Passing: Debut Albums and Best Friend Essay

What is going to happen now that the deed is done? What is the future for Irene? Did she push her or did she just fall? Clare was supposed to be Irene’s best friend. How could she push her? Clare has been passing through and now was spending a lot of time with Irene and Brian. Irene has now started to think that Clare and Brian are together. This hurt Irene her husband with her best friend how could they do that to her. Now she is spending all her time trying to find a way to save her life and family. Clare is having fun keeping her husband from knowing that she is half black. Clare’s husband finds out and goes to the party that they are at, and Irene knows that if Clare gets freed from her husband. She will take Brain for sure. It all happened so fast Clare fell. Irene pushed her out the window. She didn’t think she just pushed. What is going to happen to Irene was she seen and will she get in trouble? Irene has been upset for a week before the party. Clare, Irene’s best friend, was spending a lot of time with Brian and she is still hiding the fact that she is half black from her over racist white husband. All he does it insult black people constantly. Clare was beautiful as Irene would say. Irene didn’t start to think there was anything wrong until a week ago. Irene was sure that Brain was mad at her. He had been is a bad mood all that last week. Then when Clare came over it was all good. This is what told Irene the truth she knew right then and there that Brian had been cheating on her with Clare. Irene was hurt but what could she do. How was she going to be able to keep Brian? What was going to be her next move? Irene was thinking a lot she was not sure what to do. She thought about telling Clare’s husband, but she didn’t know how to tell him. That wouldn’t work if Clare was free from John then what is holding her back from taking Brian away. No she couldn’t let that happen. She couldn’t lose Brian she just couldn’t. That night they were going to go to a party Irene didn’t really want to go she and Brian had just had a fight. She got ready to go. On the way up to the party Brian had Clare and Irene on his arms. It was bothering her the way they acted around each other. Clare was standing by the window when John started pounding on the door. All Irene could think was John found out. Irene couldn’t let her get freed. She just couldn’t let it  happen. She ran for Clare and grabbed her arm. Then it happen it was so fast Clare fell out the window. How did it happen? What will happen next? Did she push her? Did she fall? Irene was freaking out, knowing what she had done. Then she had a terrible thought. What if she is still alive? She would lose Brian for sure if she was alive. She was going to have to go down. â€Å"Should she put on her coat? Felise had rushed down without any wrap. So had all the others. So had Brian. Brian! He mustn’t take cold!†(pg.178) So she went down the stairs. When she got down there she went to Brian. She gave him his coat, but he rapped it around her. People were asking what happened. Someone asked Irene what she saw, did Clare get pushed by her husband. â€Å"You’re sure she fell? Her husband didn’t give her a shove or anything like that?†(pg.181) Irene’s answer was short and sweet. Irene told them that Clare just fell. She said no one pushed her. I bet that Irene was going crazy after that. Would they find out? All Irene wants was to be free of Clare and live happily with her husband. Now her life is unpredictable what’s next what going to happen to her family. It is mostly going to be like this. Now that Clare is died Irene and Brian will be happy again. For a while then Brian will get sad again and maybe he will want to leave Irene but won’t because of their kids. Jack will feel the loss for a while but then he will go back to his racist way he will leave and go home to his daughter and he will tell her that he hates her and that her mother was have black and a lot of other horrible things. He will try and kill her or he will send her away to a boarding school. He will never want to see her again. He will find a racist white women and marry her. Irene will be scared and looking over her shoulders her rest of her life. Always worrying if they found out. Irene will want to start over and forget. She will never get too thought she will have to ask Brian to let them move. Irene will want to leave or at least move to a different house. She will never want to think about Clare again. That won’t be possible because every party ever event she goes to she will think of what she has done to her best friend. She pushed her best friend out of a window after all she been though thou it still does not seem right and the biggest reminder of all is Brain.  Every time she looks at Brian she will remember that her cheated on her with her best friend. Irene will never get away from the fact. She killed Clare. She was the one that pushed her out that window! Irene went through a lot. I was still not right for her to push Clare out of the window though. Irene was cheated on with her best friend. Brian was always miserable when he was with her and then when he saw Clare his mood did a flip. Clare was beautiful and Irene was not there was no way else to get Brian. She couldn’t tell Clare’s husband he would have freed her and she would have taken Brian away. Then she would have been left with nothing at all. She had to keep Brian. So she pushed Clare out the window. That when her life changed she would never be the same. She would be worried all the time and unhappy. She would have never been happy again she had killed her best friend I know she was with her husband. It was still not right of her to push Clare out of a window. She did not deserve to die and for killing her Clare will suffer more then she has ever before. She will live the rest of her life with regret, and sorrow. She killed her best friend even if it was for the right reason. It was still wrong to kill her. Irene will never again have a happy family. She will always have the pain that she didn’t deserved in a way it was Clare’s last way of making her suffer.

