Analysis Of The Movie The Negro Soldier - 938 Words

Aminat Raji 1. In the short film, â€Å"The Negro Soldier,† the whole focus was to get African Americans to join the military. With the use of propaganda, the U.S. government hoped to promote getting African Americans to want to fight for their country. It hoped to instill patriotism in them. It showed that Germany and the Nazis had no respect for them and considered them the scum of the earth. It also portrayed them being accepted as equals into the American society. It was used to make them think they were wanted and play a major role in the success of the war against germany. And to ultimately make Germany and the Nazis look like the bad guys (destroying their monuments) instead of the racist America they lived in. It also portrayed African American soldiers prior contributions in previously fought wars as pivotal moments in American history. It made it seem like they were the reason for those victories. It also explained how the African American soldiers were honored with tributes, me morials, medals and parades for their service in the military. In the ongoing WWII, it was said that there were three times the number of African Americans soldiers in WWII than in WWI. Also, many more were getting commissioned and attending West Point and OCS (Officer Candidate School). African American men that were once printers, tailors, entertainers are now soldiers in the Army as gunners, tankers, radio operators, mechanics, quartermasters, and infantrymen. They were now the backbone ofShow MoreRelatedRacism Present In Disney/Pixar Films. For Many Parents,1587 Words   |  7 Pagesare not seen in there head as unnatural but the opposite so then it fades into the background and unless asked to focus they probably will not see what you were asking about. Did you also know that there is a racial stereotype present in the darling movie of Disney, The Little Mermaid? Sebastian the crab and his friends, the song they sing about â€Å"how much easier life is if you live careful a nd do as little as possible† is a stereotype about how Jamaicans are extremely lazy (Young). That in itself isRead More Ed Zwick’s Glory - An Exemplary Model for Historical Films Essay example2155 Words   |  9 Pageswith the crucial understanding of its role as a film and not a documentary. Accordingly, McPherson had this to say about Zwick’s work: â€Å"Glory is not only the first feature film to treat the role of black soldiers in the American Civil War, [but] also the most powerful and historically accurate movie about that war ever made. He also credited the film for its overall attention to detail, particularly dealing with the precision of the battle scenes. The critic does point out that Glory is by no meansRead MoreRace Film : The Great And Only Essay10250 Words   |  41 Pagesattention to the fact that historically, genres of Black cinema emulates those of the White Hollywood cinema. Examples would include Black musicals (The St. Louis Blues, 1958); films with religious themes (The Blood of Jesus, 1941); documentaries (The Negro Soldier, 1944); melodramas (The Scar of Shame, 1927); and dramas that thematically dealt with generational issues (Broken Strings, 1940, starring Clarence Muse). Black representations were also visible in Black Westerns such as The Bronze Buckaroo (1939)Read MoreThe Tulsa Race Riot : The Black Population Of Tulsa At The Time Of The Riots3694 Words   |  15 Pagesthemselves forced to offer their services to only other blacks. This type of business segregation was more extreme in Tulsa than in many other places. Tulsa supported its own black business district, two high schools, a hospital, a library, and a movie theatre. The urban growth and prosperity of the city had filtered down to the blacks. Though they were in a less favorable position than their white neighbors; they held a higher level of prosperity than that of blacks in other cities. This level ofRead MoreLiterary Analysis of No Name Woman6151 Words   |  25 PagesA short literary analysis of Maxine Kingstons classic â€Å"No Name Woman† As part of the first generation of Chinese-Americans, Maxine Hong Kingston writes about her struggle to distinguish her cultural identity through an impartial analysis of her aunt’s denied existence.   In â€Å"No Name Woman,† a chapter in her written memoirs, Kingston analyzes the possible reasons behind her disavowed aunt’s dishonorable pregnancy and her village’s subsequent raid upon her household.   And with a bold statementRead MoreBlack Naturalism and Toni Morrison: the Journey Away from Self-Love in the Bluest Eye8144 Words   |  33 Pagesmy definition of naturalism in African American fiction is more liberal than the naturalism Bell describes and includes literature that could also be characterized as having strong pastoral romantic, mythic or folkloric elements. In the following analysis of The Bluest Eye, I will attempt to illustrate that the naturalism in African American fiction has been adapted and altered to such a significant e xtent to justify a new literary genre that includes the following themes: the importance of cultural

Comparing Plan Columbia and the Merida Initiative in...

The purpose of this paper will be to make a comparison between the Colombian drug cartels at the turn of the century with the mexican cartels today. The object of this comparison will be to determine the effectiveness of large scale millitary intervention against drug cartels.I will assess weather this comparison is not only justified but in any way usefull in understanding how fight a well funded well armed non-state enemy. This is a response to public comments by high ranking United States officials making this comparison (most notably secretary of state Hillary Clinton) while pledging a significant amount of American resources to such an effort. I will also attempt to answer all of the various questions that are begged by this nature of†¦show more content†¦Florida was actually the main entry point for drugs during the early 80 s but the strengthening of the American navy and coastguard geared towards stopping smuggling led to Mexico becoming the transit point it is today . It is most important that though Mexican troops have been used largely due to the ineffective and corruption of the police department I would not classify it as a war. The army is simply there to do carry out the actions of a police force because the regular police for cannot be trusted. There is no way for either side to declare a complete victory. It is my opinion that even if every drug trafficker in Mexico dropped dead this morning there would be a new group forming to take it s place by nightfall and it wouldn t take them long to gain momentum capital and weapons. Likewise a drug gang can never truly triumph against the state without any political agenda. The majority of the murders are between rival gangs, though there have been many police officers and politicians killed the battle is essentially between the cartel groups and each other not with the state. The increased military strength is simply a self defence

Nelson Mandela’s Fight for Freedom Free Essays

Imagine yourself growing up in a country where you might get thrown in jail for drinking from the wrong water fountain; where just because of your skin color, you get paid less money than your neighbor who has the same job; where you can’t even walk on the same sidewalk just because of the pigment in your skin. For Nelson Mandela, this situation was a reality. This style of living began in 1948 and, thanks to Mandela, ended in 1994. We will write a custom essay sample on Nelson Mandela’s Fight for Freedom or any similar topic only for you Order Now Problems began when the National Party—dominated by Afrikaans-speaking descendants of the Dutch settlers—came to power in South Africa. Segregation and mistreatment of the less superior—non-whites–became a government policy called â€Å"apartheid,† which means â€Å"apartness† in the Afrikaans language. Nelson Mandela refused to bow down to the unjust of the government. Instead, he became one of the most important warriors in the battle to free South Africa. â€Å"We are at the beginning of an arduous and protracted struggle for a better quality of life. In the course of this struggle, we shall have immediate success; we shall have setbacks; but we shall certainly progress, inch by inch, towards our goal,† Nelson Mandela wrote in his book, In His Own Words. Most of Mandela’s life was filled with many battles, tribulations, and hardships. Born on July 18th, 1918 in Umtata, South Africa, Rolihlahla Nelson Mandela studied to become a lawyer. He then joined the African National Congress (ANC) in 1944. The ANC formed in 1912. It is a multiracial, nationalist organization that intended to extend voting rights to everyone in South Africa. This organization was also aiming to end racial discrimination. Even after thirty years of peaceful petitions to the government, the ANC never achieved any concessions. During the apartheid, blacks and whites had different laws that they were to follow. Blacks were not allowed to vote in parliamentary areas, for example, and they were limited in their use of most public places and institutions. Under apartheid, Africans, Europeans, and Indians all lived in separate homelands called â€Å"Bantustans. † While selected jobs were saved for whites, the leaders justified their rulings by guaranteeing that Africans would have full rights in their Bantustans. These full rights would grant Africans to have the poorest homes, schools, and hospitals. A majority of Africans disliked this system of apartheid. This also included Nelson Mandela. Protests were led by multiple leaders including Mandela. Some protests even ended deadly. For example, on March 21, 1960, an organization called, the Pan Africanist Congress (PAC), called for a protest against the laws. In Sharpeville, a crowd of unarmed petitioners surrounded the police station. The police opened fire in the crowd and killed sixty-nine people, while wounding many more. The government was fighting back; not even caring that the laws that they issued, and the consequences that were given for not following the laws, may or may not be proper. Protestors could also be arrested. For instance, after the South African government declared a State of Emergency, the ANC was banned. This meant that its members could be arrested and imprisoned for up to ten years. However, these activists were willing to accept the idea of imprisonment or even death, for equality was the only thing that was on their minds. Though Nelson Mandela was eventually forced to take action when the government banned the African National Congress (ANC), he remained non-violent. Mandela’s method of fighting back was a powerful weapon: his speeches and protests. He had a strong belief that all people, no matter what race, were equal. â€Å"South Africa belongs to all people, not to one group, be it black or white. † Because Mandela was so dedicated to his belief in equality, he had to pay a high price: his freedom. Mandela and his fellow leaders believed that not only should they continue to fight against apartheid, but that they should take up arms against the government. Mandela alleged that there were only two choices to make: surrender, or fight. On August 5, 1962, Nelson Mandela was arrested. He was disguised as a white friend’s chauffer. At this point in time, the government was arresting all black leaders that took part in the Anti- Apartheid movement. So, in an attempt to avoid being arrested, Mandela was forced to live apart from his family. He moved from place to place to avoid being detected by government informers and spies. Usually during important events, like rallies, he would often disguise himself as a chauffer or a gardener. Mandela was nicknamed, â€Å"the Black Pimpernel,† because he was so he was so successful at dodging the police. However, he was not successful enough. After being arrested, Mandela was charged with inciting strikes and illegally leaving the country. He had often traveled to countries in North and West Africa to gain support. He also traveled to England where he met politicians. Throughout his trial—the Rivonia Trial—Mandela carried out his own defense. In the end, Mandela was found guilty and sentenced to prison at Robben Island for five years. This jail was bleak, unwelcoming, and depressing. It is about 7. 5 miles off the coast of Cape Town. Robben Island was one of the harshest prisons in South Africa. The island was bitterly cold in the winter and scorching hot in the summer. Prisoners could only wear short trousers with no shoes. The imprisoned were to sleep on mats that lay out on their cell floor. Mandela’s cell was less than thirty-two square feet. He was confined to it for sixteen hours each day. Even while Mandela was in prison, he still gave hope to the people who carried on the struggle against Apartheid. Mandela was brought to court once more with all of the leaders of the ANC. All were charged with sabotage and attempting to overthrow government offences, which would have resulted in a death sentence. When Mandela spoke at the trial, he said that a free, ideal society was what he wished to live for and to achieve. â€Å"†¦ If needs be, it is an ideal for which I am prepared to die. † No matter what the officials did to Mandela, he knew in his heart that no matter what the outcome was, he would indeed be free in the end. The judge sentenced the defendants to life imprisonment. The government anticipated that the prisoners on Robben Island would be forgotten. However, they were proven wrong. The anti- apartheid movement continued and a new movement to free Mandela even occurred. This movement actually went global. Nelson Mandela became the most famous political prisoner in the world. Leaders such as Desmond Tutu and Steven Biko continued to speak out against apartheid. Some, including Biko, paid with their lives. Some white South Africans even joined the anti-apartheid movement. Over the next months, outraged Africans rioted all over the country. Many were not willing to wait for change. During the 1980’s, the South African government offered to release Nelson Mandela multiple times. Each time the government asked, Mandela refused. In 1982, Mandela was moved from Robben Island to Pollsmoor Prison which is on the mainland in Cape Town. In 1985, Mandela was offered freedom on condition that he stopped campaigning for the ANC. Again he refused because he believed that he still was not technically free since the apartheid was still going on. â€Å"I cherish my own freedom, but†¦I will not give any undertaking when you and I, the people, are not free. † On February 11, 1990, Nelson Mandela was released after 27 years. This day marked the beginning of the end of apartheid. In less than five years after his release, Nelson Mandela was granted the Nobel Peace Prize and was also elected the first African president of South Africa. In 1994, the apartheid officially ended when Nelson Mandela was elected the first black president of South Africa. Today, because of Nelson Mandela’s self -sacrifice, the apartheid has been outlawed. Everyone in South Africa has equal rights and can now live comfortable, productive lives. Many see Mandela as one of the most important people in world history, and one of the strongest warriors. Even after the troubles of the apartheid are long forgotten, Mandela’s personal triumphs will be remembered. â€Å"I have walked that long road to freedom. I have tried not to falter; I have made missteps along the way. But I have discovered the secret that after climbing a great hill, one only finds that there are many more hills to climb. I have taken a moment here to rest, to steal the view of the glorious vista that surrounds me, to look back on the distance I have come. But I can rest only for a moment, for with freedom come responsibilities, and I dare not linger, for my walk is not yet ended. † Because of Nelson Mandela and other leaders, laws telling people what jobs they could hold, or where they could live based on the color of their skin were abolished. In 1997, observers noticed that most South African blacks continued to live in desperate poverty and in terrible conditions. Black schools still lacked basic necessities like books and chalk. Some schools didn’t have any windows. However, for the first time in years, the South African government was trying to correct the problems of racial inequality. It would take large amounts of time and money, but South Africans felt great hope that the deed of creating equality would be fully achieved. How to cite Nelson Mandela’s Fight for Freedom, Essay examples

