Change during the introduction of new system to control attendance

Change during the introduction of new system to control attendance The control of staff attendance has been a problem for Co-operative Food, a UK retail organisation, and it has been looking to improve its systems to monitor attendance of its employees. Co-operative Food wants to bring effectiveness in their work, e.g. through procedures and systems, for actively delivering their services to the consumers. That is why it is ensuring that they are efficient enough to do that. In order to pursue this, Co-operative emphasises on time management of its staff by bringing in a new system for the control of staff attendance. In the UK retail sector, Co-operative is one of the pioneers to introduce such a new generation system for control of staff attendance as compared to other big supermarkets like Asda, Tesco, Sainsburys and Morrisons. More specifically, Co-operative has introduced a biometric system which became operative in 2010, and requiring Co-operative staff to touch their finger at identification points to get verified. The new attendance recording system is a technological change to monitor employees attendance, when they start and finish their shift, by giving their finger print. If an employee leaves the premises of the company he signs out and then sign in again when he returns to the premises. This system has benefited the company to control its wastage of time and labour cost. Originally, an older system was being operated at Co-operative Food till two years ago by signing manually the attendance register. This register was usually placed near the managers office and the employees had to sign in and out before and at the end of their shift. This system was seen as a failure as employees gave little importance to this system. For example, they got paid even if they missed to sign in by requesting the manager at the next day that they forgot to sign in. This manual system was replaced in 2008 by a swipe card system to monitor staff attendance, which also had some drawbacks. In the swipe card system someone else, other than the employee, could also swipe it for him/her, without the knowledge of the supervisor. This is an important issue because such a change affects employees to a great extent if it is not planned and implemented properly. For example, due to the frustration employees could abuse the system by taking long tea or lunch breaks. Or they might waste companys time to do unnecessary activities e.g. they could go up in the canteen and sit there hiding without the knowledge of the managers or supervisors. Or if they havent accepted the change their way of work could be slackened, which will affect the performance of the organisation. It will be studied in the dissertation how this change has affected employees attitude towards their organisation. The research will look into employees perceptions of this change. Do they feel a sense of distrust from the organisation being monitored in a way that they have to give the finger prints to get recognized by the system or are they happier than before due to this innovation? 1.2 Research aim This study will focus on the effectiveness of change management practices and procedures in the organisation and will find out how these have helped in smooth implementation of this system. This research will help to understand how new staff management system was implemented in the Co-operative organisation, and if any issues like dissatisfaction or behavioural problems among employees have occurred and how these issues were dealt with. 1.3 Objectives 1: To find out at what extent has Co-operative achieved the objectives planned with the introduction of a biometric staff attendance system. 2: To analyse what issues evolved among employees. 3: To study the effectiveness of the implemented change. 1.4 Research Questions What are the issues that a new staff attendance system brings in the organisation? How can change management procedures deal with those issues? To what extent has Co-operative achieved the objectives planned with the introduction of a biometric staff attendance Chapter 2. Literature Review This chapter will review literature about change management procedures and implementation issues. 2.1 New technology and the related issues There is a major issue of human resistance attached to the introduction of new system. Gregson(1994, p. 23) gives an example of the introduction of new technologies and the human resource issues related to the implementation process. He depicts that when automatic teller machines (ATM) were launched in banks, it gave huge benefits to customers but at the same time the bank employees were discouraged by this new technology and its usage by the staff posed a threat to their job by this new technology. 2.2 Resistance to Change Skarlicki (1999, p. 36) has defined resistance to change as, employee behaviour that seeks to challenge, disrupt, or invert prevailing assumptions, discourses, and power relations. Deloitte and Touche has carried out a study of 400 companies about the resistance to change which is cited by Prochaska (2001). They found out that resistance to change causes the change process to fail or not completing. Hauschildt (1999) carried out a study of 151 companies in Germany which concludes that the resistance or opposition to innovation in these companies benefitted the organisations. This benefit includes the criticism of the new system by pointing out the defects of the system which is a way forward for organisations to improve it. Employees by pointing out defects in the new system get more involved in the organisations. Proctor and Doukakis (2002, p. 268) point out that resistance to a change could be because employees fear the new change will put their job safety at risk, or they fear of unknown, or it might be the lack of information and knowledge about the advantages attached to this change. Another example of innovation in organisations and its effects is the Bemmels and Reshef study in 1991 which is cited by Zwick (2002). Bemels and Reshef studied 206 Canadian companies which introduced innovation over a specific period, and found out that the employees generally accepted and supported the innovations, but it was resisted from personnel just because of the presence of Union and the technological advancement clauses in the employees contract. Another main concern of employees regarding innovations in organisation is that it could lead to the reduction in staff. Effective innovations could cut down the staff in the organisations. 2.3 Biometric System A biometric system is an automatic system which requires the physical characteristics of a user to recognise him/her. These physical characteristics could be finger prints, hand prints, facial expressions or iris pattern of eyes. According to Braghin (1998), the biometric system performs authentication process in two different stages. 1: Enrolling stage In this stage a specific biometrics characteristics is given to the system data base which could be located centrally or distributed. The scanning of the biometrics is performed, and then the system creates a digital representation called template, which is then recorded into the data base. This process is performed only once. 2: Identification stage In this stage the system scans the biometric characteristics and then creates an optimized digital representation, which it then matches to the template to identify the person. Biometric system is a new technology which also brings issues that are linked to this system. Braghin (1998) depicts that a biometric system is not good at handling problems. If someones template is stolen, the system cant provide any help for that. These are the characteristics of a person which is not easy to get back if lost and biometric system is not helpful in order to deal with the problem. It is not like a password which you can change. So it means if you lose it, you lose it forever. Advantages of biometrics OGorman (2003, p. 2037) highlights the advantage of the biometric as, the details are hard to get stolen of a user using the system as compared to other authentication system, like ATM. The token system which stores the identity of a user should also be a used by a user as a second option to make it more secure against stealing and thefts of the details. 2.4 Change Management Kotter and Schlesinger (2008, p. 4) have explained how to diagnose resistance (2008, p. 4) caused by the change. They point out that every change brings some human resistance to the change process. In order to deal with the resistance it is important to find out about the causes of potential resistance. By analysing the situation managers can come across the factors of resistance when the change is being introduced. 1: Parochial self interest People can be resistant to change because they feel less concerned about the organisation and see their interests coming first before the interest of the organisation. 2: Misunderstanding and lack of trust Misunderstanding can develop among employees if they dont understand the implications of the change. Or if they perceive it wrongly. It is essential for change to be effective that all employees understand the change process and its implications, and for managers or change agents to interact with employees to clear potential misunderstandings. 3: Different assessment Employees could assess the change differently than the change agent or managers due to lack of information. Because both the employees and the change agent think that the information that they have is right and they assume about each other of having the same information. So it is very important that both the change agent and employees have up to date information because otherwise this could lead to resistance. 4: Low Tolerance Sometimes it is very hard for people to give up their old habits or working style which they are used to. For example, if the implemented change requires some new skill and behaviours and employees are not catching up with those behaviours or skills it would be problematic. 5: Old beliefs People are reluctant to change because they dont want to be disturbed in their daily routine. For example an employee working 9 am to 5 pm shift, who is required to change shift from 3 pm to 11 pm two days a week will be resisting because it will disturb his/her daily routine. Kotter and Schlesinger (2008, p. 6) have suggested several ways of how to deal with resistance when it emerges as a reaction to change. 1: Communication Communicating about the desired change could really be helpful as it will make employees to embrace the change. Communication both with individuals and to a group is very essential as employees want to know about activities in the organisation. If the employees are put in dark about their organisation they feel a sense of ignorance. All sources like audio or video can be used to communicate. 2: Support Organisations can offer training about new skills or support to the employees where the managers find the employees are struggling to overcome resistance. This training can be in the organisation or out of the organisation as well. 3: Involvement Employees involvement in designing and implementation of the change process is another way to stop resisting powers being emerged. Involvement of employees will make employees feel that they are a value to the organisation. 