LESS THAN 5 YEARS PEER REVIEWEDWeek 5 Overview/LecturetteThis week we examine interdisciplinary/interprofessional relationships or partnerships, communication, collaboration, and the advanced practice nurse. A difficult shift for many students is utilizing evidenced-based practice (EBP), intraprofessional collaboration, and communication among interdisciplinary teams. In undergraduate education, there was a great deal of memorizing and testing. Graduate work shifts to reading, thinking, and writing. It is a change that takes time to grow in this new role. Give yourself the time to simply think! How can you improve healthcare outcomes? Can you use evidenced-based literature to do it? As you continue this journey, you are becoming better writers, leaders, communicators, and nurses!As an advanced practice nurse, it is important to promote interprofessional collaboration to meet the diverse, multifaceted health care issues within the healthcare environment. Key messages communicated at appropriate times, phrased well can have a desired impact those receiving. As advanced practice nurses, it will be important have a clear understanding of roles and responsibilities, function at the highest level while embracing in in collaboration, and shared decision-making.This week you will also look at barriers and drivers to effective collaboration, conflict resolution, and interprofessional communication for the delivery of comprehensive patient-centered care moving towards improved health outcomes.Week 5 Learning ObjectivesArticulate the essential components of the role of the advanced practice nurse.Explore principles of leadership, change, communication, and collaboration to work with health care professionals for improving health outcomes.ROAD MAP FOR PLAN CHANGED.Assignment 2: Master’s Prepared Nurse Leading Change Paper Grading Rubric (1)CriteriaRatingsPtsThis criterion is linked to a Learning OutcomeAssignment Criteria10.0 ptsProficientAll topics/criteria addressed, and all questions fully answered.8.0 ptsCompetentAll topics/criteria addressed and most questions fully answered.6.0 ptsAdequateAll topics/criteria addressed, and most questions partially answered.4.0 ptsNoviceOne or more topics/criteria not addressed or completely answered.10.0 ptsThis criterion is linked to a Learning OutcomeQuality/Accuracy of Information8.0 ptsProficientInformation clearly relates to the main topic/criteria. It includes several supporting details and/or examples.6.0 ptsCompetentInformation clearly relates to the main topic/criteria. It provides supporting details and/or examples.4.0 ptsAdequateInformation clearly relates to the main topic/criteria. A few details and/or examples are given.2.0 ptsNoviceInformation has little or nothing to do with the main topic/criteria.8.0 ptsThis criterion is linked to a Learning OutcomeOrganization3.0 ptsProficientInformation is very organized with well-constructed paragraphs and levels of heading.2.0 ptsCompetentInformation organized with well-constructed paragraphs and levels of heading.1.0 ptsAdequateThere is an attempt at organization, but errors exist. No levels of heading.0.0 ptsNoviceThe information or overall structure appears disorganized.3.0 ptsThis criterion is linked to a Learning OutcomeSources3.0 ptsProficientAll references are from a relevant professional peer-reviewed scholarly journal, within a 5-year time frame, or a classic/ historical source.2.0 ptsCompetentThe majority of references are from a relevant professional peer-reviewed scholarly journal, within a 5-year time frame or a classic/historical source.1.0 ptsAdequateSome references are from non-peer-reviewed scholarly sources or older than 5-years.0.0 ptsNoviceMajority of references are from non-peer-reviewed scholarly sources or older than 5-years.3.0 pts
Nova Southeastern University Change Management in Healthcare Research Paper
The Northeastern State University Case Report
Case When it is better to be seen but not heard: the ecology of public administration. Facts The case is at Northeastern State University The focus of the case is discussing when the university should be heard and when it should remain silent. The case is at the Northeastern State University in the morning. The president’s Policy group is meeting to come up with policies of identifying the social issues the university should raise its voice. Issues The primary problem in this case is that the university has remained silent on a social issue when it is expected to be heard. The cause of the problem is that the university does not have a policy or criteria of deciding on which issues it should be heard and when it should remain silent on. Actors Jeanine Traxel- the director of the office of public relations at Northeastern State University Roger Donaldson- Assistant to the University president George Andrews- Provost of the university President Zachary- President of the university Charlene O’Cuff- Vice president for research Jack Trades- Vice president for student affairs Rip Oakley- Athletics director Sherry Knowes- University’s legal counsel Jane