Alternative Health Care Essay Example For Students

Alternative Health Care Essay Alternative health care, also known as holistic or homeopathic care, is a myriadof unconventional health care approaches to healing and improving ill health. Dr. Samuel Hahnemann discovered homeopathy in the early 1800s. He was sick ofthe art of medicine practiced in his time; he said it was barbaric. He knewthere had to be alternatives so, like any devoted science lover would do, heexperimented on himself and his friends. Hahnemann found that large dosages ofherbs increased symptoms so he decreased the dosage and found that the symptomsdecreased and usually ceased (Smith 10). Homeopathy became popular in thenineteenth century. This may be accounted for because most patients at that timeagreed that them-modern techniques were harsh and didnt work. The same thingis happening today. People are resorting to holistic remedies because thepromise of allopathic medicine has lost its luster(Smith 10). Somecriticize holistic care as being primitive. According to Joseph Wassesug,Holistic medicineis what we practice when we dont know the realanswer. For example, years ago tuberculosis was treated was treated withfresh air and Adirondack chairs, poli o was treated with baths and hub tanks, andrheumatic fever was treated with good nutrition and bed rest! (Copeland 103)Another problem with holistic care is that the government has no regulation ofholistic practices and who practices them. This makes it difficult to determineexactly who is really qualified and which alternative medicines are safe. Finally, critics such as Joseph D. Wassersug argue that while alternativepractitioners may be more caring, some may not have the education or expertiseto effectively treat serious injury (Wekesser 95). We have got to use commonsense when choosing a doctor. When a person has a M.D. or an R.N. after his namewe opt to trust our life to him! One should check the doctors backgroundbefore visiting him. blind trust of medical degrees is not a replacementfor using common sense (Copeland 105). When someone chooses alternative carehe must take into consideration its dangers. One could actually overdose onvitamins or misuse herbal therapies. Instead of feeling better, I feltincreasingly worse, like a spaced out zombie complained Carol Copeland, aformer holistic patient who almost lost her life to cancer because herhomeopathic physicians were to proud to think they were wrong thus theyneglected an ovarian cyst (Copeland 104 Wekesser 95). Another problem with theseunconventional health care alter natives is that they give false relief. Whatthis means is that when someone uses a holistic remedy and then feels relief hetends to credit the remedy. This method does not hold water because mostailments resolve themselves (headache for example). Barrett says holisticpractitioners are quacks. The main reason for quackerys success is itsability to seduce people who are unsuspecting and desperate (Barrett112-113). Nevertheless, holistic medicine has strengths. One, it recognizes thepsychological, environmental and social aspects of illness. Two, it involves thepatient in his own treatment with activities etc.. And three, it emphasizespreventive medicine as its base (holistic). Holistic medicine is a practice ofhealth cares that that emphasizes treatment of the entire patient?body, mindand spirit. Homeopathic care, compared to allopathic is expensive. There are nodoctors visits, or expensive antibiotic prescriptions necessary. This isnot to say that doctors are not useful; obviously, i f there were a seriousinjury one should not hesitate to go to a medical (allopathic) doctor (Smith10). Homeopathy is ideal for the homemaker or mother because it enables her tocure common ailments with herbs that she may have around her home (Smith10). .u2897f21a221bea99be6249d4ed4129f1 , .u2897f21a221bea99be6249d4ed4129f1 .postImageUrl , .u2897f21a221bea99be6249d4ed4129f1 .centered-text-area { min-height: 80px; position: relative; } .u2897f21a221bea99be6249d4ed4129f1 , .u2897f21a221bea99be6249d4ed4129f1:hover , .u2897f21a221bea99be6249d4ed4129f1:visited , .u2897f21a221bea99be6249d4ed4129f1:active { border:0!important; } .u2897f21a221bea99be6249d4ed4129f1 .clearfix:after { content: ""; display: table; clear: both; } .u2897f21a221bea99be6249d4ed4129f1 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2897f21a221bea99be6249d4ed4129f1:active , .u2897f21a221bea99be6249d4ed4129f1:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2897f21a221bea99be6249d4ed4129f1 .centered-text-area { width: 100%; position: relative ; } .u2897f21a221bea99be6249d4ed4129f1 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2897f21a221bea99be6249d4ed4129f1 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2897f21a221bea99be6249d4ed4129f1 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2897f21a221bea99be6249d4ed4129f1:hover .ctaButton { background-color: #34495E!important; } .u2897f21a221bea99be6249d4ed4129f1 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2897f21a221bea99be6249d4ed4129f1 .u2897f21a221bea99be6249d4ed4129f1-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2897f21a221bea99be6249d4ed4129f1:after { content: ""; display: block; clear: both; } READ: James Reichardt Monday May 24th 2004 EssayHomeopathy is easy to learn. There are workshops for the lay person that wantsto understand holistic medicine. The use of many remedies can be performed byanyone; hence homeopathy does not require a medical degree (Smith 10). It makessense to try alternative care. Some people feel that doctors are too interestedin money and not entirely concerned with the patient (Gordon 107). There is anentirely new faith involved in alternative health care. It is a new approach totradition and though some may be skeptical there is much reason to have a soundmind towards it. Homeopathy works fast; in most cases the remedies take affectin ten minut es. If by chance a homeopathy remedy didnt work one could stillseek other medical help without worrying that he waited too long (Solovitch100). Some people chose alternative care because so many other methods (anddoctors) fail to cure them. Others do not like the way they were treated bydoctorswhether it is bad bedside manner or neglect of their feelings. Physicians of holistic medicine are oft more attentive to their patientsneeds and not as rushed as medical doctors (Wekesser 95). In the time of need itis most comforting to know that the physician cares and wants to help. This is atrue story of a man diagnosed with colon cancer. The oncologist told him that hehad only a few months to live; the tumors were enormous and irreversible. A weekafter that doctor visit the man, Jon, and his wife were in a car accident. Bothwere okay yet suffered minor back and neck injuries so they went to achiropractor. On January 18, 1993 Dr. Gil Logatto saw Jon and his wife Tina fortheir first visit. He learned of Jons illness and instead of feeling sorryfor him he was excited for him. Dr. Logatto went on to tell of his own interestin holistic medicine. And a study he had read that carrot juice would shrink thetumors. Jon told Tina and, though skeptical, she bought a juicer and a case ofcarrots. They began drinking carrot juice three times a day. When Jo n went backto the oncologist on March 9, 1993 to everyones surprise there was only onesmall tumor left from the six massive tumors which had afflicted him just twomonths before! It is almost five years since Jon was diagnosed terminally illand he is cancer free. Tina and Jon have a new found faith in holistic medicine;and they also have a baby on the way thanks to Dr. Logattos interest inholistic medicine. Dr. Logatto has been a close friend of the family for manyyears. He is well educated in many fields of medicine. OUTLINE THESIS: I feelthat alternative medicine, such as holistic care and homeopathy, is a greatconcept. It is safe effective and inexpensive; what more could one want fromhealth care! I am concerned, however, that misused holistic medicine could bedangerous. But then I am reminded that if there were a problem, there would beno dangerous time delay to get an allopathic physician. I. Background II. Dangerous and ineffective A. Primitive B. Overdose C. No government regulationD. False relief III. Safe and effective A. Inexpensive B. Simple C. New faith D. Natural E. Fast F. Other methods may fail IV. Personal exampleBibliographyBerrett, Steven. Alternative Medicine Should Not Be Considered StandardMedical Practice 1993 Rpt. Health Care in America: Opposing viewpointp.112-113 Copeland, Carolyn. Alternative Medicine Can Be Dangerous andIneffective 1991 Rpt. Health Care in America: Opposing viewpoint p. 101-105Gordon, James S. Alternative Medicine Should Be Standard Medical Practice1993 Rpt. Health Care in America: Opposing viewpoint p. 107 Health Care inAmerica: Opposing viewpoint Ed. Carol Wekesser. San Diego: Greenhaver, 1994Holistic Medicine American Academic Encyclopedia 1997 ed. Prodigy, GrolierElectronic Publishing, Inc. Smith, Robert. The Magic of Homeopathy TotalHealth vol. 15 August 1993 p.10 Solovitch, Sara. . Alternative Medicine CanBe Safe and Effective 1992 Rpt. Health Care in America: Opposing viewpoint p. .u43b53f10e83d8f8b357f27305dede6e1 , .u43b53f10e83d8f8b357f27305dede6e1 .postImageUrl , .u43b53f10e83d8f8b357f27305dede6e1 .centered-text-area { min-height: 80px; position: relative; } .u43b53f10e83d8f8b357f27305dede6e1 , .u43b53f10e83d8f8b357f27305dede6e1:hover , .u43b53f10e83d8f8b357f27305dede6e1:visited , .u43b53f10e83d8f8b357f27305dede6e1:active { border:0!important; } .u43b53f10e83d8f8b357f27305dede6e1 .clearfix:after { content: ""; display: table; clear: both; } .u43b53f10e83d8f8b357f27305dede6e1 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u43b53f10e83d8f8b357f27305dede6e1:active , .u43b53f10e83d8f8b357f27305dede6e1:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u43b53f10e83d8f8b357f27305dede6e1 .centered-text-area { width: 100%; position: relative ; } .u43b53f10e83d8f8b357f27305dede6e1 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u43b53f10e83d8f8b357f27305dede6e1 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u43b53f10e83d8f8b357f27305dede6e1 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u43b53f10e83d8f8b357f27305dede6e1:hover .ctaButton { background-color: #34495E!important; } .u43b53f10e83d8f8b357f27305dede6e1 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u43b53f10e83d8f8b357f27305dede6e1 .u43b53f10e83d8f8b357f27305dede6e1-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u43b53f10e83d8f8b357f27305dede6e1:after { content: ""; display: block; clear: both; } READ: What Makes Your Dream Job? Essay97-100 Wekesser, Carol. Is Alternative Medicine Safe? Health Care inAmerica: Opposing viewpoint 1994 p. 95