4: Negotiation Negotiation is a way to offer benefits to resistors to accept the change. Its a process of luring the employees who are resisting. For example negotiations could involve dealing with unions as offering them pay rise in the lieu of acceptance of change. Negotiations are an expensive way of dealing with resistance as the change initiator has to give something to resistors for the acceptance of the change. The disadvantage of the negotiations is that people who take part in the negotiation process could use it as blackmailing. 5: Manipulation or Co-optation This process is also called Co-optation, when employees who are potential resistors are given an attractive role of their choice to involve them in the change process. This is not considered as participation of employees because the employee who is co-opted, his/her advice doesnt mean much to the change initiators. 6: Coercion Here the employees dont have many choices as if they dont accept the change they are threatened or warned of taking disciplinary action against them or being fired or by stopping their promotion. In this way they would worry about their job security and would show the acceptance of the new changed system. Caluwe and Vermaak (1994, p. 49) explain that the change process is a step by step process of learning. It cant be enforced on someone as it takes time and learning cant be enforced. According to Bovey and Hede (2001) change in an organisation is often implemented in a way that the whole process of planning and implementation takes all the time and the human factor who will be dealing with this change after implementation is ignored. They argued that the consideration of a new system and its rationalization for the company gets importance leaving behind the people who will be affected by this new system. Aladwani (2001, p. 268) gives a comparison of marketing and implementing an information system based change. He holds the view that both marketing and implementing change in the organization are change processes and reflect the exchange process between two parties. Therefore, as the marketing policies and procedures are developed and communicated, organizations should communicate with their employees for the required results and to overcome the resistance to change. In marketing these communications are between seller and buyer, while in an organisation it should be between employer (the person who is brining the change) and the employees who are getting affected by this change. The above literature has discussed about introduction of staff attendance measurement in organisations and related issues, biometric system and related human-resource issues, and finally change management. Kotters(1996)Change management model Create sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the vision for change Empower broad-based action Generate short-term wins Consolidate gains and produce change Anchor new approaches Source: Kotter 1996 Kotters model (1996) is the 8 phase change management model which deals with the change through a systematic way. It takes the top down approach from creating a sense of urgency to anchoring change in the culture. It produces good results by dealing with the resistance issues caused by the change. Kotters model deals with the resistance in the best way for smooth implementation of change. Although this model has met with a lot of criticism as in its step 5 encourages risk taking and not traditional ideas and activities, and change in the structure of organization but Kotter explains that it is the essential part of the organizational change. As he explains that the structure which undermines the change vision by becoming a hurdle needs to be rid off. Kotters model is focused on communicating the vision to employees and provides good guidance. I like to use Kotters model for my research because it is a systematic method, a top down approach and is more effective than other models. It deals with the issues of resistance properly. Chapter 3. Conceptual Framework The literature review in Chapter 2 is a critical activity resulting in a conceptual framework. This research will use the change model of Kotter (1996) as a conceptual model. It is assumed that the eight phases proposed by Kotter are a useful model to compare the change at the case company. The following table shows in an exemplary way how the phases of change at the Co-Operative can be mapped on Kotters eight phases. Phases of Change at the Co-Operative 1 2 3 4 5 6 1. Create sense of urgency 2. Create a guiding coalition 3. Develop a vision and strategy 4. Communicate the vision for change 5. Empower broad-based action 6. Generate short-term wins 7. Consolidate gains and produce change 8. Anchor new approaches Table 1: Mapping Change at the Co-Operative on Kotters Leadership Steps Source: Kotter 1996 Each of the eight phases has its own dynamics and challenges. For example, in the first phase, organisations need to look at the competitive market, trends are traditions which need to be updated, profit margins to start the change process, if enough urgency is not established there is a risk of process to fail. The 2nd phase is appointing a team to carry out the change process together energetically. Then comes the 3rd phase which is about the development of proper vision and strategy to implement the change. It is about, where would the change lead to and how. The 4th phase is about communication of the vision to all employees by interaction. The 5th phase is to remove barriers which are obstructing the process of change. The 6th phase is about bringing more improvement in the