Reading- Vice president of libraries and information systems Pat Standing- University lobbyist Henry Davis- Vice president of university’s medical center One important characteristic of the actors is that they are all inquisitive throughout the meeting. Analysis There is a raging debate on living wages and the responsibility of employers. As an influential institution involved in conducting research, Northeastern State University is expected to be heard on this important social issue. However, the university has remained silent over the matter because it does not have a clear policy on issues it is supposed to be heard and the ones it is supposed to remain silent. The president’s Policy Group holds a meeting to discuss the issues that the university should be heard on and the ones it is supposed to remain silent. There are many questions during the meeting with most of the members suggesting that the university should only take position in matters that are directly related to it. Summary of the Case Jeanine Traxel, who is the director of the Office of Public relations at Northeastern State University, receives an email from the assistant to the university president, Roger Donaldson that catches her attention. The heading of the email is ‘seen but not heard.’ The email has materials for the PPG which is a group of administrators that assist the university president on broad policy issues facing the university. The president’s policy group meeting opens by Roger Donaldson who gives a summary of the points in his memo. He points out that the memo is inspired by the living wage debate but he wants the debate not to revolve around this issue. Instead, he wants the group to discuss the criteria the university should use to give voice to the issue. The living wage issue is a debate that has elicited different views regarding the obligations of employers. Get your 100% original paper on any topic done in as little as 3 hours Learn More As Roger Donaldson summarizes the contents of his memo to the group, President Zachary presents a case to that he heard from a previous president’s meeting he had attended. He tells the group members that the case is important since it can assist them in the decisions they are trying to make. The case talks about a local board of education that wanted to pass a referendum that would have allowed it to cut its budget by a large amount of money. During this conversation, the president was asked to explain why the university had remained silent over the matter yet it was an educational one. The president replied by saying that he could not say anything about the matter since the last time the university raised its voice it was criticized. The meeting relies on previous university engagement in its debate. Roger Donaldson explains how the previous vice president of research talked to a reporter on the importance of a contested highway bypass to the university. However, this was not relevant to the university because it is interested in research activities. Donaldson gives an example of a relevant case where the university was heard supporting local ordinances that restricted operating bars near the campus. It was important for the university to be heard because part of its obligations is to ensure that alcohol is not used in the campus. After this explanation, the group is informed that what they need to discuss is the value to be used in making decisions on whether the university should be heard or not. Jeanine Traxel wants to know the difference between moral and political issues because it is important for the group. George Andrews on the other hand brings another perspective to the discussion that the university can raise its voice as an employer or an educational institution. It is therefore important for the group to take note of this in its discussions. Course of Action Many questions arise during the President’s Policy Group meeting regarding when the university should raise its voice and when it should not. It is apparent that there are some local issues that are not relevant to the university and it is advisable that the university remains silent. Since the university is an academic institution, it should only be concerned with issues that are relevant to its research and academic mission. Eventually, the meeting seems to agree that the university should only be involved in matters that directly concern it. In other words, it should only take a position on issues it wants to act on or ones it has been acting on. It is agreed that members will come up with a decision making tree that will guide the university on when to be heard and when to remain silent. Main Lessons learnt from the case This case has two important lessons to be learned. The first lesson is that although universities are regarded as influential institutions in the society, they should not be expected to be involved in all social issues. The second lesson is that there are some social issues that universities might seem silent about simply because they once raised their voices and got negative feedback.