A Birds Eye View Essays

A Birds Eye View Essays A Birds Eye View Paper A Birds Eye View Paper It was a long summers day and the faint breeze blowing at me, but refreshing me as I passed under a tree. I felt the relief from the baking sun that was beating down on me and everything within reach. As I soared past the familiar sight, I had arrived to my home. I progressed swiftly up the spiral stone steps leading into a turret. It was strong and made out of roughly hewn, grey bricks, which at the present were quite rustic but charming. I could see for miles on end up here. The sky stretched out above me like an insipid blue sheet, every now and then, peppered with wispy, buoyant clouds that just seemed to hang there in the balance. The display beneath were merely squares and oblongs sewn together, it looked rather much like an enormous patched-work quilt. The fields were divided up with trees and hedges compiling of different greens and yellows. The cars and houses resembled little toys from a distance, and the farmers were ploughing through their rippling, satin-like fields, haymaking and patently getting ready for harvest. Autumn was approaching, it had been a year, but yet I still cannot forget. I found the whole house quite bizarre really. Wherever I seemed to go I would feel this kind of presence and coldness that seemed to be indescribable. It made me feel like some futile, inane supernatural believer. I felt quite weird being in such a large room so I decided to have a wonder around this grand house. The family had told me to feel at home and so I took the liberty of exploiting their hospitality and explored the old house. Talking about the family, they seemed very accommodating and friendly, and if it hadnt been for them, well, I would have still been in the middle of nowhere, I suppose. I wished that my father hadnt lived in such a derelict and deserted place. The weird thing is I dont really remember how I ended up there. They explained that they found me unconscious in my car although I found it strange when they were repeating to me the events because it sounded like I was just asleep. Nevertheless I was very gracious for their hospitality and I felt quite comfortable staying there. After all I would be going in a couple of hours. Each room that I entered gave the impression that I was not alone and the chill was still as palpable as ever. The night before, I recall hearing strange noises. It was like there were other people who had witnessed these weird happenings, but I was engulfed with tiredness that it could have been all a warped dream. Before I could progress any further, the butler appeared right in front of me. This startled me a little and he presented me with a plateful of breakfast delights. I hadnt eaten anything since the day before so I dug in at once. Wow, these look amazing, did you make them yourself? I asked. The butler didnt answer, and before I could question his silence, he had placed the plate down on a big oak table and departed the dining room. Soon all the family members started to file in and I thanked them again for their generosity and informed them of my departure. But that would be unwise! exclaimed the father. Im sorry, I replied in bewilderment. I mean well it seems like youre going to have to stay here for a while longer as there was a storm yesterday and many of the roads are closed so Im afraid you wont be leaving today he tailed off in a suspiciously. I wasnt sure how to reply, I mean these people had been really humble to me; I didnt want to offend them or anything. Well okay, I suppose I could stay here for another night or so, I mean I dont want to be a nuisance or outstay my welcome I looked sincerely at the family. Its not a problem, we like having another creature in the house remarked the mother. What she said bemused me a little, but I tried to keep a bemused look from creeping on to my face and instead gave a short smile back to the mother. but Im going to have to let my father know, I mean he was expecting me yesterday, so would it be possible to use the telephone, its just I cant seem to find my phone? I asked anxiously. Im sorry that wont be possible, the lines are all dead, said the father stiffly, and afterwards subsequently he walked off in a soldier-like manner. His loquacious nature had disappeared entirely. Now all the warmth of a loving family that I had felt the night before was gradually starting to vanish. When everyone else had finished breakfast, I was left there by myself. I hadnt felt out of place before but now I felt I was getting the cold shoulder. I wanted to get out of this place but I couldnt or maybe I could. I couldnt possibly talk to these people again after that little display, so I rushed back up to my room and searched for my bag. I took out a pen and a notepad and started to scribble down a sorry note. I paused, what would I say? That I couldnt actually talk to them because they were creepy. Scrap this idea I thought, Id just tell them face to face thats the least they deserved. I slipped on my jacket and grabbed my bag, hurryingly. I had rummaged every room but no one was to be seen anywhere until I reached the living room. The fire flickered and danced around the room, filling the room with a warm but a peculiar glow. The whole family was sat there eyeing me. A disturbing feeling rooted at the pit of my stomach. Im sorry, but as much as youve welcomed me here, I really do have to go now. I blurted out as quickly as I could pronounce the words. I thanked them yet again, and when I didnt hear a reply, I jammed my eyes shut and turned around to face the powering main door. I walked steadily towards it hoping that they would not impede or obstruct me from making my escape. Every step I took, the floorboards creaked in an eerie manner causing a cold sweat to cover me. As I managed to reach the door, I heard another set of feet following me. I didnt dare to turn round I didnt. I grabbed for the door handle and turned it with a quick cocking motion, but unsurprisingly it didnt open. I knew it, I murdered under my panting breath. I had no choice but to turn around. A tunnel of darkness pierced occasionally with flashes of brilliant light that surged out of the living room with a silhouette of who looked to be the mother. She was closing in on me although I couldnt see her face but her eyes still remained vivid and there was a glimmer of a smile in them. It was then, snip- its of my life flashed before my eyes. Why? Am I dying? I could see petal-like wings with a camouflaged dress that I somewhat admired on the woman. Her cheeks were rosy and soft but colourless at the same time. As she approached me, I dropped to the ground; it was like all my energy had been captivated out of me. What was happening? I kept questioning myself but I didnt have any answers. My vision started to blur and the last image I had was my reflection in her mirrored eyes. I could feel pain on my shoulder blades and the feel of ruffled feathers began to emerge, there was this unbreakable bond between us. Stop it! I shouted in agony. Stop it, youre hurting me. But they didnt listen. I strained my eyes and searched further a field and saw a thin road stretching away into the distance like a grey ribbon. Everything was as calm as a summers sea. The sun faded into a haze of amber and gold, filling the land with shadow. As I became restless and agitated, I peered down and immediately I felt a wave of dizziness and nausea wash over me. Everyone and everything was departing from the scene, abandoning me, all alone, deserted on top of a castle. I looked at the view for a few seconds but then a sudden wind gushed past me, which caused the flag to flap and my wings to spread. Nobody will ever notice that Im gone, Im all alone and no-one can know what I am. Ive always wondered what it would be like to fly and now I actually can, I dont want to anymore. Every second I spend thinking about what everyone looks like. What my family look like, but I cant see them I wouldnt be able to face them. Maybe one day a miracle will happen but in the mean time I can only wallow in my own pain. Although I still dont know why.

Samuels imaginative use of dramatic techniques and stagecraft Essays

Samuels imaginative use of dramatic techniques and stagecraft Essays Samuels imaginative use of dramatic techniques and stagecraft Paper Samuels imaginative use of dramatic techniques and stagecraft Paper we, as spectators know the answer and reason as to why Helga is acting this way towards her child. Shortly after the relationship between Eva and Helga is portrayed, a cross-cut with the parallel story of Faith and Evelyn is then revealed. During the play Samuels creates a dual time frame and flicks the story between two time periods, through the introduction of more modern, recently invented props such as televisions and the stage directions instructing that only Evelyn acknowledges Eva and Helga, yet she ignores them due to her repression of past memories, Samuels suggests the juxtaposition to the audience. She does this to show the deep similarities between the two relationships, the situation with Faith and Evelyn seems to echo the past of Eva and Helga, to give a more dramatic impact of the interaction between the characters. Furthermore, another reason as to why Samuels makes use of this technique is again linked to her method of dramatic irony and placing the audience in an all-knowing position as the happenings of Eva and the things she experiences give us insight as what Evelyn is thinking and shown her secret past and memories, a gift the rest of the characters are not granted. Evelyns character shows powerful connections with Helgas disposition, both mothers are reserved and show little emotion. Although as the play progresses Helga becomes more vulnerable to her love towards her daughter and loses her control and self restriction, a defining moment in the play is shown when Eva gets on the Kindertransport train ready to depart to England and through her dialogue and subtle description of her parents actions at the time, for instance Youre knocking too hard, your knuckles are going red. The audience is made aware that both mother and father have gone from calm, controlled personas, to hysterical, distressed and desperate at the concept of losing their daughter, perhaps forever. Simultaneously, whilst Helga does not abandon her emotional repression until the very last minute when Eva leaves, Evelyn in turn stays restricted throughout the play until towards the end of the play as she finally confronts her past and instinctively battles with her former self a nd fears. A slight amount of her emotional repression has been chipped away and the audience may have sympathy for Helga during the scene as she has been stripped away of her whitewash and endured the very thing shes always feared the most, reminiscing her painful memories. As she earlier remarked, Evelyn has now been pricked into exposing her weaknesses and the audience is left to wonder whether or not she will recover from these emotional scars at the end of the play or will she bleed forever. Both daughters within the play, Eva and Faith long for their mothers to show love and sentiment. Neither children truly wish to leave their childhood homes and leave as many possible opportunities for their mothers to abandon all responsibility and efficiency, and want their daughters to stay with them. Much of Evelyns characteristics can be revealed through Samuels use of props within stage directions. Throughout almost the entire play, Evelyn continuously polishes glasses, if not cleaning other thing s. Whenever faced with strong subjects with any relations to her past or emotions, she begins to polish a glass, for instance, as Faith becomes indecisive as to move out of the family home and clearly hints for her mother to ask her to stay, Evelyn disregards and ignores what she has to say, Evelyn concentrates on polishing and replacing glasses. This can be seen as a symbol Samuels employs to show the basic survival methods of Evelyn, that her obsession with cleaning is a way of controlling her emotions and direct her energy into something else. Evelyn appears to unconsciously often compare her own personality with connotations of a glass, such as A chipped glass is ruined forever Here Samuels is suggesting that this new, reformed, diverse identity Evelyn has created for herself is delicate, and implies that it will be destroyed to be remained with her younger self, Eva. This is a terrible thing in the eyes of Evelyn, as her re-invented identity is a form of protection, a barrier against her emotional pains.