performance, and rewarding the employees who maintain the required standards. The 7th phase is about producing more change by promoting the employees or hiring new one to carry out the change process with more determination and persistence and the final one is about to make the change permanently stick to the organisation. These phases will be tested to analyse the change process which Co-operative food has carried out by comparing the eight phases of Kotters model. Kotter (2007, p, 99). All the phases of the model from establishing a sense of urgency, Kotter 2007, p,97) to anchoring change in the culture (2007, p,103) will be compared to find out, have they been taken into the account for successful change at the case study company. Chapter 4. Research Design A deductive case study approach will be applied for this research. This case study is deductive because it uses existing concepts in the field of change management and theory about resistance caused by the introduction of new staff attendance control system. Furthermore a qualitative case study will help to attain insights and detailed viewpoints of the employees and managers. Yin (2003) suggests using a case study approach when How and why questions are being addressed and it tells about what could be extracted from a single situation. According to Bryman (2001) case study approach is used for in depth findings and to associate it with the theory. A case study approach is suitable for the interpretation of this subject because it will investigate the change management processes in the organisation by the help of existing theory of Kotters model in the case study organisation. Qualitative approach I intend to use a deductive qualitative approach for this case study. Bryman (2001) highlights the characteristics of the qualitative approach as dealing with issues by exploring them, e.g. through counter questions to understand the phenomenon. Kaplan and Maxwell (1994) give a briefing of qualitative approach that it is the study of a particular situation by exploring peoples attitude in which they react by means of interviewing, observing or documenting rather than by a data of numbers. As this research is about the perception of employees about this change, the philosophy that will be used in this research will be constructivist. This philosophy has been selected because I intend to test the Kotters model of change management in Co-operative case study. Chapter 5. Methodology For this research, the following case study organisation was chosen: the Hackney Branch, London, of the Co-Operative Food unit of Co-operative Group Limited, Manchester/UK. Furthermore employees and managers are accessible for interviews that are essential for accomplishment of the study. Data will be collected with the help of semi structured interviews by mono method. Semi structured interviews are flexible in approach, and are good in finding the insights of peoples. An understanding will be developed in the perspective of employees natural settings, about perceiving change in the organization by employees, their behaviour towards this change, and their thinking about change management practices in the organisation to minimize the effect of this change. I have talked already with the local branch managers, and they have told about their interest to take part in this research. An official letter will be written to the case company when the research starts, e.g. in September 2010. The interviews will be conducted after the work is assigned or the proposal for the research is accepted in the Hackney branch of Co-operative food. Interviews will be conducted by asking all type of questions like open question, Probing or specific questions, closed questions to cover all the aspects of the aim and objectives of the research. Employees will be asked about their point of view about change, their participation, experience and effects of the change on them. Moreover a comparison to Kotters change model will be developed by looking into eight phases of the model. Pattern matching technique will be used to analyse the data. Because I am using Kotters conceptual framework for this research, I will test the adequacy of the Kotters framework to reveal the findings. Pattern matching is the method which involves two variations, depending on the dependent and independent variables. In the first variation we relate the proposition from the relative literature to the results of data collection and analysis. If it matches to the predictions then we confirm the theory. At this moment the researcher has no pre defined variables, but when the work is assigned. If one or more outcomes that have not been predicted by the explanation, there is a need to seek an alternative one. (Yin, 2003) In the second variation the variables are independent of each other. Here we put forward a number of alternative explanations to explain the pattern of outcomes that we expect to find. When the predicted explanation matches with the pattern of outcomes it provides evidence that it is indeed an explanation of the findings. The method will be chosen when the work is assigned after the acceptance of proposal. 5.1 Limitations This research will set its limits by contacting Co-operative Food employees in the case study organisation, Co-operative Food which is a supermarket or a retail industry in the Hackney branch London. The employees contacted will belong to the Co-operative. Therefore the findings of this research can not be generalised outside the case study organisation. 