Jordan’s Furniture Company and Online Shopping Essay
cheap assignment writing service The introduction: the history of Jordan’s Furniture While discussing the advantages of shopping online at Jordan’s Furniture website, I want to highlight the history of a furniture retailer. First of all, I would like to point out that Jordan’s Furniture is a furniture retailer in the Commonwealth of Massachusetts, the U.S.A. The company appeared at the beginning of the 20th century. Its founder is Samuel Tatelman. In the early thirties, Tetelman’s son joined the business. In the early seventies, Tatelman’s grandchildren Barry and Eliot continued with their company. In the eighties, they started to build stores in various towns of Massachusetts. In the late nineties, the firm was sold to famous American multinational conglomerate holding company Berkshire Hathaway Inc. The company manufactures Furniture for a wide range of purposes. Thus, for a living room, Jordan’s Furniture producers sofas, sleepers, loveseats, chairs and ottomans, chaises, refiners, sectionals, and occasional tables. Bedroom furniture includes beds, dressers, mirrors, nightstands, armoires, chests, metal beds, daybeds, etc. Dining furniture consists of dining sets, dining tables, seating, China cabinets, servers and sideboards, bars, and wine storage. Kid furniture offers kids’ beds, kids’ dressers, kids’ mirrors, kinds’ nightstands, kids’ armoires, kids’ chests, bunk beds, kids’ daybeds, kids’ vanities, kids’ desks and desk chairs, kids’ media storage, and kids’ accents. The company also specializes in nursery furniture (cribs, changing tables, rocking chairs/gliders), entertainment issues (entertainment centers, T.V. consoles, entertainment armoires), and home office items (office chairs, bookcases, filing/storage cabinets, office desks). A furniture retailer manufactures runners, room size rugs, curios, clocks, fire mantels, accent benches, vanity, and jewelry chests (Jordans. com., 2011, p. 1). The thesis statement Jordan’s Furniture is one of the biggest furniture retailers in eastern Massachusetts, the U.S.A. The company offers a wide range of furniture items for acceptable prices. The customers can choose any item they wish. Moreover, they have an opportunity to do their shopping online. The body: management strategies of Jordan’s Furniture In my opinion, the company’s success depends upon the policy Jordan’s Furniture is based on. For instance, the peculiar feature of Jordan’s Furniture is that the company differentiates itself. The site Berkshirehathaway.com (1999) provides us with the following information: One of the unique aspects of Jordan’s Furniture is the incorporation of “shoppertainment’ within the stores. The Avon location houses a 48-seat Get your 100% original paper on any topic done in as little as 3 hours Learn More flight-simulator movie theatre called the Motion Odyssey Movie ride, or M.O.M., shown on a 4-story high movie screen. In the Natick store, customers walk onto “Bourbon Street,” complete with a Riverboat, a “Streetcar Named Dessert”, beads, full-scale French building facades, and a 9-minute multi- media Mardi Gras f/x show. (p. 1) So, one may point out that the company’s primary aim is to entertain the customers, but not to earn more. For this reason, it is evident that the company tends to improve its management strategies in order to grow by responding to environmental changes. The key concept the company is based on combines strategic trends and operational capability. So, with a strong strategy, Jordan’s Furniture is oriented towards a high-level operation result. The advantages of shopping online at Jordan’s Furniture website are also to be taken into account. Thus, factor types related to online shopping are demographics, Internet experience, normative beliefs, shopping orientation, shopping motivation, online experience, and psychological perception. On the other hand, it is proven that the frequency of purchases is negatively related to online transaction abortion. Moreover, online shopping increases customers’ comfort level. We will write a custom Essay on Jordan’s Furniture Company and Online Shopping specifically for you! Get your first paper with 15% OFF Learn More The conclusion: the advantages of shopping online at Jordan’s Furniture website So, when choosing the items the company offers, the customers have enough time to think about what they want to buy. They have an opportunity to choose numerous furniture items for an acceptable price or change their mind and make some other decisions. On the other hand, the customers can ask for the advice of their friends and send them pictures of Furniture through the Internet. Research by Zhou, Dai
University of Maryland Similarities between COVID 19 and Influenza Symptoms HW
University of Maryland Similarities between COVID 19 and Influenza Symptoms HW.
Draft a 3-4 page (approximately 700-1000 words) comparison/contrast essay in the informative mode.doubled space, 12 point font.answer these questions 1. Did you use the point-by-point or block method to organize your body paragraphs? What made you decide to organize your essay in this way (3-4 sentences)? Sophia says: Consider the ways a comparison/contrast essay can be organized. Which organization did you choose and why?2. In what ways did writing a comparison/contrast essay differ from the Narrative essay you wrote in Touchstone 1? Give specific examples (3-4 sentences). Sophia says: Consider how the structure, point of view, and purpose of the two essays differ.3. Remember that the writing process is a recursive process, and your first draft of an essay is rarely your last. What part of the draft did you struggle with (3-4 sentences)? Sophia says: Think about how you could improve the draft if you continued the writing process with revision and editing.