The feminist media in middle est Essay Example | Topics and Well Written Essays - 2500 words

The feminist media in middle est - Essay Example I. A Brief History of Media in the Middle East and the Origins of the Female Presence From a historical standpoint though, Middle Eastern media dates back to the early 1800s. During the times of the Ottoman Empire and Qajar Iran to name but a few, media in official and private arenas began to take shape (Fortna, 97). Although Middle Eastern media at this time was largely financed by subscription and advertisements, it became a popular tool in the transmission and dissemination of cultural/technical works – largely aided by the newly imported printing technologies from European nations (Fortna, 97). However, it wasn’t until the early 20th century when media became a professional occupation, that the power of media (writing, journalism, and illustrations) was fully harnessed. By 1925, print and roving journalists had begun creating teams, to comment on the popular media of the day – radio and cinema (Fortna, 97). Regarding the first notable female presence in Middl e Eastern media, it appears that this is not well documented and varies greatly depending on the type of media. For example, since the inception of Aziza Amir’s first Arabic feature length film in 1927, females have been permitted to make and direct films (Skilli, 48). Filmmaking has offered women (feminist or otherwise) to encapsulate the complexities of female realities and offer a somewhat covert challenge to the dominant view of the female role – for example, Abnoudi’s 1971 file (Horse of Mud), encouraged Middle Eastern people to consider the impact of gender roles and socioeconomic class on the daily lives of Middle Eastern women (Skilli, 48). Critical feminist films that overtly challenge the dominant order are still subject to censorship in the Middle East to this day. For example, when Tahmineh Milani’s feminist film, roughly translated as the â€Å"Hidden Half† was introduced to the public in 2001, she was both arrested and then interrogat ed (Skilli, 49). Women did not become notable in the establishment of publishing houses until the 1980s, when Iranian feminist Shahla Lahiji became the first publishing house owner. Following this, several other women were able to establish publishing houses, and put women’s issues in the public arena for the first time (Skalli, 45). Females did not appear in contemporary journalism in the Middle East until the 1980s – and faced dual threats: from religious quarters and from censorship of the semi-military government when publishing materials that aimed to discuss women’s rights, women’s issues, or any other topic that threatened the prevailing order (Skalli, 41). Sakh (2004) argues that even when women were/are afforded the necessary freedom to participate in mass media outlets in the Middle East, there is no guarantee that they support feminist causes, or aim to promote discussion of issues relevant to women (Sakr, 8). In fact, female illiteracy is a ma jor Middle Eastern issue, which serves to promote compliance with the dominant system, preempt challenges to it, and keep women in a subordinate position (Sakr, 8; Skalli, 41). Regarding female appearance on television, much progress has been made in the past 30 years. Notably, Jordon’s most prominent female reporter, Rana Husseini, and Algerian reporter Horia Saihi, have constructed stories on the female experience of war

American History X Research Paper Example | Topics and Well Written Essays - 750 words

American History X - Research Paper Example While in prison, Derek decides to take a new turn after a visit by his former Black English teacher Dr Sweeney. A brutal rape by Aryan Brotherhood prison gang fuels the transition after his defection. However, on leaving prison, Danny had stepped in his shoes and joined Neo Nazi movement. Derek has to fight to achieve a new life for himself and Danny. The film is full of flashbacks, employing the language of racism to capture sophisticated variations. On TV news, Derek narrates how his father had tutored him to racism through his dinner table conversations not forgetting his death in the hands of black narcotics. The film is full of scaring scenes and convincing scenes that reveal Neo Nazi skin heads bonding. In their meetings led by Derek, they take drugs, beer, engrave tattoos, and carry heavy metal with them. In the Neo Nazi’s world, slogans replace thought, fuelling a mindless hatred towards their black enemies and the film brings out the best of this movement. Neo Nazi mo vement comes out strongly from American History X film. Neo Nazi movement also called skinheads have their origin in England after World War II. According to Prejudice Institute, â€Å"the first wave of what we today recognize as skins polarized themselves in the 1970s. This happened against the various youth counterculture movements† (â€Å"Prejudice Institute† web). ... In 1980, a second wave of this movement was in action when Ian Stuart founded Neo Nazi movement. Apparently, he was a singer and the leader of the Screwdriver band that played an important role in the spread of the movement. The group identified themselves by Nazism and belief in white power and they portrayed it through their way of shaving heads, tattoos, t-shirts, and their confrontational style. Neo Nazi movement cemented its operations in the 1990s because it took advantage of independence war and other ethnic conflicts in of Croatia. To catch the attention of the media, Neo Nazi movement brutally attacked tourists and foreigners, gay people, and people from other cultures. According to Libcom, some of their memorable attacks came in 2003 when Neo-Nazi skinheads attacked six people including five old people and 11-year old boy from Egypt (Kontrrazvedka web). Neo Nazi has links with order supremacist groups like KKK and White Aryan resistance (WAR). Stuart published books by name blood and honour that he distributed to older white supremacies in the US to gather membership. Statistics reveals that skinheads age range from 13 to 27 years mostly teens from various social economic backgrounds. Most get to enrol in high school and continue through college and at work. Recruitment happens at the concerts that attract many young people to listen to Neo Nazi’s music and performances. For instance, Screwdriver songs like White Power and Nigger performed mainly on Hitler’s birthday or at Hate Festivals are tools of transformation. Skinheads also use publications and cyberspaces to promote their ideas and recruit members (â€Å"Prejudice Institute† web). According to Cooter, the group have adopted a new tactic for

Business, Research Paper Example | Topics and Well Written Essays - 1750 words

Business, - Research Paper Example In this regard supply chain management has a key role to play in the success of companies with aspects like outsourcing being on the rise. The present study would analyze the aspect of vertical integration versus strategic alliances as a possible supply chain management strategy of firms engaged in the aerospace and defense industry competing in the international markets in a globalised market environment. Business level co-operative strategy In general terms, strategic alliances can be defined as co-operative agreement and arrangements between the two or more partners, and hence, the co-operative relationship management is one of the prime requirements in strategic alliances. The strategies aims to meet this requirement are known as the business level co-operative strategies. Co-operation is one of the basic attributes of the strategic alliances and the partners must have a clear understanding of this attribute for framing a set of business level co-operative strategy. Kwok and Hamp son have identified the very specific parameters to measure and frame the co-operative strategies in case of strategic alliances. ... oss border strategic alliance The need for greater consolidation within the highly capital intensive aerospace and defense industry segment has paved the way for greater alliance and collaboration among various organizations for an effective supply chain management. The need to develop high end research has also promulgated the need to have greater strategic alliances with international partners. For example the NATO partners are actively trying to enter into greater collaborations and strategic alliances with the US and European companies in a bid to improve upon the efficiency of the companies (Lorell et.al, â€Å"Implications of European Consolidation and Increased Aerospace Globalization†). Strategic alliances also help in developing a greater synergistic association between the companies and the civil sector. The example of the modern air fighter Euro fighter Typhoon is a good example in which five European nations namely Germany, UK, Spain and Italian companies went into a strategic alliance to create a world class fighter aircraft. Another such example involves the case of EUROFLAG consortium in which five European national companies have entered into a strategic alliance to manufacture fifth generation fighter aircrafts. However the aspect of cross border alliances also involve certain hindrances mainly in the form of government contracts and regulations, arms policies and export rules of different nations, disparities in the requirements and finally the absence of multinational legal structure across various nations etc that can have serious implications on the development of cross border strategic alliances between players in the aerospace and defense industry (Commission of the European Communities, â€Å"Cross Border Industrial Integration†). Vertical