5.2 Ethics The ethical issues involved in this research could be the fear of employees about their names being used in this research. If the employees dont understand the purpose and aim of the research, it is also an ethical issue. Employees could also have discomfort or stress in answering the questions. Employees will be provided the information about the purpose of this research, and its aims, and the issue of anonymity that that their names will be kept anonymous if they wish. The data collected will be used by the consent of the employees. I will inform the employees by speaking to them about their right to withdraw from the interviews and also about withdrawing their permission to use this data before I finish the interview. The collected data will be analysed by the researcher and the dissertation will be submitted by honest means. 5.3 Resources The resources that will be used to conduct semi structured interviews are audio and video equipment. Before conducting the interviews I will get the consent of employees. Should there be any rejections about being recorded, then I will make notes of the interviews. 5.4 Transcription I will document the interviews in text processing files with interview numbers, like 01ME, and 02FE, and so on, where 01 represents 1st interview and M is for male, F is for female and E is for employee. RQ1, and RQ2 will be used for myself representing the first and second of the researchers questions and MEA1 or FEA 2 would be used for male employee answer 1 and female employee answer 2 respectively. 6 Appendix 6.1 Time Table Gantt chart for a research project Activity September October November December January week number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Review Literature Meeting with supervisor Read Methodology Literature Data Collection Analysing data Enter data in computer Update literature reading Complete the remaining part Submit to supervisor Revise the work Holidays Print, bind Submit

Motorcycle Helmet Laws in America Essay

Motorcycle are not the safest means of transportation but millions of people all across America choose them over automobile for the trill, speed and high performance capabilities they offer in fraction of the price of a automobile. Motorcycle do not provide the protection like automobiles do with their outer body and safety features like air bags and seat belts, therefore in case of an accident the injury sustained by the rider is often very serious. When dealing with motorcycle accidents, majority of the fatalities are due to head injuries which could have been prevented had the rider been wearing a helmet. Helmets are the only method to reduce the head injuries during crashes which is the leading cause of death involving motorcycle accidents. Helmet use law has created a lot of controversies over the years, while some supporting the law and other opposing it. One side who support the law believe that the helmet law protects the motorcyclist from danger in case of an accident and save the nation a good deal of money. While, the other side believes that the law is unconstitutional and it violets their right to freedom. Although helmet cannot prevent motorcycle accidents but greatly reduces the number of deaths caused by head injuries during these crashes as well as helps in lowering taxes, insurance cost and health care cost. According to the federal government estimates, the number of deaths on motorcycle per mile in 2006 was 35 times higher than in automobile. In last couple of years motorcycle deaths have seen considerable increase- more than doubling in 2007 from the record low in 1997. In contrast the passenger occupant death reached a record low in 2007. This paper examines the history of motorcycle helmet use law and also the current state of the law. It also tries to highlight the burden that accident involving riders not wearing helmet impose on the society and also the effect of helmet law on helmet use. BACKGROUND HISTORY OF MOTORCYCLE HELMET LAW: The motorcycle helmets laws in United States has gone through several changes throughout the years. In 1967, in order to increase the helmet use, the federal government required the state government to enact helmet use laws to qualify for certain federal safety program and highway construction fund. The federal incentives was a success and by early 1970s almost all the states had universal helmet laws which covered all the riders of all ages and experience. 1968, Michigan became the first state to repel its laws. This lead to a series of repeal, re-enactment, and amendment of motorcycle helmet laws. In 1976, US Department of transportation (DOT) moved in to assess the financial penalties on states without helmet laws but the congress corresponded to state pressure and stopped DOT from assessing financial penalties on states without helmet laws. By 1980, several states had repealed their helmet laws and some weakened their laws to cover riders under the age of 18 but not older riders. In the 1980s and early 1990, several states reinstated helmet laws applying for all riders. In the 1991 Intermodal Surface Transportation Efficiency Act, several incentives were created by the congress for the states to enact helmet use and safety belt use laws. The eligibility criteria for receiving special safety grants was that the state must enact both the laws. Up to 3 percent of federal highway allotment was redirected to highway safety program for all the states that did not enact the laws by October 1993. But again after four years of establishing the incentive program ,congress revised itself. In the fall of 1995, federal sanction against the states without helmet use laws was lifted which paved the way for state to repeal helmet use laws. This lead to many states weakening its helmet use laws. Now 20 states and District of Columbia