University of Maryland Similarities between COVID 19 and Influenza Symptoms HW
Harvard Framework For Human Resource Management Business Essay
Harvard Framework For Human Resource Management Business Essay. One of the most important tasks that involve the personnel department in an organisation is human resources management (HRM). An organisation is only likely to achieve its objectives if their employees are used effectively. At the same time, planning how best to use human resources will help an organisation to achieve its objectives and goals. Human resources management has strategic implications. It means constantly looking for better ways of using employees to benefit the organisation. Strategic human resource management (SHRM) can be defined as a way of deciding on the plans and intentions of an organisation looking at the relationship between employment and the following human resource management processes and procedures within an organisation – development, recruitment, training, benefit and employee relations plans, performance management, strategies and procedures. It’s an approach to human resource management that has the goal of using people most wisely with respect to the strategic needs of the organisation. It is strategic way of managing the organisation’s most valued properties: the employees are individually and jointly contributing to the success and achievement of the organisation’s objectives. There are several models and theories of strategic human resource management. Among these are best practice model and contingency model identified by Hope-Hailey et al (1998). According to Michael Armstrong in his book titled ‘A handbook of Human Resource Management Practice’. Best practice model of strategic human resource management otherwise known as outcome model is a model that emphasise commitment rather than compliance and advocates processes of culture management to achieve cultural control of an organisation. It is universalist approach. This model explains that all organisations will record achievements in organisations performance provided they identify, gain commitment to and put in place a set of human resource management practice e.g. reward practice. (Guest, 1997) said and I quote, ‘In this model, ‘high commitment’ aspect binds with human capital, because it must have a very good high level of commitment, put in place by the ‘ideal set of practices”. This means that the best set of human resource practices have to be put in place for the improvement of work output and well-being of human capital, place priority on how human capital can be motivated, and an idea to accomplish the organisation’s goals while contingency model concentrates on the achievement of fit between organisations/businesses and human resource strategies. It is a situation where definition of organisations aims, policies and strategies, lists of activities, and breaking down of roles of the department of human resource are updated and only if they are similar to the circumstances of the organisation. It is essentially about the need to achieve fit between what the organisation is and wants to become (its strategy, culture, goals, technology, the people it employs and its external environment) and what the organisation does (how it is structured, and the processes procedures, and practices it puts into effect). Human resource management entails developing an organisation that caters for all the activities it requires. The figure below describes generic functions that are performed by human resource managers in all organisations. Rewards Performance management Selection Development Fig. 1 Human Resource Circle The major reason for human resource management in an organisation is to contribute to the organisational effectiveness and productivity so that its objectives can be achieved. The following listed strategies must be looked into by human resource personnel to meet the organisational goals and objectives – employment relationship; resourcing; performance management; human resource development; reward management; employee relations; health and safety etc. Organisations have renewed interest in management of human capital in recent years and have come to realise the importance of employees and their knowledge and skills as an asset of organisation. Every employee is important to the management of any organisation most especially at the point when an organisation needs to take decisions which are normally used as an ‘agenda for change’ in the organisation. This does place greater emphasis on motivation, customer care and training. It helps any organisation to seek for the right set of people to fill the vacant positions – the quality, type and number of people to be employed. The reason for this can be illustrated by the following example which explains a situation where changes in employees’ selection process contributed to improved organisation success. This is a company that try as much as possible to look for best employees when it comes to recruitment although, the company do recruit student to work for this particular job role. This created problem for the organisation. The job role required the employee to stand in the warehouse for hours in a day inspecting the quality of the goods in the warehouse. The working environment is not conducive in term of dirt or uncleanliness. Employees do quite within shortest time of starting the work. The simplest way a newly employed HR manager handled this situation is by assigning the job to individuals that are not aiming high in term of career wise and other expectations as such. He also suggested rotating the job assignment between lots of employees within shorter working hours. Human resource management framework of Harvard is practiced by solving the problems of historical personal management basically when general managers come-up with an idea of how they want to see employees’ participant and how