Literary Analysis on Shirley Jackson’s “The Lottery” Essay

Shirley Jackson bewildered the world when her short story â€Å"The Lottery† was published in The New Yorker magazine. The piece got a great deal of negative reaction for its shocking and gruesome story. Readers didn’t know what or why Shirley Jackson wrote this piece. She said she wanted to show the story with a â€Å"graphic dramatization of the pointless violence and general inhumanity in their own lives.† She wrote a piece about a town that continues the tradition of killing one person each year for no reason other than tradition. The theme is to show how easily a village of friends and family can follow ways of others, even if it is cruel and unusual. In this short story, she displays the theme with the use of irony of setting, situational irony, and verbal irony. The detailed description in the short story helps to build up an unexpected ending. When the story begins to introduce the setting of the book it reads, â€Å"The morning of June 27th was clear an d sunny, with the fresh warmth of a full summer day†¦.† The way the author writes it makes the readers feel like the story is going to take place in a happy environment and something good is going to happen. That may seem the case but as the reader continues to read, the story is actually talking about winning a death. This irony of setting illustrates the happy environment that they seem to live in, but that is not the case once the â€Å"winner† of the lottery is stoned to death. Readers may think Mrs. Hutchinson will not get chosen due to her positive attitude, but the story shows that is not the case at all. Mrs. Hutchinson acts like the drawing is not a big deal when she shows up late saying, â€Å"Clean forgot what day it was,† and â€Å"Wouldn’t have me leave m’dishes in the sink, now would you, Joe?.† She acts as if she wants to hurry up the process and get back to doing what she was doing. Mrs. Hutchinson has this attitude that she has nothing to worry about, yet it is her who ends up â€Å"win ning† the lottery. The situational irony shows that readers may think that the lottery is no big deal, but in fact it leads to a pointless death. The title of the short story is very misleading at first. The title â€Å"The Lottery† would make anyone assume the story is going to be about winning some money or some big prize. In the short story, Shirley Jackson wrote, â€Å"The lottery was conducted—as were the square dances, the teenage club, the Halloween program†¦.† She makes  the readers sense that the lottery is a normal thing and something good will come from it. That is the exact opposite of what the author is portraying. To win the lottery in the stories â€Å"village,† is to get beaten to death with stones by all the people in the community. The verbal irony is when the author shows that winning the lottery is winning a death by your friends and family, compared to the readers who speculate that the lottery will be something good. Shirley Jackson shows the readers how easily friends and family turn on one another because of tradition. She states the irony of setting by stimulating a good, happy environment, but it turns out to be a dramatic day. With the verbal irony, no one actually wins something; someone ends up losing their life instead. In situational irony, the author shows how someone can blame others for their own mistakes. All of her different types of irony end up making â€Å"The Lottery† a very dramatic short story. Works Cited â€Å"Shirley Jackson.† Shirley Jackson and â€Å"The Lottery† N.p., n.d. Web. 04 June 2014.