have helmet laws covering all riders and 27 states have partial helmet use law covering some riders (usually riders under the age of 18). Illinois and Iowa do not have any helmet use laws. PRESENT HELMET LAW STATUS: [pic] NO HELMET LAW: |NO HELMET LAW (2 STATES) | |ILLINOIS |IOWA | PARTIALLY FREE: |AGE REQUIREMENT – PARTIALLY FREE (27 STATES) | |15 & UNDER |18 & UNDER |19 & UNDER |21 & UNDER | | | | | | |MAINE |ALASKA |DELAWARE |ARKANSAS | | |ARIZONA | |KENTUCKY | | |COLORADO | |RHODE ISLAND | | |CONNECTICUT | |SO. CAROLINA | | |HAWAII | |TEXAS | | |IDAHO | |PENNSYLVANIA | | |INDIANA | | | | |KANSAS | | | | |MINNESOTA | | | | |NEW HAMPSHIRE | | | | |NEW MAXICO | | | | |NORTH DAKOTA | | | | |OHIO | | | | |OKLAHOMA | | | | |SOUTH DAKOTA | | | | |UTAH | | | AGE REQUIREMENT & INSURANCE: |AGE REGUIREMENT + INSURANCE (1 STATE PARTIALLY FREE) | |21 & OVER | |FLORIDA | MANDATORY LAW: | | |MANDATORY HELMET LAWS (20 STATES) | |ALABAMA |MASSACHUSETTS |TENNESSE |NEBRASKA | |CALIFORNIA |MICHIGAN |VERMONT |NEW YORK | |GEORGIA |MISSISSIPPI |VIRGINIA |NEW JERSEY | |LOUISIANA. |MISSOURI |WASHINGTON |NORTH CAROLINA | |MARYLAND |NEBRASKA |W. VIRGINIA |OREGON | | | | | | | | | | | HOW DO HELMET LAWS AFFECT HELMET USE: Based on various studies of states enactment, repel and weakening of helmet laws, it was observed that the helmet use reached 100 percent when all the riders were required to wear helmet at all times compared to 50 percent when there was no law or law applied to only some riders. In 2008, according to NHTSA, 97 percent of the riders were observed wearing helmets in states with universal helmet laws compared to 90 percent in 2002. In states without universal helmet law the use of helmet was 52 percent in 2002 and 54 percent in 2008. Based on helmets judged to be compliant with federal safety regulations, use was 73 percent in 2002 and went up to 78 percent in 2008 among motorcyclists in states with universal helmet laws. It rose from 46 to 50 percent among motorcyclists in states without such laws. HOW DO HELMET LAW EFFECT MOTORCYCLIST DEATH AND INJURIES: In states which either reinstates or enacted saw a considerable increase in motorcycle helmet use and motorcycle death and injuries decreased drastically. Whereas the states which repealed or weakened their existing helmet law saw a great increase in motorcycle death and injuries and considerable decrease in helmet use. According to two studies published in 2007 and 2008, motorcyclist fatality rates were modelled based on helmet law type, after controlling for various factors such as per capita income, population density, and annual precipitation. It was observed that the states which had helmet law covering all riders had lowest death rates. Further on, the states which had helmet law covering only some riders had low death rate compared to states with no helmet law, but not as low as the states with universal helmet law. These results held for all three types of rates considered: deaths per 10,000 registered motorcycles, deaths per 100,000 population, and deaths per 10 billion vehicle miles traveled. Some examples of helmet law and its effect on death and injuries:   California enacted universal helmet law on January 1, 1992. The number of motorcycle fatalities decreased 37 percent to 327 in 1992 from 523 in 1991.   Nebraska reinstated a helmet law on January 1, 1989 after repealing an earlier law in 1977. The state saw 22 percent reduction in serious head injuries due to motorcycle crashes.   From 1968 to 1977, Texas had a universal helmet use law estimated to have saved 650 lives, but the law was amended in 1977 to apply only to riders younger than 18. The weakened law coincided with a 35 percent increase in motorcyclist fatalities. Texas reinstated its helmet law for all motorcyclists in September 1989. The month before the law took effect, the helmet use rate was 41 percent. The rate jumped to 90 percent during the first month of the law and had risen to 98 percent by June 1990. Serious injury crashes per registered motorcycle decreased 11 percent. But in September 1997, Texas again weakened its helmet law, requiring helmets only for riders younger than 21. Helmet use in Texas dropped to 66 percent by May 1998, and operator fatalities increased 31 percent in the first full year following the repeal.   Kentucky repealed its universal helmet law in 1998, followed by Louisiana in 1999. These actions resulted in lower helmet use, and quickly increased motorcyclist deaths in these states by 50 percent and 100 percent, respectively. In 2000, Florida’s universal helmet law was weakened to exempt riders 21 and older who have at least $10,000 of medical insurance coverage. An Institute study found that the motorcyclist death rate in Florida increased by about 25 percent after the state weakened its helmet law. A study of the Florida law change by NHTSA found a similar effect; motorcyclist deaths per 10,000 motorcycle registrations increased 21 percent during the two years after the law was changed compared with the two years before. IMPACT OF HELMET LAW ON MOTORCYCLE THEFT: Helmet law has also resulted in decline in reduction in motorcycle theft as potential robbers may not have an access to helmet and not wearing helmet will attract police notice. According to Texas department of public safety, motorcycle theft decreased 44 percent between 1988 and 1998 in 19 cities after enactment of universal helmet law. After enactment of helmet law by Great Britain, motorcycle theft feel 24 percent in London. The Netherlands saw 36 percent drop in motorcycle theft after it enacted helmet laws in 1975. In 1980, when on the spot fine was introduced in former West Germany, motorcycle