they are imparted with one knowledge or the other by the organisation, and of what policies and practices of HRM that may achieve the organisation’s goals. Without either a fundamental idea and belief or a planned vision – which can be offered only by overall managers, Human resource managers are to remain group of independent activities; each is protected by their own practice or tradition. It is believed that lots of pressures are requesting a wider, more comprehensive and more strategic perspective with respect to the organisation’s human resources management. These pressures have done so much in creating the need for a longer period in managing people and in taking people as active assets after consideration instead as only variable assets. They were the first to highlight the HRM principle and theory that HRM belongs to line managers. They also specified that HRM involves all management determinations and deeds that affect the kind of the organisation and its workers-Its human resources. Harvard suggested that HRM had two properties. Firstly, line managers admit more obligation for ensuring the position of competitive strategy and personnel policies and secondly, personnel has the mission of setting policies to administer how personnel events are established and effected in conducts that make them more equally reinforcing. Stakeholder Interest shareholders; management; employee; etc Long -term consequences: individual well being; organisational effectiveness; etc HR outcomes commitment; congruence; cost effectiveness; etc Situational Factor: work force characteristic; labour market; etc HRM policy choice employee influence; human resource flow; etc Fig. 2 Harvard Framework for Human Resource Management The process of human resource management started when personnel management was in charge of employee needs and wants, how employees are paid, monitoring and ensuring they were motivated. This changed with the introduction of HRM in the early 1990s and it has become the most widely used approach to the management of people in all organisations. HRM processes that contribute to or underpin the activities of any organisation are as follows – HR planning, recruitment, selection, directing, training and development, and performance appraisal. Above listed stages has to be in place for effective human resource management functions to be observed in an organisation. The development of policy can be explained as a procedure for forming and defining a sense of control. It has also been described as a systematic, step-by-step situation, the result of which is an official written statement that provides a final guide to the organisation’s long term purpose. Strategy is an orderly process: first we contemplate, then we act on behalf of; we invent then we execute. But then we as well ‘exploit in order to think’. In putting into practice, ‘a realised strategy can come out in response to an developmental circumstances’ and the tactical planner is frequently ‘a sample organiser, a beginner if you like, who administers a procedure in which policies and ideas can materialise as well as be purposely invented.’ Every organisation exists to achieve a purpose. Strategic HRM practices are important for meeting the organisational objectives. The focus of the human resource policies and processes remain on the assessment of the roles and responsibilities, which are essential to be aligned for performing the duties optimally. It fosters the degree of transfer of knowledge among the diverse team members. When considering the roles of planned HRM, it is important to report the degree to which HR policy should take into consideration, the interest of all the stakeholders in the organisation, workers at large as well as owners and administrators. HR planning should objectives to encounter the requirements of the basic stakeholders group involved in people management in an organisation. Soft strategic HRM will place more importance on the human relations part of managing people, emphasising on security of employment, continuous development, communication, involvement, the quality of work-life balance. Hard strategic HRM however will emphasise the return to be achieved by financing in human resources in the interest of the organisation. The roles of strategic HRM in achieving organisational objectives are described as follows: Organisational development is concern with the strategic and putting into practice the programmes planed to improve the efficiency with which an organisation functions and responds to change. Overall, the aim is to adopt a planned and coherent approach to improving organisational effectiveness. Transformation is a change in the shape, structure, and nature of something. Organisational transformation is the process of ensuring that an organisation can improve and execute main change programmes that will ensure that it answers deliberately to new requests and continues to perform its roles effectively in the active situation in which it functions. Culture is managed by the leaders in the organisation, particularly those who are involved in shaping it in the past. Culture is studied for a certain period of time. People identify with visionary leaders-how they react to issue and their expectation. What such leaders pay attention to is noted and they are treated as role models. It’s also managed by important programmes from which new things are studied about necessary or unnecessary behaviour. There is need for culture managers to mention effective working relationships among organisation fellows, and this creates values and expectations. Lastly, cultures are influenced by the organisation’s surroundings. The external surroundings may be more or less dynamic or unchanging. Knowledge management is described as process or practice of sharing, acquiring, creating, capturing and using knowledge, wherever it exists in, to improve learning and performance in