29), 2230-2238. Kinahan, P. E; Hasegawa, B. H; Beyer, T. 2003. X-Ray based attenuation correction for positron emission tomography/computed tomography scanners. Seminars in Nuclear Medicine, Vol (XXXIII): 166-179. Kinahan, P. E; Townsend, D. W; Beyer, T. ; Sashin, D. 1998. Attenuation correction for a combined 3D PET/CT scanner. Medical Physics, Vol (25): 2046-2053. Levin, C. S. 2003. Data Correction Methods and Image reconstruction algorithms for positron emission tomography. AAPM meeting. Continuing education, San Diego. Patton, J. 2001. Image Fusion in Nuclear Medicine – PET/CT. Abstract ID: 7192, AAPM Annual Meeting, Salt Lake City. Townsend, D. W; Beyer, T. ; Blodgett, T. M. 2003. PET/CT scanners: A Hardware approach to Image Fusion. Seminars in Nuclear Medicine, Vol (XXXIII): 193-204. Townsend, D. W; Beyer, T. 2002. A combined PET/CT scanner: the path to true image fusion. The British Journal of Radiology, Special issue Vol (25): S24-S30. Townsend, D. W; Carney, J. P. J; Yap, J. T; Hall, N. C. 2004. PET/CT today and tomorrow. Journal of Nuclear Medicine, Vol (45): 4S-14S. Yap, J. T. 2002. Image Reconstruction and Image fusion (PET/CT). Abstract ID: 8391, AAPM Meeting Abstract ID: 8391, Montreal. Zaidi, H. ; Hasegawa, B. 2003. Determination of the attenuation map in emission tomography. Journal of Nuclear Medicine, Vol (44):291-315.

HR Practices to Enhance Employee Commitment

HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i HR Practices to Enhance Employee Commitment HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i