theft plummeted 60 percent. IMPACT OF HELMET ON HEALTH CARE COST: Unhelmeted riders have higher health care costs as a result of their crash injuries, and many lack health insurance. In November 2002, NHTSA reported that 25 studies of the costs of injuries from motorcycle crashes â€Å"consistently found that helmet use reduced the fatality rate, probability and severity of head injuries, cost of medical treatment, length of hospital stay, necessity for special medical treatments, and probability of long-term disability. A number of studies examined the question of who pays for medical costs. Only slightly more than half of motorcycle crash victims have private health insurance coverage. For patients without private insurance, a majority of medical costs are paid by the government. † According to specific findings of several studies: 1996 NHTSA study found that inpatient hospital charges were 8 percent higher for riders without helmets compared to riders wearing helmets.   Various studies shows that the health care cost associated with head injured motorcyclist decline after the introduction of helmet use law in 1994 by the state of California. The rate of motorcyclist hospitalized for head injuries decreased by 48 percent in 1993 compared with 1991 and the total cost of patients with head injuries decreased by $20. 5 million during this period. †¢ After reinstatement of helmet law by Nebraska, study showed that there has been 38 percent decline in total acute medical charges for injured motorcyclist. A NHTSA evaluation of the weakening of Florida’s universal helmet law in 2000 to exclude riders 21 and older who have at least $10,000 of medical insurance coverage found a huge increase in hospital admissions of cyclists with injuries to the head, brain, and skull. Such injuries went up 82 percent during the 30 months immediately following the law change. The average inflation-adjusted cost of treating these injuries went up from about $34,500 before the helmet law was weakened to nearly $40,000 after. Less than one-quarter of the injured motorcyclists would have been covered by the $10,000 medical insurance requirement for riders who chose not to use helmets. Various studies conducted in Nebraska, California, Washington and Massachusetts indicates that taxpayers are burdened by injured motorcyclist. From January 1988 to January 1990, 41 percent motorcyclist injured in Nebraska lacked health insurance or received Medicaid or Medicare. In Seattle, public fund paid 63 percent of trauma care for injured motorcyclist in 1985. In Sacramento, 82 percent of the costs to treat orthopaedic injuries sustained by motorcyclists during 1980-83 was paid by public fund. Forty-six percent of motorcyclists treated at Massachusetts General Hospital during 1982-83 were uninsured. MOTORCYCLE HELMET LAW ISSUES: Motorcyclist often feel that helmet use law violets their right of freedom. They believe that the rider should have the freedom to decide the use of helmet. According to various motorcycle groups, helmet use law reduces riding which in turn results in less death rates in motorcycle crashes which the government uses to confuse people about the safety benefits of helmet. Many motorcyclist have gone to the court objecting the law. In 1972, a federal court told a motorcyclist who objected to the law: â€Å"The public has an interest in minimizing the resources directly involved. From the moment of injury, society picks the person up off the highway; delivers him to a municipal hospital and municipal doctors; provides him with unemployment compensation if, after recovery, he cannot replace his lost job; and, if the injury causes permanent disability, may assume responsibility for his and his family’s subsistence. We do not understand a state of mind that permits plaintiff to think that only he himself is concerned. † This decision was affirmed by the US Supreme Court. RECCOMENDATIONS TO INCREASE HELMET USE: Law makers should look into other means to increase use of motorcycle helmets other then law. Public campaign to encourage helmet use would greatly reduce the law enforcement cost also restriction to one’s own freedom felt by some riders. But the chances of achieving results through these method is minimal. Subsidies on helmet purchase can shift part of the cost from riders to general public by providing federal money to the motorcyclist purchasing helmets. Subsidies would not motivate riders who value their freedom and convenience over the benefits helmet use. Motorcyclist using helmet should be charged lower insurance premium compared to riders not using helmet to encourage helmet use. This difference in insurance premium would encourage un-helmeted rider to use helmet and other safety gear in order to reduce their premium. When novice riders take rider education course, more emphasis should be laid on the importance of helmet use and not just only the basic operating skills. If they understand the use of safety gear and helmet at early age, it might affect their choice later in their life. Motorcyclist who fail to wear a helmet and sustain head injuries could be denied compensation for injury and damages. however, it would become difficult for the court to determine on case to case basis in which compensation would be denied as head injuries are sustained when helmet are worn. Various studies have showed that when helmet use is not mandatory, 50% of all riders wear helmet but when it is mandatory nearly 100% riders use helmet. So, the only way to increase helmet is to enact universal helmet law in all the states of United States of America. REFERENCES: www. pubmedcentral. nih. gov www. iihs. org www. nhtsa. dot. org.