organisations. Knowledge management is about hoarding and imparting wisdom, understanding and expertise accumulated in an organisation about its procedures, methods and strategies. It considers knowledge as a main resource. Management of knowledge is involved with both stocks and flows of knowledge. Stocks include know-how and predetermined knowledge for example computer schemes. Flows means how knowledge can be transferred from one person to another person or from some people to a knowledge archive. Reward is about designing and putting in place the planning and programs that reward people fairly, equitable and regularly in compliance with their benefit to the organisation. It is about strategy, putting into practice and preservation of rewards exercises that are outfitted to the development of organisational, team and individual accomplishment. Reward management can be said to be an essential aspect of an HRM method to directing people. The overall planned purpose of reward management is to improve and execute the reward strategies, procedures and habits required to underpin the success of the organisation’s goals by helping to ensure that it has the skilled, competent, well-motivated and committed people it needs. Talent management is the process of ensuring that the organisation attracts, retains, motivates and develops the talented people it needs. There is nothing new about the various processes that add up to talent management. What is unusual is the occurrence of a more clear view as to how these procedures will join together with total objective-to get and nurture talent, wherever it is and wherever it is required, by using some independent policies and practices. Everyone in an organisation has talent and talent management procedures should not be restricted to the favoured few, although they are likely to focus most on those with inadequate skills and high potential. Bibliography http://www.sdbplus.wordpress.com/2012/01/04/british-airways-hr-management-part-2/ sited 12/2/2013 http://www.news.bbc.co.uk/1/hi/business/8608667.stm sited 24/2/2013 http://www.telegraph.co.uk/finance/newsbysector/transport/9686741/spanish-union-furious-over-liberia-shake-up-and-BA-merger.html sited 24/2/2013 http://www.highered.mcgraw-hill.com sited on 29/1/2013 http://www.123helpme.com/view.asp?id=167062 sited 29/1/2013 http://www.academicjournals.org sited 4/2/2013 http://writepass.co.uk/journal/2012/11/british-airways/ sited on 24/2/2013 http://en.wikipedia.org/wiki/British_Airways 1.0 Introduction This report is meant to describe the concept of HR strategies that could be implemented by British Airways and the application of these strategies on the organisation. Also, the report will analyse the impact of merger on strategic HRM at British Airways. British Airways is the largest airline in UK based on the fleet size and is the flag carrier airline of UK. The board of this airline was established in 1971 but were merged in 1974 and its main purpose is to control the national airline corporations that earlier merge to form British Airways. These airlines are BOAC, BEA and also other smaller and regional airlines. British Airways was in 2011 merge with Spanish airline ‘Iberia’ to form a new airline called international airlines group. At the end of this report, I would have assessed a range of HR strategies that may be implemented within British Airways and fully understand contemporary issues affecting strategic human resource management within the organisation. The following HR strategies that could be implemented by British Airways and its application are explained below. 1.1 Explanation of HR strategies and its application to British Airways Performance management strategy is a drive to develop performance culture in an organisation. The development of some interrelated processes involving a high performance working make an impact on the performance and well-being of the organisation through its employee in such areas as productivity, quality, and levels of customer service, growth, and profits and finally the shareholder value must be increased and delivered. This can be accomplished by enhancing the knowledge and engaging the interest of employees. High performance management systems include severe recruitment and selection methods, extensive and relevant training and management development activities, incentive pay systems and performance management processes. Progress must be measured constantly. The main drivers, support systems and culture for high performance management are the following: Decentralise and devolve decision making by those closest to the customer – this will enable the organisation to constantly begin again and develop the offer to customers; Improvement of people capabilities through learning at all levels, with particular importance on self-management and team capabilities – to enable and support performance improvement and organisational potential; Performance, operational and people management processes must be aligned to organisational aims – to build up confidence, interest and loyalty to the direction taken by the organisation; Fair treatment for those who leave the organisation as it changes, and commitment with the needs of the general public outside the organisation – this is an important component of trust and commitment-based relationships both within and outside the organisation. Study shows through the SWOT analysis carried out in respect of British Airways that at gathering in New York, none of the employee in the audience remembers the organisation’s mission statement which is just a sentence. Simply put, there is no any point in BA mission’s statement that any employee should not know. This proves how hard to get all the resources working together to achieve the organisation’s mission and goals. So, it now makes it a bit difficult in managing performance if they do not feel like keeping the organisation’s