Relationship Between HRM and Employee Attitude

Relationship Between HRM and Employee Attitude The relationship between HRM practice and employee work-related attitudes Introduction The concept of human resource management (HRM) has received focussed attention for around 20 years, with the catalyst being that many US companies found they were being rivalled and in some instances overtaken, in markets they had dominated (Ehrlich, 1994, p. 492). As Lodge (1985, p. 319) observes: By the early 1980s there was still little disagreement that US corporate managers, employees and trade unions would have to change their ways in order to compete successfully for markets in America and abroad. Harvard university academics introduced a new compulsory component of HRM into their MBA syllabus and reinforced this so-called Harvard Model with influential books and articles (Beer et al., 1984; Walton, 1985b; Walton and Lawrence, 1985). While there would surely have been a genuine desire to help US business, US society, and even US employees, there was also a long-term effort to ensure that the Harvard Business School faculty provided leadership in human resource management (Walton and Lawrence, 1985, p. xx). The Harvard concept stresses that HRM should lead to employee commitment not simply as a means to employer objectives of improved productivity and profits, but because the fulfilment of many employee needs is taken as a goal rather than merely a means to an end (Walton, 1985a, p. 49). At about the same time as the Harvard concept was being developed another viewpoint was being promulgated by academics who supported a strategic concept of HRM, with the major work edited by Fombrun et al. (1984). This work emphasises that the four generic human resource activities of all organisations: selection/promotion/placement process; reward process; development process; and appraisal process (Tichy et al., 1984, p. 26) need to be strategically aligned with the organisations overall strategic objectives. Hard and soft HRM British writers have focused on the differences between the Harvard commitment concept of HRM and the strategic HRM concept. Keenoy (1990, p. 368) sees the Harvard concept as philosophically grounded in the recognition of multiple stakeholders and the belief that the practice and benefits of HRM can be achieved through neo-pluralist mechanisms, while the strategic concept is almost uniformly unitarist in orientation and displays a quite singular endorsement of managerial values. The former is frequently referred to as soft HRM, while the latter is hard HRM. In theory, soft HRM fulfils employee needs as an end in itself, and the favourable attitudes generated from the use of appropriate HRM practices (Guest, 1997) together with communication, motivation and leadership (Storey, 1987, p. 6), result in commitment to the organisation and improved performance. Hard HRM is only concerned with the effective utilisation of employees (Guest, 2002) and emphasises the quantitative, calculative and business strategic aspects of managing the head count resource in as natural a way as for any other economic factor (Storey, 1987, p. 6). If the reality of soft HRM practice was that it produced the benefits referred to in the rhetoric of academic evangelists such as Richard Walton then it should be highly favoured by both employees and employers. Questions have been raised by a number of researchers, however, about the ability of soft HRM to achieve these benefits. There are two concerns. The first is that the real motive behind its introduction is to undermine unions (Sisson, 1994). Indeed, going back to the introduction of the Harvard concept of soft HRM, Lawrence (1985, p. 362) writes about a seminal colloquium on HRM between 35 senior executives and Harvard academics. He claims that the question as to whether HRM was designed to keep the union out was emphatically denied, and he protested that all but three of the firms represented were at least partially unionised, with several having had a significant number of units of both kinds, with their older plants unionised and the newer ones not. An unreasonable interpr etation therefore would be that these leaders of commitment HRM will happily dispense with unions given the opportunity. Indeed, Lawrence (1985, p. 362) admits that there was a general view that in a well-managed unit with decision-sharing, a union was not needed to represent employee interests. Guest (1990, p. 389) concludes, the main impact of HRM in the United States may have been to provide a smokescreen behind which management can introduce non-unionism or obtain significant concessions from trade unions. The second concern is that meeting the needs of employees has never been an objective in itself, and has simply been the normative view of what Harvard academics would like to see as the employment relationship. Truss et al. (1997, p. 70) in a study of soft and hard models of HRM, concluded that even if the rhetoric of HRM is soft, the reality is almost always hard, with the interests of the organisation prevailing over those of the individual. Similar conclusions have been reached by Keenoy (1990), Poole and Mansfield (1992), Guest (1995) and Legge (1995a, b, 1998). If the soft model of HRM has validity, then there should be a clear relationship between the experience of soft HRM practice and positive employee attitudes (reflecting their needs are being met) and increasing employee commitment as well as improved productivity. Surprisingly, however, most of the research and reporting on HRM has ignored the views of employees. Legge (1998, p. 14) points out: when reading accounts of HRM practice in the UK and North America it is noticeable the extent to which the data are (literally) the voices of management. Guest (1999, p. 5) agrees, claiming that from its conception human resource management reflected a management agenda to the neglect of workers concerns. Some studies have considered employee reactions to HRM (Gibb, 2001; Appelbaum and Berg, 2000; Mabey et al., 1998) but Guest (2002, p. 335) is perceptive in his criticism that a feature of both advocates and critics of HRM is their neglect of direct evidence about the role and reactions of w orkers. Even the exceptions noted which gave employee reactions to HRM did not relate the employee experience of HRM practices to their reactions, and Guest (1997) argues for a research agenda that addresses this gap. This paper aims to contribute to this gap by fulfilling two major objectives. The first is to add to the limited number of studies which have tested to see if there is a relationship between HRM practice and positive employee attitudes. The second objective is to see if there is a significantly stronger relationship between HRM practice and employee attitudes if employee perceptions of HRM practice are taken as the measure of HRM rather than employer perceptions, which has been the approach taken in general by previous researchers. HRM practice and employee work-related attitudes The soft model of HRM, as stated previously, suggests a relationship exists between the use of appropriate HRM practices and positive employee attitudes, and while theoretically these relationships remain poorly developed (Guest, 1997, 2001), a number of attitudes are nonetheless widely considered to be an outcome of soft HRM. For example, levels of job satisfaction, which is the affective perception that results from the achievement of desired outcomes (Harber et al., 1997), are found to be related to levels of HRM practice (Guest, 2002; Ting, 1997). High levels of employee commitment have also been found to be related to the use of appropriate HRM practice (Guest, 2002), and results from investing in HRM practices which benefit employees. For example, the provision of opportunities for training and skill development benefits the employee by equipping them with the necessary knowledge, skills and attitudes to function autonomously and responsibly (Guest, 2002). Furthermore, it impro ves retention and enables them to cope with change in the work environment (Guest, 2002). Organisational fairness is the term used to describe the role of fairness as it directly relates to the workplace and is concerned with the ways employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Moorman, 1991, p. 845). The HRM systems, policies, and procedures that operate in an organisation have been identified as impacting on an individuals perceptions of bias and fairness (Kurland and Egan, 1999; Greenberg, 1990). Studies show that where employees believe they are treated fairly in the workplace then they hold positive attitudes towards the organisation (Moorman, 1991), whereas HRM practices that are perceived to be unfair have been found to result in the employee feeling bewildered and betrayed and thus less committed (Schappe, 1996). As far as the relationship between HRM practice and employee attitudes is concerned, the HRM practice dimension has been measured by collecting data from employers in one of the two ways using additive measures of HRM practice or self-reports about the extent to which particular HRM practices have been operationalised. A possible third approach would be to collect employee views about the operationalisation of HRM practice and then relate these reactions to their attitudes. These approaches are described below. The additive approach To date the most common approach for assessing the relationship between HRM practice and employee work-related attitudes is the additive approach. This involves employers indicating, using a yes/no response format, which HRM practices from a predetermined list currently operate in their organisations. The yes responses are then added together, and the assumption is that a higher sum indicates better HRM. Researchers using the additive approach usually correlate the total number of practices with the HRM outcomes being examined. Research exploring this relationship show a strong correlation between high numbers of HRM practice and positive employee attitudes (Fiorito, 2002; Guest, 1999; Guest and Conway, 2002; Appelbaum and Berg, 2000). While this approach is frequently used, it has attracted criticism (Fiorito, 2002; Guest, 1997, 2002). The additive approach is very simplistic. If an employer claims a practice is utilised there is no differentiation on the basis on how well, or to what extent the practice exists. For example, there could be token training and development, or a high level of commitment to a professional and effective training and development programme. Both examples are credited as a yes. This perceived weakness has led some researchers to use employer self-reports about the strength of HRM practice. Employer self-reports about the strength of HRM practice Guest and Peccei (1994) suggest that an improvement on the additive approach is to assess the extent or strength of practice using response bands such as those contained in Likert scales. Such an approach sees employers self-reporting, either on the extent they consider particular HRM practices to be effective (Delaney and Huselid, 1996), or alternatively on the extent to which HRM practices have been operationalised (i.e. to what extent practices are practised) in their workplace (Kane et al., 1999). Guest (2001, p. 1099) claims further research is needed to test the extent that employer and employee views on HRM practices coincide or differ. Specifically he suggests: There is now a need for more research comparing the responses of managers responsible for developing and overseeing HRM practice and employees to identify levels of agreement about the operation of practices such evidence as it is possible to glean from reports about levels of autonomy and consultation suggest that levels of agreement might be quite low. Support for this assertion has already been found. For example, Appelbaum and Bergs (2000) study comparing supervisor and employee perceptions about participative initiatives in US organisations found wide differences. Similarly, Kane et al. (1999) also found evidence of perceptual differences about HRM between different organisational stakeholders. While managers and employers are important stakeholders, so too are employees. This has led to a strong call for employee voice to be heard in HRM research (Guest, 2001). Employee self-reports about the strength of HRM practice Given the apparent perceptual differences between employers and employees perceptions of HRM then a third approach that could be used would see employees reports on the strength of operationalised HRM practice analysed in relation to their levels of work-related attitudes. There is now growing support for assessing HRM from the employee perspective emerging in the literature (Fiorito, 2002; Gibb, 2001; Guest, 2001), and given that where the concern is employee attitudes, then it is intuitively logical to relate that to employee rather than employer perceptions of the effectiveness of HRM policies and practices. Method The most common approach employed in studies assessing the relationship between HRM practice and employee work-related attitudes is the survey (Cully et al., 2000; Guest, 1999), and this is the method of data collection used in this study. Four areas of HRM practice are examined good and safe working conditions, training and development, equal employment opportunities (EEO), and recruitment and selection. These areas of HRM have been selected because they have previously been identified as those likely to have the greatest impact on employee behaviour and attitudes (Guest, 2001). Three employee work-related attitudes are examined organisational commitment, job satisfaction and organisational fairness. These attitudes are generally considered to be desirable outcomes that result from the use of soft HRM (Meyer and Smith, 2000; Guest, 1997). Measurement Three approaches are used to measure HRM practice an additive measure completed by the employer, and two perceptual measures, one completed by employers and one completed by employees. All three measures relate to practices characterised in the literature as soft HRM or best practice HRM (Guest, 1999; Guest and Peccei, 1992; Johnson, 2000; Kane et al., 1999). They are employee-centred (i.e. they should produce benefits for employees when operationalised), and thus should impact on employee work-related attitudes. The additive measure, as stated, is the one most commonly used in research of this type. The additive measure used in this study asks employers to indicate, using a yes/no response format, which practices, from a comprehensive list of 80 practices (20 for each functional area covered), currently operate in their organisation (for example, Do you consult employees on their training needs?). A 20-item scale consisting of statements about HRM practice is used to assess the strength of HRM practices (five items for each of the four functional areas). Respondents are asked to