USS Shangri-La (CV-38) in World War II and Vietnam

An  Essex-class aircraft carrier, USS Shangri-La  (CV-38) entered service in 1944. One of over 20 Essex-class carriers built for the US Navy during  World War II, it joined the US Pacific Fleet and supported Allied operations during the final phases of the  island-hopping campaign  across the Pacific. Modernized in the 1950s,  Shangri-La  later served extensively in the Atlantic and Mediterranean before taking part in the Vietnam War.   Completing its time off Southeast Asia, the carrier was decommissioned in 1971. A New Design Designed in the 1920s and 1930s, the US Navys  Lexington- and  Yorktown-class aircraft carriers were intended to meet the limitations set forth by the  Washington Naval Treaty. This levied restrictions on the tonnage of different types of warships as well as placed a ceiling on each signatory’s total tonnage. This system was further revised and extended by the 1930 London Naval Treaty. As the international situation deteriorated in the 1930s, Japan and Italy elected to depart the treaty structure. With the collapse of the treaty, the US Navy moved forward with efforts to create a new, larger class of aircraft carrier and one which made use of the experiences gained from the  Yorktown-class. The resulting ship was wider and longer as well as possessed a deck-edge elevator system. This had been incorporated earlier on  USS  Wasp  (CV-7). The new class would normally embark an air group of 36 fighters, 36 dive bombers, and 18 torpedo planes. This included the  F6F Hellcats, SB2C Helldivers, and  TBF Avengers. In addition to embarking a larger air group, the new design mounted a more powerful anti-aircraft armament. The Standard Design Construction commenced on the lead ship,  USS  Essex  (CV-9), on April 28, 1941. With the US entry into  World War II following the  attack on Pearl Harbor, the  Essex-class soon became the US Navys principal design for fleet carriers. The first four vessels after  Essex  followed the class initial design. In early 1943, the US Navy requested several changes to improve future vessels. The most noticeable of these changes was lengthening the bow to a clipper design which permitted the installation of two quadruple 40 mm mounts. Other alterations included moving the combat information center under the armored deck, enhanced ventilation and aviation fuel systems, a second catapult on the flight deck, and an additional fire control director. Referred to as the long-hull  Essex-class or  Ticonderoga-class by some, the US Navy made no distinction between these and the earlier  Essex-class ships. Construction The first ship to move forward with the altered Essex-class design was USS  Hancock  (CV-14) which was later re-named Ticonderoga. This was followed by additional ships including USS Shangri-La (CV-38).   Construction commenced January 15, 1943, at the Norfolk Naval Shipyard. A significant departure from US Navy naming conventions, Shangri-La referenced a distant land in James Hiltons Lost Horizons. The name was chosen as President Franklin D. Roosevelt had cheekily stated that the bombers used in the 1942 Doolittle Raid had departed from a base in Shangri-La.   Entering the water on February 24, 1944,  Josephine Doolittle, wife of Major General Jimmy Doolittle, served as sponsor. Work quickly advanced and Shangri-La entered commission on September 15, 1944, with Captain James D. Barner in command.  Ã‚   USS Shangri-La  (CV-38) - Overview Nation:  United StatesType:  Aircraft CarrierShipyard:  Norfolk Naval ShipyardLaid Down:  January 15, 1943Launched:  February 24, 1944Commissioned:  September 15, 1944Fate:  Sold for scrap, 1988 Specifications Displacement:  27,100 tonsLength:  888 ft.Beam:  93 ft. (waterline)Draft:  28 ft., 7 in.Propulsion:  8 Ãâ€" boilers, 4 Ãâ€" Westinghouse geared steam turbines, 4 Ãâ€" shaftsSpeed:  33 knotsComplement:  3,448 men Armament 4 Ãâ€" twin 5 inch 38 caliber guns4 Ãâ€" single 5 inch 38 caliber guns8 Ãâ€" quadruple 40 mm 56 caliber guns46 Ãâ€" single 20 mm 78 caliber guns Aircraft 90-100 aircraft World War II Completing shakedown operations later that fall, Shangri-La departed Norfolk for the Pacific in January 1945 in company with the heavy cruiser USS Guam  and the destroyer USS Harry E. Hubbard.. After touching at San Diego, the carrier proceeded to Pearl Harbor where it spent two months engaged in training activities and carrier-qualifying pilots. In April, Shangri-La left Hawaiian waters and steamed for Ulithi with orders to join Vice Admiral Marc A. Mitschers Task Force 58 (Fast Carrier Task Force).   