The Indisputable Reality About Graduate School Personal Statement Examples That Nobody Is Telling You

The Indisputable Reality About Graduate School Personal Statement Examples That Nobody Is Telling You What You Should Do About Graduate School Personal Statement Examples Beginning in the Next Five Minutes Where it's possible, try to reveal the effect your actions have made. Then lastly, to be sure that you may submit your application, you will probably conclude up required to integrate your private exclusive perception. Given the likelihood that there are going to be hundreds of different applications, make your application interesting and distinctive. Any numbers you are able to give to demonstrate your success could be crucial even when you're moving into a region where your expertise might appear slightly different. Apart from, you've got a chance to affix the types of items essential for your venture. The customer will know the cost of the order till they place it and allow it to be definite. 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Human Resource Management ( Hrm ) - 2167 Words

Accordingly, The roots of people management and, therefore, of HRM lie deep in the past. Just as the tasks that have to be done in modern organizations are allocated to different jobs and the people who perform those jobs, humans in ancient societies divided work between themselves. The division of labour has been practised since prehistoric times: family groups shared the work of hunting and gathering; tasks were allocated according to skills such as ability to find food plants, track animals or cook; age, strength and health were taken into account and the oldest and youngest members were not expected to travel far from home or to be involved in the dangers of hunting. Human resource management (HRM) involves all management decisions and practices that directly affect or influence the people, or human resources, who work for an organisation. In recent years increased attention has been devoted to how organizations manage human resources. This increased attention comes from the realisation that an organization’s employees enable an organisation to achieve its goals and the management of these human resources is critical to an organisations success. Inevitably, the change in the business world awaits for no one, and a failure to respond can be linked to the failure of companies – as well as entire industries. Ultimately, the way HRM has influenced the success of a business has changed overtime. Despite the tendency for companies to resist the new and unfamiliar conditions,Show MoreRelatedHuman Resource Management ( Hrm )1508 Words   |  7 Pagesâ€Å"Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization’s goals† (Youssef, 2012). The primary role of human resource management is to plan, develop, and order policies and programmers designed to make prompt use of an organization’s human resources. It is that part of management which is concerned with the people at work and with their relationship within an organization. I currently work for a HumanRead MoreHuman Resource Management ( Hrm )1552 Words   |  7 PagesHuman Resource Management (HRM) is the function within an association that has emphases on the employment of, administration of, and providing direction for the employees within an organization. The Human Resource Management department members deliver knowledge, training, tools, administrative services, and lawful and organization advice. The HRM department is organized by very talented managers who has a mission to make sure the rest of the business has the needs for successful operation. HumanRead MoreHuman Resource Management ( Hrm )1562 Words   |  7 PagesHuman resource management (HRM) is an important strategic and systematic approach that provides each company with the opportunity to create policies and practices, as well as to establish administrative forms (Pfeffer, 2007). According to Armstrong (2009) HRM is an approach that deals with ‘employment, development, and well-being of the people working in organizations’. However HRM has evolved significantly through the years due to the rapid social, economic, political and environmental changes.Read MoreHuman Resource Management ( Hrm )1142 Words   |  5 Pageshe HRM Process Human Resource Management (HRM) is a combination of elements that work interdependently on each other to carry out the daily functions within an organization. Human Resources Management operates in several roles serving as a liaison between the organization and the employee. 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Human Resource Management (HRM) at its best seeks to manage people and resources to maximize economic and social outputs. Social output resulting from providing opportunity for advancement will ultimately make employees become true participants in the company. Bratton and Gold (2012) outline six HRM models, they are: the Forbrum, TichyRead MoreHrm And The And Human Resource Management1094 Words   |  5 PagesIntroduction The main purpose to write this essay is to analogize the differences in the field of HRM and IR. The Foundation of Industrial Relations and Human Resource Management is based on intense academic study. The essay is an endeavor to illustrate by scrutinizing their objectives and the viewpoints or the approaches of this field. The first part of the essay is an attempt to define HRM and IR and it further continues to explain the differences and similarities between the two. In the lastRead MoreHuman Resource Management ( Hrm )1405 Words   |  6 PagesHuman Resource Management (HRM) seeks to manage people and resources to maximize economic and social outputs. Bratton and Gold (2012) outline six HRM models which include: the Forbrum, Tichy and Devanna model, the Harvard model, the Guest model, the Warwick model, The Storey model, and Ulrich’s Strategic Partner model of HRM. Forbrum Tichy and Devanna model of HRM is based on the principle of selecting, appraising, developing and rewarding employees who fulfill management strategic business interestsRead MoreHuman Resource Management ( Hrm )2412 Words   |  10 Pages these human traits can bring considerable benefits to organizations† (Mullins 1999). However, when managed poorly they have the potential to limit organizational growth and threaten the viability of a business. â€Å"There are countless examples of corporate and project crises in the construction sector which have arisen as the result of people s behaviour, and it would seem that human resource management (HRM) has the potential to eliminate more construction risks than any other management approach†Read MoreHuman Resources Management ( Hrm ) Essay794 Words   |  4 Pages Human Resources Management (HRM) is people who work in an organization. The manager is a person who manages people, leads, facilitates and provide tools for the organization. Human resources management also, sets strategic processes and procedures, run difficult and complex communication as the organization attracts the best talents from the recruiting process. Human resources management is where everything begins and ends for an individual and the organization. Consequently