indicate, using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree, the extent they consider each practice occurs in their organisation, for example, EEO is promoted within this organisation (see Appendix 1 for a full list of statements). The same scale is used for both the employer and the employee groups, with the wording amended to reflect their different perspectives. Employer and employee assessments of HRM using this measure are, therefore, concerned with the judgements these groups make about the extent a particular HRM practice has been operationalised in the workplace. The ÃŽ ± coefficients for the five item measures relating to each of the four areas of HRM practice examined ranged from 0.83 to 0.88, suggesting high internal consistency exists (Browne, 2000). The s tatements about HRM practice on the perceptual measure closely reflect the ones used in the additive measure, but there is not a direct correspondence as that would have resulted in an excessively long measure. Three widely accepted measures of employee attitudes are used. Guest (1997) suggests organisational commitment should be measured using the standard measure developed by Mowday et al. (1979) the organisational commitment questionnaire (OCQ) because this scale captures the extent the employee identifies with the organisation, their desire to remain in the organisation and their willingness to exert effort on behalf of the organisation. An adapted and shortened version of the OCQ is used in this study to measure organisational commitment. Again, respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽ ±=0.8535). To measure job satisfaction, an adapted and shortened form of the Minnesota satisfaction questionnaire (Weiss et al., 1967) is used. The scale has six items and respondents are asked to indicate how satisfied they are with respect to each of the statements, using a five-point Likert scale ranging from 1=very dissatisfied to 5=very satisfied (ÃŽ ±=0.8664). While organisational fairness has two dimensions distributive and procedural this study is concerned only with procedural fairness and HRM policy and practice. The measure used is an adapted and shortened six-item version of the procedural justice scale used by Moorman (1991). This measures employees perceptions about the way formal procedures are carried out. Respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽ ±=0.9160). Employer and employee respondents were also asked to provide a range of demographic information. Analysis Data are analysed using SPSS, Version 11, using matched employer and aggregated employee data from 37 organisations. Correlations, using Pearsons r, are completed to explore the relationships between HRM practice and employee attitudes. The multiple linear regression technique is used to explore the differential impacts of the three approaches being tested. The sample In total, 234 organisations were originally contacted to participate in this study. A total of 40 organisations agreed to participate. The person most responsible for operationalising HRM practice was requested to complete the employer survey. Employee participation was voluntary, and the company fully endorsed their participation. The employer participant was requested to distribute the surveys to a representative sample of their workforce, in terms of occupational classification, ethnicity and gender. The targeted population of employees consisted of a total of 1,075 full- and part-time employees from the 40 participating organisations. A total of 626 employees responded (a response rate of 58 per cent) by completing the survey and returning it in the reply-paid envelope provided. In total, 37 usable matched sets of data were obtained. These 37 matched data sets comprise one completed employer questionnaire (total usable employer responses=37) and on average 15 employee questionnai res for each organisation (total usable employee responses=572). The number of actual employee responses received for each organisation varied with workplace size, and ranged from eight to 31. The demographics for the employer and employee samples are reported in Table I. New Zealand is a relatively small country and organisations employing in excess of 100 employees are usually classified as large, with those having between 50 and 99 employees classified as medium and organisations with under 50 employees as small. Three-fifths of the organisations participating in this study can be classified as large; one-fifth are medium, and the remaining five small. Of the 37 participating organisations, 19 are located in the private sector, 18 in the public sector. Around 35 per cent of the participating organisations are located in the service industry, with this group being evenly represented across both sectors. All other organisations are classified in the manufacturing, transport, retail, sales, education and health industries. Both the employer and the employee samples are reasonably a representative of organisations and the composition of the workforce in New Zealand, with the only notable exception being the employee sample is skewed in terms of occupation towards professional and semi-professional groups. Results The first analysis examines the relationship between additive measures of HRM practice and attitudes. The number of practices for each functional area varied considerably between organisations. Generally it is found that there are relatively high levels of practice for the areas of good and safe working conditions (M=15.95, SD=3.22), training and development (M=16.77, SD=2.76), along with recruitment and selection (M=16.52, SD=2.50). EEO is the one area, on the other hand, where a considerably lower mean level of practice exists (M=12.17, SD=5.96). According to prior research, high numbers of HRM practice are associated with positive employee attitudes (Guest, 1999). The results of the analysis for this relationship are reported in Table II. These findings differ from those previously reported. Using aggregated employee means, when levels of organisational commitment (M=3.72, SD=0.78), job satisfaction (M=3.72, SD=0.79) and organisational fairness (M=3.70, SD=0.86) are correlated with the combined additive measure of HRM practice, the results show that higher index scores in the number of HRM practices are not related to higher levels of organisational commitment (r=0.155, df=35, p=>0.05), job satisfaction (r=0.085, df=35, p=>0.05) or organisational fairness (r=0.146, df=35, p=>0.05). When this relationship is examined by functional area the correlations are also found not to be significant. Next the relationship between HRM practice and employee attitudes is examined using first employer self-reports, and second employee self-reports. These results are also reported in Table II. Statistically significant correlations are found to exist between the three attitudes measured and employee assessments of HRM practice for all the functional areas examined. However, no significant correlations are found between employer self-reports about the strength of HRM practice and employee attitudes. Data are then analysed using a regression technique, enabling the predictive qualities of each of the three approaches for assessing HRM practice to be explored. The model used for regressions is shown in Figure 1. All the measures of HRM practices were entered into a multiple regression[1] equation so that the character of the relationship between different measures of HRM practice and employee attitudes could be explored. It is found that nearly 51 per cent of the variance in organisational commitment (R 2=0.506, p The results of the regressions for the three measures of HRM practice, along with the three measures of employee attitudes, are presented in Table III. When the results of the regression for the three different measures of HRM practice are analysed it becomes evident that employee assessments have the greatest level of predictive power for attitudes. The regression reveals that numbers of HRM practice and employer assessments about the strength of HRM practice account for very little of the variance in attitudes. On the other hand, employee assessments of HRM practice appear to be very influential. Around 47 per cent of the variance in organisational commitment is explained by employee assessments of practice across the four HRM areas examined, with even larger and equally significant levels of variance being explained by this for job satisfaction and organisational fairness. If we exclude employee assessments related to EEO from the analysis, as it uniformly records the lowest ÃŽ ² across all three attitudes, the ÃŽ ² statistic for the remaining three functional areas of HRM practice implies that for every increment in employee assessments, levels of attitudes increase by between 0.17 and 0.34. The most statistically significant and consistent increments are in relation to employee assessments of good and safe working conditions, along with training and development, and these are found to apply to all aspects of work-related attitudes measured. Also worth noting is that, not surprisingly, assessments of recruitment and selection practices accounted for the largest variance in levels of organisational fairness. Discussion and concluding remarks Consistent with the work of Appelbaum and Berg (2000), Cully et al. (2000) and Guest (1999), this study also finds that a significant relationship exists between HRM practice and employee work-related attitudes. There is a strong statistically significant relationship when HRM is researched from the employee perspective. However, there was no significant relationship when HRM practice was measured using the additive approach or employer self-reports. These results have implications for current approaches used to assess the HRM practice-employee work-related attitudes relationship. This study demonstrates that by far the greatest correlate of employee attitudes are employees own assessments of the strength of HRM practice. Interestingly, higher levels of HRM practice, using an additive measure, are not found to be significantly associated with attitudes across any of the four functional areas of HRM examined. In fact, it is revealed that higher levels of HRM practice are in some cases related to decreased levels of job satisfaction and organisational fairness. For example, looking at the data for each functional HRM area, it is possible that higher levels of EEO practice may actually have no, or even a negative, effect on employee attitudes, with a strong inverse relationship being found for job satisfaction. Similarly, weak relationships are found when the relationship between employer assessments about operationalised practice and attitudes are examined. So while Guest and Peccei (1994) suggest these areas are important aspects of best practice HRM, this study finds them to be unrelated to attitudes when data are collected from employers. Put together these results suggest that if managers want to maximise employee attitudes, then implementing lots of practices is not sufficient. Practitioners need to be aware that the way they implement their HRM practices may be a more important determinant of employee attitudes than the number of practices they put in place. This builds on the research findings of other recent studies (Armstrong, 2001) that suggest it is possible that it is the quality of the practice that counts and not the quantity. It may be that practitioners may need to undertake regular attitudinal surveys to assess employee reactions to current HRM practice and assess these on a longitudinal basis to identify what is working and what is not. It was beyond the parameters of this study to examine the complex relationship between HRM practice, employee attitudes and business performance; it has, however, explored the narrower relationship between HRM practice (for the areas of good and safe working conditions, training and development, EEO and recruitment and selection) and three employee attitudes (organisational commitment, job satisfaction and organisational fairness). While regressions tell us nothing about the cause-effect nature of relationships between assessments of HRM practice and employee attitudes, these findings strongly suggest that incorporating the employees experience of HRM into analyses exploring the HRM practice, employee attitudes relationship will contribute further to our understanding about what aspects of HRM have the potential to yield the greatest performance outcomes. Arguably, more so, it would appear, than exploring this particular relationship solely using additive measures or employer self-re ports. This study has some limitations. This study found the standard deviations for assessments of HRM practice and work-related attitudes amongst employee groups within each organisation to be reasonably low, showing close agreement. Nonetheless the aggregated data has been developed from a relatively small sample, thus it may not be representative of the bulk of employee views. The evaluative nature of the questions used introduces the possibility of common method variance (i.e. an artificial correlation across questions due to mood or other contaminants (Fiorito, 2002)). Also, the HRM practices used in this study are supposedly best practice; however, there is still insufficient evidence available to confirm that they are indeed best practice. Finally, Gibb (2001) suggests effective HRM is about implementing best practice. While this may very well be true, it is clear from this study that simply introducing best practice, or even assessing the effectiveness of practice from the employers viewpoint, is no guarantee that they have been successfully implemented. If the organisations objective is to improve employees workplace attitudes, then possibly a better way to confirm which HRM practices are having the greatest impact, and hence are effective, is to correlate employees assessment of them with employees attitudes. Further studies in this area are now required. References Appelbaum, E., Berg, P. (2000), High performance work systems: giving workers a stake, in Blair, M., Kochan, T. (Eds),The New Relationship: Human Capital in the American Corporation, Brookings Institution Press, Washington, DC, . [Manual request] [Infotrieve] Armstrong, G. (2001), The Change Agenda: Performance through People, The New People Management, CODE, London, . [Manual request] [Infotrieve] Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q., Walton, R.E. (1984), Managing Human Assets, Free Press, New York, NY, . [Manual request] [Infotrieve] Browne, J.H. (2000), Benchmarking HRM practices in healthy work organizations, American Business Review, Vol. 18 No.2, pp.54-61. [Manual request] [Infotrieve] Cully, M., Woodland, S., OReilly, A., Dix, G. (2000), Britain at Work: As Depicted by the 1998 Workplace Employee Relations Survey, Routledge, London, . [Manual request] [Infotrieve] Delaney, J.T., Huselid, M.A. (1996), The impact of human resource management practices