Rendezvousing with TF 58, the carrier launched its first strike the next day when its aircraft attacked Okino Daito Jima. Moving north Shangri-La then began supporting Allied efforts during the Battle of Okinawa. Returning to Ulithi, the carrier embarked Vice Admiral John S. McCain, Sr. in late May when he relieved Mitscher.   Becoming flagship of the task force, Shangri-La led the American carriers north in early June and began a series of raids against the Japanese home islands. The next several days saw Shangri-La evade a typhoon while shuttling between strikes on Okinawa and Japan. On June 13, the carrier departed for Leyte where it spent the remainder of the month engaged in maintenance. Resuming combat operations on July 1, Shangri-La returned to Japanese waters and began a series of attacks across the length of the country. These included strikes that damaged the battleships Nagato and Haruna. After replenishing at sea, Shangri-La mounted multiple raids against Tokyo as well as bombed Hokkaido. With the cessation of hostilities on August 15, the carrier continued to patrol off Honshu and airdropped supplies to Allied prisoners of war ashore. Entering Tokyo Bay on September 16, it remained there into October.   Ordered home, Shangri-La arrived at Long Beach on October 21. Postwar Years    Conducting training along the West Coast in early 1946, Shangri-La then sailed for Bikini Atoll for the Operation Crossroads atomic testing that summer. After this was completed, it spent much of the next year in the Pacific before being decommissioned on November 7, 1947. Placed in the Reserve Fleet, Shangri-La remained inactive until May 10, 1951. Re-commissioned, it was designated as an attack carrier (CVA-38) the following year and was engaged in readiness and training activities in the Atlantic.   In November 1952, the carrier arrived at Puget Sound Naval Shipyard for a major overhaul. This saw Shangri-La receive both SCB-27C and SCB-125 upgrades. While the former included major alterations to the carriers island, relocation of several facilities within the ship, and the addition of steam catapults, the later saw the installation of an angled flight deck, an enclosed hurricane bow, and a mirror landing system.    Cold War The first ship to undergo the SCB-125 upgrade, Shangri-La was the second American carrier to possess an angled flight deck after USS Antietam (CV-36). Completed in January 1955, the carrier rejoined the fleet and spent much of the year engaged in training before deploying to the Far East in early 1956. The next four years were spent alternating between San Diego and Asian waters. Transferred to the Atlantic in 1960, Shangri-La participated in NATO exercises as well as moved to the Caribbean in response to troubles in Guatemala and Nicaragua. Based at Mayport, FL, the carrier spent the next nine years operating in the western Atlantic and Mediterranean. Following a deployment with the US Sixth Fleet in 1962, Shangri-La underwent an overhaul at New York which saw installation of new arrestor gear and radar systems as well as removal of four 5 gun mounts. Vietnam While operating in the Atlantic in October 1965, Shangri-La was accidentally rammed by the destroyer USS Newman K. Perry. Though the carrier was not badly damaged, the destroyer suffered one fatality.   Re-designated an anti-submarine carrier (CVS-38) on June 30, 1969, Shangri-La received orders early the following year to join the US Navys efforts during the Vietnam War. Sailing via the Indian Ocean, the carrier reached the Philippines on April 4, 1970. Operating from Yankee Station, Shangri-Las aircraft commenced combat missions over Southeast Asia. Remaining active in the region for the next seven months, it then departed for Mayport via Australia, New Zealand, and Brazil. Arriving home on December 16, 1970, Shangri-La began preparations for inactivation. These were completed at the Boston Naval Shipyard. Decommissioned on July 30, 1971, the carrier moved to the Atlantic Reserve Fleet at the Philadelphia Naval Shipyard. Stricken from the Naval Vessel Register on July 15, 1982, the ship was retained to provide parts for USS Lexington (CV-16).   On August 9, 1988, Shangri-La was sold for scrap.

Criminology The Realist View And Constructivist Perspective

Criminology is the study of crime, those who commit crime and also studies the criminal justice and penal systems. Crime is defined as the act of omission established with the laws of the nation in which it occurred in. However, deviance as Downes and Rock suggested may be considered as the behaviour which is banned or controlled and would more limey attract punishment or disapproval. Not all deviances are crimes it is merely behaviours which do not comply with the norms of societies. It is important to clarify what crime is and how it occurs in order to have accurate measurements of it. There are two opposing views on crime statistics: the realist view and constructivist perspective. The former view has a number of forms, pertinently; left realism and right realism. Basically, realist view sees the official records as an indicator of the state of crime in a society. On the contrary, the latter perspective is related to how officials and others perceive the process as well as how off icial statistics could be understood by the procedure agencies responsible carry out their work. Crime statistics give an indication of crime occurrences and there are two methods used in constructing crime rates: recorder crime statistics and the national crime victimisation surveys (British Crime Survey). This essay will critically analyse how accurate the measures of crime are with reference to the theories on crime. One of the official sources of crime data is collected routinely by law

Disabled Students With Their Special Education - 887 Words

Another form of discrimination that is occurring in society is disabled people who are not receiving the necessary benefits. For instance, most of the disabled individuals do not receive equal benefits because they do not have a job. Most do not have access to medical or insurance because they do not have a job in which they can support themselves. This kind of discrimination and treatment creates disabled people to have feelings of anger and sadness as they are not being protected and their rights are violated. Society characterizes disabled people as not being normal because of their physical or emotional disability. Another form of discrimination that is occurring is how disabled students are not receiving the education and support they need. Today there is not enough teachers who are willing to help disabled students with their special education. Also, budget cuts are currently affecting public schools and instead of investing that money for special education, 85% of the budget i s spent on salaries and the benefits of the employees. This not only is affecting the disabled students, but also there are not available resources to support them. Although disabled students are discriminated there are some great resources that are available to them. On the other hand, handy cap students that come from low- income families have an advantage of receiving free education and transportation. Having access to equal employment opportunities in the U. S. is a dream that severalShow MoreRelatedThe Inclusion of Children with Special Needs in a Normal Classroom972 Words   |  4 PagesCurrently, children with special needs are educated in a designated classroom or included into a general classroom. Inclusion is educating special-needs students in a classroom with non-special needs students. 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Development of Human Resource Management †Myasignmenthelp.Com

Question: Explain Of Development of Human Resource Management? Answer: Introducation is a structured and thorough approach that aims at managing the human element of an organisation to optimise their performance. Human resource management approach aims at developing better relations between employees and employers and improving the work conditions in order to increase the performance levels of the employees. It uses functions like career development, training and development, performance management, etc. to achieve its aims and objectives (Armstrong Taylor, 2014). The concept of human resource management has greatly evolved since the industrial revolution and human resource managers of present day are coming up with new thinking patters and learning styles to discover unique and effective management practices that can help their organisations in achieving greater market competencies. Therefore, in this report, we will be discussing some new thinking patterns about human resource management and strategic human resource management. Evolution of human resource management The concept of human resource management has evolved over a period of time. In the earlier times or during the period before industrial revolution, the society was primarily dominated by agriculture and had limited production. The channels of communication were limited and specialised crafts were limited to a small number of people in villages and communities. During the industrial revolution, the society made a great shift from agriculture to industry. The channels of communication increased and it was during the industrial revolution that the first department was set up, which was responsible for looking into the wages and welfare of the workers. Another important event in the industrial revolution was the growth of labour unions. It was only after the industrial revolution, or around 1850s, when the concept of human resource management saw a major revolution (Vani, 2011). A number of experiments and researches, such as Frederick W. Taylors principles, Hawthorne studies, McGregors Theory X and Theory Y, etc. were conducted by pioneers in the field of human resource management and the concept achieved new meaning and importance. After these studies became famous and their validity got proved time and again in business organisations, human resource management started gaining a lot of importance and companies started to set up separate departments that were solely responsible for managing the human resources of a company. As of today, human resource management is considered to be one of the key functions of an organisation that helps them in achieving their goals and objectives. Business organisations are spending billions of dollars every year to ensure proper management of their human resources as they are largely relying upon their human resources to achieve