on perceptions of organizational performance, Academy of Management Journal, Vol. 39 No.4, pp.949-69. [Manual request] [Infotrieve] Ehrlich, C.J. (1994), Creating an employer-employee relationship for the future, Human Resource Management, Vol. 33 No.3, pp.491-501. [Manual request] [Infotrieve] Fiorito, J. (2002), Human resource management practices and worker desires for union representation, in Bennett, J., Kaufman, B. (Eds),The Future of Private Sector Unionism in the United States, M.E. Sharpe, Armonk, NY, . [Manual request] [Infotrieve] (1984), in Fombrun, C., Tichy, N., Devanna, M. (Eds),Strategic Human Resource Management, Wiley, New York, NY, . [Manual request] [Infotrieve] Gibb, S. (2001), The state of human resource management: evidence from employees view of HRM systems and staff, Employee Relations, Vol. 23 No.4, pp.318-36. [Manual request] [Infotrieve] Greenberg, J. (1990), Organisational justice: yesterday, today and tomorrow, Journal of Management, Vol. 16 pp.399-43 Relationship Between HRM and Employee Attitude Relationship Between HRM and Employee Attitude The relationship between HRM practice and employee work-related attitudes Introduction The concept of human resource management (HRM) has received focussed attention for around 20 years, with the catalyst being that many US companies found they were being rivalled and in some instances overtaken, in markets they had dominated (Ehrlich, 1994, p. 492). As Lodge (1985, p. 319) observes: By the early 1980s there was still little disagreement that US corporate managers, employees and trade unions would have to change their ways in order to compete successfully for markets in America and abroad. Harvard university academics introduced a new compulsory component of HRM into their MBA syllabus and reinforced this so-called Harvard Model with influential books and articles (Beer et al., 1984; Walton, 1985b; Walton and Lawrence, 1985). While there would surely have been a genuine desire to help US business, US society, and even US employees, there was also a long-term effort to ensure that the Harvard Business School faculty provided leadership in human resource management (Walton and Lawrence, 1985, p. xx). The Harvard concept stresses that HRM should lead to employee commitment not simply as a means to employer objectives of improved productivity and profits, but because the fulfilment of many employee needs is taken as a goal rather than merely a means to an end (Walton, 1985a, p. 49). At about the same time as the Harvard concept was being developed another viewpoint was being promulgated by academics who supported a strategic concept of HRM, with the major work edited by Fombrun et al. (1984). This work emphasises that the four generic human resource activities of all organisations: selection/promotion/placement process; reward process; development process; and appraisal process (Tichy et al., 1984, p. 26) need to be strategically aligned with the organisations overall strategic objectives. Hard and soft HRM British writers have focused on the differences between the Harvard commitment concept of HRM and the strategic HRM concept. Keenoy (1990, p. 368) sees the Harvard concept as philosophically grounded in the recognition of multiple stakeholders and the belief that the practice and benefits of HRM can be achieved through neo-pluralist mechanisms, while the strategic concept is almost uniformly unitarist in orientation and displays a quite singular endorsement of managerial values. The former is frequently referred to as soft HRM, while the latter is hard HRM. In theory, soft HRM fulfils employee needs as an end in itself, and the favourable attitudes generated from the use of appropriate HRM practices (Guest, 1997) together with communication, motivation and leadership (Storey, 1987, p. 6), result in commitment to the organisation and improved performance. Hard HRM is only concerned with the effective utilisation of employees (Guest, 2002) and emphasises the quantitative, calculative and business strategic aspects of managing the head count resource in as natural a way as for any other economic factor (Storey, 1987, p. 6). If the reality of soft HRM practice was that it produced the benefits referred to in the rhetoric of academic evangelists such as Richard Walton then it should be highly favoured by both employees and employers. Questions have been raised by a number of researchers, however, about the ability of soft HRM to achieve these benefits. There are two concerns. The first is that the real motive behind its introduction is to undermine unions (Sisson, 1994). Indeed, going back to the introduction of the Harvard concept of soft HRM, Lawrence (1985, p. 362) writes about a seminal colloquium on HRM between 35 senior executives and Harvard academics. He claims that the question as to whether HRM was designed to keep the union out was emphatically denied, and he protested that all but three of the firms represented were at least partially unionised, with several having had a significant number of units of both kinds, with their older plants unionised and the newer ones not. An unreasonable interpr etation therefore would be that these leaders of commitment HRM will happily dispense with unions given the opportunity. Indeed, Lawrence (1985, p. 362) admits that there was a general view that in a well-managed unit with decision-sharing, a union was not needed to represent employee interests. Guest (1990, p. 389) concludes, the main impact of HRM in the United States may have been to provide a smokescreen behind which management can introduce non-unionism or obtain significant concessions from trade unions. The second concern is that meeting the needs of employees has never been an objective in itself, and has simply been the normative view of what Harvard academics would like to see as the employment relationship. Truss et al. (1997, p. 70) in a study of soft and hard models of HRM, concluded that even if the rhetoric of HRM is soft, the reality is almost always hard, with the interests of the organisation prevailing over those of the individual. Similar conclusions have been reached by Keenoy (1990), Poole and Mansfield (1992), Guest (1995) and Legge (1995a, b, 1998). If the soft model of HRM has validity, then there should be a clear relationship between the experience of soft HRM practice and positive employee attitudes (reflecting their needs are being met) and increasing employee commitment as well as improved productivity. Surprisingly, however, most of the research and reporting on HRM has ignored the views of employees. Legge (1998, p. 14) points out: when reading accounts of HRM practice in the UK and North America it is noticeable the extent to which the data are (literally) the voices of management. Guest (1999, p. 5) agrees, claiming that from its conception human resource management reflected a management agenda to the neglect of workers concerns. Some studies have considered employee reactions to HRM (Gibb, 2001; Appelbaum and Berg, 2000; Mabey et al., 1998) but Guest (2002, p. 335) is perceptive in his criticism that a feature of both advocates and critics of HRM is their neglect of direct evidence about the role and reactions of w orkers. Even the exceptions noted which gave employee reactions to HRM did not relate the employee experience of HRM practices to their reactions, and Guest (1997) argues for a research agenda that addresses this gap. This paper aims to contribute to this gap by fulfilling two major objectives. The first is to add to the limited number of studies which have tested to see if there is a relationship between HRM practice and positive employee attitudes. The second objective is to see if there is a significantly stronger relationship between HRM practice and employee attitudes if employee perceptions of HRM practice are taken as the measure of HRM rather than employer perceptions, which has been the approach taken in general by previous researchers. HRM practice and employee work-related attitudes The soft model of HRM, as stated previously, suggests a relationship exists between the use of appropriate HRM practices and positive employee attitudes, and while theoretically these relationships remain poorly developed (Guest, 1997, 2001), a number of attitudes are nonetheless widely considered to be an outcome of soft HRM. For example, levels of job satisfaction, which is the affective perception that results from the achievement of desired outcomes (Harber et al., 1997), are found to be related to levels of HRM practice (Guest, 2002; Ting, 1997). High levels of employee commitment have also been found to be related to the use of appropriate HRM practice (Guest, 2002), and results from investing in HRM practices which benefit employees. For example, the provision of opportunities for training and skill development benefits the employee by equipping them with the necessary knowledge, skills and attitudes to function autonomously and responsibly (Guest, 2002). Furthermore, it impro ves retention and enables them to cope with change in the work environment (Guest, 2002). Organisational fairness is the term used to describe the role of fairness as it directly relates to the workplace and is concerned with the ways employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Moorman, 1991, p. 845). The HRM systems, policies, and procedures that operate in an organisation have been identified as impacting on an individuals perceptions of bias and fairness (Kurland and Egan, 1999; Greenberg, 1990). Studies show that where employees believe they are treated fairly in the workplace then they hold positive attitudes towards the organisation (Moorman, 1991), whereas HRM practices that are perceived to be unfair have been found to result in the employee feeling bewildered and betrayed and thus less committed (Schappe, 1996). As far as the relationship between HRM practice and employee attitudes is concerned, the HRM practice dimension has been measured by collecting data from employers in one of the two ways using additive measures of HRM practice or self-reports about the extent to which particular HRM practices have been operationalised. A possible third approach would be to collect employee views about the operationalisation of HRM practice and then relate these reactions to their attitudes. These approaches are described below. The additive approach To date the most common approach for assessing the relationship between HRM practice and employee work-related attitudes is the additive approach. This involves employers indicating, using a yes/no response format, which HRM practices from a predetermined list currently operate in their organisations. The yes responses are then added together, and the assumption is that a higher sum indicates better HRM. Researchers using the additive approach usually correlate the total number of practices with the HRM outcomes being examined. Research exploring this relationship show a strong correlation between high numbers of HRM practice and positive employee attitudes (Fiorito, 2002; Guest, 1999; Guest and Conway, 2002; Appelbaum and Berg, 2000). While this approach is frequently used, it has attracted criticism (Fiorito, 2002; Guest, 1997, 2002). The additive approach is very simplistic. If an employer claims a practice is utilised there is no differentiation on the basis on how well, or to what extent the practice exists. For example, there could be token training and development, or a high level of commitment to a professional and effective training and development programme. Both examples are credited as a yes. This perceived weakness has led some researchers to use employer self-reports about the strength of HRM practice. Employer self-reports about the strength of HRM practice Guest and Peccei (1994) suggest that an improvement on the additive approach is to assess the extent or strength of practice using response bands such as those contained in Likert scales. Such an approach sees employers self-reporting, either on the extent they consider particular HRM practices to be effective (Delaney and Huselid, 1996), or alternatively on the extent to which HRM practices have been operationalised (i.e. to what extent practices are practised) in their workplace (Kane et al., 1999). Guest (2001, p. 1099) claims further research is needed to test the extent that employer and employee views on HRM practices coincide or differ. Specifically he suggests: There is now a need for more research comparing the responses of managers responsible for developing and overseeing HRM practice and employees to identify levels of agreement about the operation of practices such evidence as it is possible to glean from reports about levels of autonomy and consultation suggest that levels of agreement might be quite low. Support for this assertion has already been found. For example, Appelbaum and Bergs (2000) study comparing supervisor and employee perceptions about participative initiatives in US organisations found wide differences. Similarly, Kane et al. (1999) also found evidence of perceptual differences about HRM between different organisational stakeholders. While managers and employers are important stakeholders, so too are employees. This has led to a strong call for employee voice to be heard in HRM research (Guest, 2001). Employee self-reports about the strength of HRM practice Given the apparent perceptual differences between employers and employees perceptions of HRM then a third approach that could be used would see employees reports on the strength of operationalised HRM practice analysed in relation to their levels of work-related attitudes. There is now growing support for assessing HRM from the employee perspective emerging in the literature (Fiorito, 2002; Gibb, 2001; Guest, 2001), and given that where the concern is employee attitudes, then it is intuitively logical to relate that to employee rather than employer perceptions of the effectiveness of HRM policies and practices. Method The most common approach employed in studies assessing the relationship between HRM practice and employee work-related attitudes is the survey (Cully et al., 2000; Guest, 1999), and this is the method of data collection used in this study. Four areas of HRM practice are examined good and safe working conditions, training and development, equal employment opportunities (EEO), and recruitment and selection. These areas of HRM have been selected because they have previously been identified as those likely to have the greatest impact on employee behaviour and attitudes (Guest, 2001). Three employee work-related attitudes are examined organisational commitment, job satisfaction and organisational fairness. These attitudes are generally considered to be desirable outcomes that result from the use of soft HRM (Meyer and Smith, 2000; Guest, 1997). Measurement Three approaches are used to measure HRM practice an additive measure completed by the employer, and two perceptual measures, one completed