market competencies in tough market situations. Latest thinking in human resource management Due to the spread of globalisation, the entire market situation has changes throughout the world. Business organisations are now facing a market situation where their vulnerability to external and internal environment factors has increased and it is becoming very difficult for them to sustain in the market and achieve competencies. As a result, business organisations are now looking forward to their human resources for helping them out to sustain in the market and achieve market competencies because all other resources or processes are being easily duplicated. The reliability of business organisations on human resources is bringing about a lot of changes in the way in which everyone sees human resource management. A number of latest thinking patters in the field of human resource management are discussed below: A shift from human resource management to strategic human resource management In the past, human resource management was just an approach that was aimed at achieving better performance levels by managing the work conditions for employees but a latest trend in the field has been forcing business organisations to now switch to strategic human resource management, which aims at strategically managing the workforce in such a way that the management of workforce makes it easier to achieve organisational goals and objectives. In other words, strategic human resource management aims at aligning the management of human resources with the overall strategies of an organisation (Agarwala, 2008). Strategic human resource managers aim at identifying key human resource areas where a strategic prospect can be applicable for a longer period of time so that an overall improvement in the employee motivation and productivity can be achieved. Where human resource management is only concerned with the internal human resource issues in a company, strategic human resource management aims at implementing human resource programs that are in alignment with the organisational strategy and can ensure higher chances of organisational success. The importance of human resource management, from a strategic point of view, has reached such a level that human resource managers are consulted in each and every business because business decisions made by keeping a check on the condition of a companys human resources increase the chances of success. Human resource departments are no longer a group of people that ensure smooth working conditions and better labour relations from behind the scenes. The role of human resource management departments is becoming more upfront and their presence can be felt in almost all business decisions. Human resource managers are playing an important role in deciding employee benefits, improving company branding, conducting workforce planning and providing training and development programs to the employees. Workforce planning Another important concept that has been emerging in the field of human resource management is workforce planning. Workforce planning is a concept that allows business organisations in analysing workforce data from the past and present and forecast workforce data for the future. Workforce planning is a concept that is somewhat related to economics as it aims at forecasting the human resource demand of a company in the near future and identifying the best techniques to fulfil the forecasted demand (Weiss, 2015). The latest trends in strategic human resource management have been greatly laying a large deal of focus on workforce planning as a tool to assist business organisations in achieving market success and long term goals. Where earlier, the human resource managers were only concerned with recruiting a fixed number of people, the latest trends in human resource management involves a thorough workforce planning that aims at identifying the human resource needs, the skills and competencies required in the future workforce and recruiting the right talent to help an organisation meet its future strategies. In other words, the concept of recruitment and selection has become more future oriented and is getting into deeper details to align human resource management with the strategies of an organisation. Companies are now using technological solutions to conduct workforce planning with a greater efficiency. Human resource managers are using social media to keep a track on all their employees. Boomerang employees is a new category that has been incorporated in the strategic planning of workforce. A boomerang employee is a one who leaves an organisation for some opportunity, family matters, compensation, etc. but then later on joins the company back (Snyder Stewart, 2015). The new trend in hiring boomerangs in order to satisfy the human resource demands is becoming so popular that the re-hiring rates of employees has gone up to 76% from 48% in the past year. Thus, the changing trends give out a clear picture of the strategic important that the concept of workforce planning has started playing in business organisations. Performance management Performance management is another core functional area in human resource management that is aimed at planning, monitoring and assessing the performance levels of individuals and appraising them accordingly. In a tough market situation, performance of employees is given a lot of important and companies are in constant look for measures that can help them in fostering a better performing environment in the workplace. Performance ratings, performance appraisals, rewards, comparisons, performance objectives, etc. are few out of many terms that are related to performance management and are used by a lot of professionals in their day-to-day management practices (Goodall Buckingham, 2015). The latest thinking patterns of human resource managers, in the field of performance management, are also undergoing a major change. In the past few years, a number of famous multinational firms have started redefining performance management, which is one of the most important core functions of a human resource management department. Deloitte, a multinational company that has a global presence, brought about some important changes in its performance management system, which was followed by companies like Accenture. The change in market situations and trends have lead the experts to think that almost all performance management systems are dysfunctional and are failing in what they are supposed to do from a business point of view. Designed and implemented to help an organisation in optimising the performance of its workforce, performance management systems have now become dysfunctional because of the negative behaviour and feelings that they can foster in the minds of the employees. Ac centure, one of the top multinational companies in the world, dropped its performance management plan because it realized the negativity that it was fostering in the minds of the employees. According to the management at Accenture, the employees were disappointed with the system of performance management because it failed to made an assessment about where they were performing right or wrong and whether they were making a progress in the right direction or not. The employees did not want to wait for an annual cycle to receive their performance feedbacks and that too when the feedbacks were compared with one another and were most of the times forced. As of today, the company is using a performance management system which is totally different from performance ratings. The new or the future market trends are expected to undergo even more changes as the system of performance management will change. Even though it will still be important to measure the performance of individuals, but a new concept of performance consultation is likely on the cards, which will aim at assessing individual performances and helping them out in getting a deeper insight and understanding about how to train, what to train and why they should train in a certain way. Companies like Deloitte and Accenture have already made bold statements by saying that rating individuals on the base of a performance scale and that too after an entire year is not something that would sit well with the long term objectives of the company and have been shaping a new era of performance management. As the time progresses, there has been a shift from orthodox performance management systems to new performance management systems where a greater emphasis is laid upon the development of an employee and his career. Further, organisations like Deloitte and Wal-Mart are coming up with new ways to manage the performance of their workforce. These companies are providing a greater degree of control in the hands of the employees so that they can take their own decisions and can become better performers because of autonomy and independence (Hearn, 2016). Training and development Training and development is an approach that helps business organisations in designing and implementing special learning programs that are aimed at increasing the skills and competencies of the workforce. Training and development is also an important core function of human resource management as it helps in increasing the competencies of the workforce. Every year, business organisations are spending billions of dollars in the training and development of their staff so that they can have a competitive edge in the market because of a large competitive workforce (Ford, 2014). Even training and development has been undergoing a great deal of change in the past few years. In the past, human resource managers used to link training and development with performance management because performance management allowed to assess the training need of an entire workforce by looking into the weak performance areas. Today, the changing employee expectations, new technologies and increased globalisation is forcing the companies to shift to some new ways of training and developing their employees. A latest thinking in the field of training and development has been to shift the focus from organisation to individual. In such a competitive time, engaging and retaining employees is not just a challenge but has become a strategic priority. In order to retain and engage employees, companies have started focusing on individual learning needs and have also started to increase their budget for learning. Another major change in thinking in relation to training and development is t he shift to a mobile learning environment. Companies have started implementing mobile learning solutions for their employees so that they can learn new skills and technicalities using mobile based applications. Even though there have been certain barriers to mobile learning, but the thought of mobile learning solutions is positive and will render positive results in the future. Another latest thinking in the field of training and development is adaptive learning. Adaptive learning is a process that aims at letting the employees learn at their own pace. Inspired from adaptive teaching (where a teacher gathers data about individual students in order to gain a better understanding of what needs to be done to improve learning) adaptive learning is an organisational concept that aims at assessing the learning needs of individual employees. adaptive learning techniques are helping organisations in keeping their employees engaged and also in retaining them. It is also playing an important role in dealing with the new recruits as it provides them with better opportunities to increase their skills and learn in a better way (Kraiger, 2014). Some top level multinational companies are totally changing the thought process of experts in the field of training and development. Some companies have started empowering the employees to take decisions about their training and development needs on their own. Human resource managers are allowing their employees to assess their own training needs and also to find learning programs that would help them in acquiring new skills and competencies. Even though the company pays for one employee learning programs in a year, empowering them to assess their own training and development needs and finding out different ways to fulfil these needs themselves, allows them to have a better control over their career development and helps in engaging and retaining them for a longer period of time. Role of technology in human resource management Technology has brought about a lot of changes in the business world and is also having an impact on human resource management. Technology has been redefining the role of human resource all around the world. A major trend in the area of human resource management has been