by employers and one completed by employees. All three measures relate to practices characterised in the literature as soft HRM or best practice HRM (Guest, 1999; Guest and Peccei, 1992; Johnson, 2000; Kane et al., 1999). They are employee-centred (i.e. they should produce benefits for employees when operationalised), and thus should impact on employee work-related attitudes. The additive measure, as stated, is the one most commonly used in research of this type. The additive measure used in this study asks employers to indicate, using a yes/no response format, which practices, from a comprehensive list of 80 practices (20 for each functional area covered), currently operate in their organisation (for example, Do you consult employees on their training needs?). A 20-item scale consisting of statements about HRM practice is used to assess the strength of HRM practices (five items for each of the four functional areas). Respondents are asked to indicate, using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree, the extent they consider each practice occurs in their organisation, for example, EEO is promoted within this organisation (see Appendix 1 for a full list of statements). The same scale is used for both the employer and the employee groups, with the wording amended to reflect their different perspectives. Employer and employee assessments of HRM using this measure are, therefore, concerned with the judgements these groups make about the extent a particular HRM practice has been operationalised in the workplace. The ÃŽ ± coefficients for the five item measures relating to each of the four areas of HRM practice examined ranged from 0.83 to 0.88, suggesting high internal consistency exists (Browne, 2000). The s tatements about HRM practice on the perceptual measure closely reflect the ones used in the additive measure, but there is not a direct correspondence as that would have resulted in an excessively long measure. Three widely accepted measures of employee attitudes are used. Guest (1997) suggests organisational commitment should be measured using the standard measure developed by Mowday et al. (1979) the organisational commitment questionnaire (OCQ) because this scale captures the extent the employee identifies with the organisation, their desire to remain in the organisation and their willingness to exert effort on behalf of the organisation. An adapted and shortened version of the OCQ is used in this study to measure organisational commitment. Again, respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽ ±=0.8535). To measure job satisfaction, an adapted and shortened form of the Minnesota satisfaction questionnaire (Weiss et al., 1967) is used. The scale has six items and respondents are asked to indicate how satisfied they are with respect to each of the statements, using a five-point Likert scale ranging from 1=very dissatisfied to 5=very satisfied (ÃŽ ±=0.8664). While organisational fairness has two dimensions distributive and procedural this study is concerned only with procedural fairness and HRM policy and practice. The measure used is an adapted and shortened six-item version of the procedural justice scale used by Moorman (1991). This measures employees perceptions about the way formal procedures are carried out. Respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽ ±=0.9160). Employer and employee respondents were also asked to provide a range of demographic information. Analysis Data are analysed using SPSS, Version 11, using matched employer and aggregated employee data from 37 organisations. Correlations, using Pearsons r, are completed to explore the relationships between HRM practice and employee attitudes. The multiple linear regression technique is used to explore the differential impacts of the three approaches being tested. The sample In total, 234 organisations were originally contacted to participate in this study. A total of 40 organisations agreed to participate. The person most responsible for operationalising HRM practice was requested to complete the employer survey. Employee participation was voluntary, and the company fully endorsed their participation. The employer participant was requested to distribute the surveys to a representative sample of their workforce, in terms of occupational classification, ethnicity and gender. The targeted population of employees consisted of a total of 1,075 full- and part-time employees from the 40 participating organisations. A total of 626 employees responded (a response rate of 58 per cent) by completing the survey and returning it in the reply-paid envelope provided. In total, 37 usable matched sets of data were obtained. These 37 matched data sets comprise one completed employer questionnaire (total usable employer responses=37) and on average 15 employee questionnai res for each organisation (total usable employee responses=572). The number of actual employee responses received for each organisation varied with workplace size, and ranged from eight to 31. The demographics for the employer and employee samples are reported in Table I. New Zealand is a relatively small country and organisations employing in excess of 100 employees are usually classified as large, with those having between 50 and 99 employees classified as medium and organisations with under 50 employees as small. Three-fifths of the organisations participating in this study can be classified as large; one-fifth are medium, and the remaining five small. Of the 37 participating organisations, 19 are located in the private sector, 18 in the public sector. Around 35 per cent of the participating organisations are located in the service industry, with this group being evenly represented across both sectors. All other organisations are classified in the manufacturing, transport, retail, sales, education and health industries. Both the employer and the employee samples are reasonably a representative of organisations and the composition of the workforce in New Zealand, with the only notable exception being the employee sample is skewed in terms of occupation towards professional and semi-professional groups. Results The first analysis examines the relationship between additive measures of HRM practice and attitudes. The number of practices for each functional area varied considerably between organisations. Generally it is found that there are relatively high levels of practice for the areas of good and safe working conditions (M=15.95, SD=3.22), training and development (M=16.77, SD=2.76), along with recruitment and selection (M=16.52, SD=2.50). EEO is the one area, on the other hand, where a considerably lower mean level of practice exists (M=12.17, SD=5.96). According to prior research, high numbers of HRM practice are associated with positive employee attitudes (Guest, 1999). The results of the analysis for this relationship are reported in Table II. These findings differ from those previously reported. Using aggregated employee means, when levels of organisational commitment (M=3.72, SD=0.78), job satisfaction (M=3.72, SD=0.79) and organisational fairness (M=3.70, SD=0.86) are correlated with the combined additive measure of HRM practice, the results show that higher index scores in the number of HRM practices are not related to higher levels of organisational commitment (r=0.155, df=35, p=>0.05), job satisfaction (r=0.085, df=35, p=>0.05) or organisational fairness (r=0.146, df=35, p=>0.05). When this relationship is examined by functional area the correlations are also found not to be significant. Next the relationship between HRM practice and employee attitudes is examined using first employer self-reports, and second employee self-reports. These results are also reported in Table II. Statistically significant correlations are found to exist between the three attitudes measured and employee assessments of HRM practice for all the functional areas examined. However, no significant correlations are found between employer self-reports about the strength of HRM practice and employee attitudes. Data are then analysed using a regression technique, enabling the predictive qualities of each of the three approaches for assessing HRM practice to be explored. The model used for regressions is shown in Figure 1. All the measures of HRM practices were entered into a multiple regression[1] equation so that the character of the relationship between different measures of HRM practice and employee attitudes could be explored. It is found that nearly 51 per cent of the variance in organisational commitment (R 2=0.506, p The results of the regressions for the three measures of HRM practice, along with the three measures of employee attitudes, are presented in Table III. When the results of the regression for the three different measures of HRM practice are analysed it becomes evident that employee assessments have the greatest level of predictive power for attitudes. The regression reveals that numbers of HRM practice and employer assessments about the strength of HRM practice account for very little of the variance in attitudes. On the other hand, employee assessments of HRM practice appear to be very influential. Around 47 per cent of the variance in organisational commitment is explained by employee assessments of practice across the four HRM areas examined, with even larger and equally significant levels of variance being explained by this for job satisfaction and organisational fairness. If we exclude employee assessments related to EEO from the analysis, as it uniformly records the lowest ÃŽ ² across all three attitudes, the ÃŽ ² statistic for the remaining three functional areas of HRM practice implies that for every increment in employee assessments, levels of attitudes increase by between 0.17 and 0.34. The most statistically significant and consistent increments are in relation to employee assessments of good and safe working conditions, along with training and development, and these are found to apply to all aspects of work-related attitudes measured. Also worth noting is that, not surprisingly, assessments of recruitment and selection practices accounted for the largest variance in levels of organisational fairness. Discussion and concluding remarks Consistent with the work of Appelbaum and Berg (2000), Cully et al. (2000) and Guest (1999), this study also finds that a significant relationship exists between HRM practice and employee work-related attitudes. There is a strong statistically significant relationship when HRM is researched from the employee perspective. However, there was no significant relationship when HRM practice was measured using the additive approach or employer self-reports. These results have implications for current approaches used to assess the HRM practice-employee work-related attitudes relationship. This study demonstrates that by far the greatest correlate of employee attitudes are employees own assessments of the strength of HRM practice. Interestingly, higher levels of HRM practice, using an additive measure, are not found to be significantly associated with attitudes across any of the four functional areas of HRM examined. In fact, it is revealed that higher levels of HRM practice are in some cases related to decreased levels of job satisfaction and organisational fairness. For example, looking at the data for each functional HRM area, it is possible that higher levels of EEO practice may actually have no, or even a negative, effect on employee attitudes, with a strong inverse relationship being found for job satisfaction. Similarly, weak relationships are found when the relationship between employer assessments about operationalised practice and attitudes are examined. So while Guest and Peccei (1994) suggest these areas are important aspects of best practice HRM, this study finds them to be unrelated to attitudes when data are collected from employers. Put together these results suggest that if managers want to maximise employee attitudes, then implementing lots of practices is not sufficient. Practitioners need to be aware that the way they implement their HRM practices may be a more important determinant of employee attitudes than the number of practices they put in place. This builds on the research findings of other recent studies (Armstrong, 2001) that suggest it is possible that it is the quality of the practice that counts and not the quantity. It may be that practitioners may need to undertake regular attitudinal surveys to assess employee reactions to current HRM practice and assess these on a longitudinal basis to identify what is working and what is not. It was beyond the parameters of this study to examine the complex relationship between HRM practice, employee attitudes and business performance; it has, however, explored the narrower relationship between HRM practice (for the areas of good and safe working conditions, training and development, EEO and recruitment and selection) and three employee attitudes (organisational commitment, job satisfaction and organisational fairness). While regressions tell us nothing about the cause-effect nature of relationships between assessments of HRM practice and employee attitudes, these findings strongly suggest that incorporating the employees experience of HRM into analyses exploring the HRM practice, employee attitudes relationship will contribute further to our understanding about what aspects of HRM have the potential to yield the greatest performance outcomes. Arguably, more so, it would appear, than exploring this particular relationship solely using additive measures or employer self-re ports. This study has some limitations. This study found the standard deviations for assessments of HRM practice and work-related attitudes amongst employee groups within each organisation to be reasonably low, showing close agreement. Nonetheless the aggregated data has been developed from a relatively small sample, thus it may not be representative of the bulk of employee views. The evaluative nature of the questions used introduces the possibility of common method variance (i.e. an artificial correlation across questions due to mood or other contaminants (Fiorito, 2002)). Also, the HRM practices used in this study are supposedly best practice; however, there is still insufficient evidence available to confirm that they are indeed best practice. Finally, Gibb (2001) suggests effective HRM is about implementing best practice. While this may very well be true, it is clear from this study that simply introducing best practice, or even assessing the effectiveness of practice from the employers viewpoint, is no guarantee that they have been successfully implemented. If the organisations objective is to improve employees workplace attitudes, then possibly a better way to confirm which HRM practices are having the greatest impact, and hence are effective, is to correlate employees assessment of them with employees attitudes. 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