the increased usage of social media as a powerful tool to reach out to the candidates. Dozens of employers are relying upon social media websites like Facebook and LinkedIn to recruit staff. Furthermore, human resource managers are also using social media to ensure high levels of job engagement amongst the employees. Companies are using social media websites to post organisational related information and attracting potential candidates through it. Another technological trend in the field of human resources is the use of wearable devices in the workplace. As the millennials are more and more into wearable devices, such as Fitbit, Apple Watch, Samsung gear, etc. these wearable devices can be used to track the health and fitness of the employees. Using information from the wearable devices of the employees, it can become easier for the managers to check their stress levels and use this data for planning retention strategies for these employees. The trend of wearable devices is now spreading like fire and the wearable device market for enterprises is expected to grow to 18 billion by the end of 2019, which will definitely bring about some major change in the field of human resource management too. Virtual technology is also having an impact on the latest thinking patterns in the field of human resource management. Some companies, like Microsoft, have already started to design their own virtual reality technology, which they will be using in the management of their employees. Suing virtual reality, it can become easier for the managers to pass digital information or instructions to the employees in real time. Further, virtual reality can also be used for training and development of employees as it would allow the employees to undergo off-site assignments and corporate training while on their jobs (Bodi, n.d.). Conclusion The management of human resources is one of the most important functions of an organisation because human resource has been considered to be the lifeblood of business. The concept of human resource management has greatly evolved since its beginning and is still evolving because of the direct impact that market conditions and environment are having on the business organisation. The changing needs of the employees, customers and of the market have been shaping the way for change in human resource management trends in various functions, such as performance management, workforce planning, training and development, etc. Further, even technology has started playing a major role in the management of human resources. Thus, business organisations are now making a transition from their orthodox human resource management practices to newer ways of human resource management so that the management of human resources can play a greater strategic role from a business point of view. References Armstrong, M. Taylor, S., 2014. Armstrong's handbook of human resource management practice. s.l.:Kogan Page Publishers. Vani, G., 2011. Evolution of Human Resource Management. Review of Management, 1(2). Agarwala, T., 2008. STRATEGIC HUMAN RESOURCE MANAGEMENT. Weiss, C., 2015. Workforce Planning and Controlling. Dos and Donts in Human Resources Management . Goodall, A. Buckingham, M., 2015. Reinventing Performance Management. Harvard Business Review, April.93(4). Hearn, S., 2016. 5 Performance Management Trends for 2017. [Online] Available at: https://clearreview.com/latest-performance-management-trends-2017/ [Accessed 07 May 2017]. Ford, J. K., 2014. Improving Training Effectiveness in Work Organizations. s.l.:Psychology Press. Kraiger, K., 2014. Looking Back and Looking Forward: Trends in Training and Development Research. Human Resource Development Quarterly, 25(4). Snyder, D. G. Stewart, C. V. R., 2015. Organizational reattachment: Quantifying the benefits of boomerang employees. Academy of Management Proceedngs. Bodi, V., n.d. Technology Is Changing Human Resource Management But Where Will It Go?. [Online] Available at: https://www.gethppy.com/hrtrends/technology-changing-human-resource-management [Accessed 08 May 2017]. Armstrong, M. Taylor, S., 2017. Armstrong's Handbook of Human Resource Management Practice. s.l.:Kogan Page Publishers.

Nationalism and the First World War free essay sample

A discussion of the nationalistic roots of the First World War. This paper presents various explanations why the First World War began, what were its primary causes, and concentrates particularly on the significance of the rising imperialism during the 19th century, most especially among the European nations (Germany, Great Britain, and Austria- Hungary). The First World War was the first-ever war that had brought great destruction and required greater involvement of many countries, most especially the European nations. Evidence of the impending world war started during the early 19th century, wherein colonization and strengthening of military power is the most prevalent activity of all European nations at that time. The World War I was said to have many causes, although the most important and more popular cause discussed by historians today is that the First World War started because of the rising imperialism among competing European nations. The war had two competing groups, the Triple Alliance and the Triple Entente. We will write a custom essay sample on Nationalism and the First World War or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The Triple Alliance was composed of Germany, Austria- Hungary, and Italy, while the Triple Entente was made up of Great Britain, France, and Russia. These groups were not originally formed as a triad; rather, each nation became affiliated with each other before and during the course of the war. One of the earliest alliances that were formed (prior to the First World War) is the pact between Germany and Austria- Hungary against Russia in 1879, which is then called the Dual Alliance (Spartacus Educational 2002). The other alliances (that of the Triple Entente, in particular) were formed upon the declaration of the war. The other nations that participated in the war, like Japan and the US, only participated when the war is already escalating. Prior to the First World War, there is already tension between these countries (comprising the Triple Alliance and Entente) because of succeeding events (pre-1914 events) that became the primary reasons for the war to inevitably begin.