objective. Another strategy that could be implemented by British Airways is employees’ relation strategy. Employee relation strategy sets out how objectives can be achieved among the employees working together in an organisation. The intention of the organisation on what needs to be changed and about what needs to be done in ways the organisation manages its affairs with workers and different unions is defined. For example, if the organisation planning is to give attention on achieving competitive edge through invention and delivery of quality to its customer, the employee relations strategy may emphasise process of contribution and involvement, including carrying out the programmes for constant improvement and entire quality management. Employee relations consist of the approaches and systems adopted by organisations to deal with workers either jointly through the union within the organisation or individually. Like all other HR strategies, employee relations policy will emerge from the organisations policy but will also wish to support it. British Airways aims to achieve high efficiency by improving the flexibility of employees. This came at a cost as the airline experience industrial difference and worker’s unrest that dented what it tends to portray. Instances of the strike action were seen clearly with the details of reasons but they were mostly linked to changes in employment terms and conditions. Those problems were highly visible to the general public as strikes did hit passengers during peak season of the year. British Airways also aims to achieve high efficiency by reducing costs. Relentless cost- cutting and outsourcing are keys to cost reduction for British Airways. The merger between BA and Spanish airline Iberia was to reduce costs. Target reduction was set for this new company for certain period of time most especially from reduced labour cost. Remuneration policy is another and important part of HR strategies. It is seen in a different way from human resource management. Effective remuneration policy does contribute towards achieving the goals of the organisation. This is done through ensuring that workers are motivated and are able to employ their skills and talents to the full. The workforce should be highly flexible and adaptable from HR perspective. Team working and on-going training are likely features of an organisation adapting a HRM approach of remuneration strategy. Payment systems which contribute towards achieving this will therefore help contribution towards achieving the goals of the organisation. There are number of features of payment system that contributes to achievement of an organisation. Among these are – pay flexibility, job flexibility, training, team working, decision making, employee needs, recruitment and retention, and appraisal. Selection, recruitment and HR planning is another very important strategy British Airways has to look into due to the amount of changes they went through. British Airways went through lots of changes and most especially the privatisation issue in 1987 and that of strategic way of turning things around in 1997. Despite all this, British Airways continues moving ahead as they agreed with Iberia to merge their business and according to Chairman’s statement in the 2009/2010 Annual Report which state that “all the signs are that we can win anti-trust immunity from the US Department of Transportation along with regulatory approval from the EU competition authorities, to operate a joint business with American Airlines and Iberia over the North Atlantic.” These changes are as a result of new planning as resources and strategy gets more international and decentralised than it used to be in the past. 1.2 Analysis of impact of merger on strategic HRM at British Airways. The merger benefitted shareholders, employees and customers. The customers are provided with a larger combine network due to the merger of both airlines. Again, the merger is very important because it helped to create one of the world’s leading global airlines most especially in terms of equipment so that it is able to challenge other airlines and allow them to participate in consolidation of future of the industry. Cost is expected to be saved with the merger at the end of the year. It is seen as an opportunity for the British Airline to cut costs because of the past tough years for the airline industry. Critically studying these two airlines, they have few overlapping routes thereby the airlines (BA and Iberia) have a very good match. The merger between these two airlines will enable them to compete well with other big airlines in their region. However, the merger has tremendous favour in respect of British Airways while Iberia is not. Iberia jobs were slashed down from what it used to be before merger. Salaries and cutting services were reduced by some percentage. These and many more were the reasons why the employees of Iberia (pilot) were planning to go on legal challenges over that merger agreement which it claimed was much in favour of British Airways. Conclusion In conclusion, British Airways is still the leading airline in UK. It was airline of London 2012 Olympic Games. This proves impart the organisation has on the economy of the country despite the challenges it faced time in the past. The knowledge of improved SHRM has immensely contributed to the success of the organisation. Reference Hall. A; Jones A; Raffo. C and Anderton. A, (2008), Business Studies, Pearson Education, Edinburgh, 4th Edition. Michael Armstrong, (2003), A Handbook of Human Resource Management, Aberystwyth, Wales, 9th edition. http://www.sdbplus.wordpress.com/2012/01/04/british-airways-hr-management-part-2/ sited 12/2/2013 http://www.news.bbc.co.uk/1/hi/business/8608667.stm sited 24/2/2013 http://www.telegraph.co.uk/finance/newsbysector/transport/9686741/spanish-union-furious-over-liberia-shake-up-and-BA-merger.html sited 24/2/2013 Harvard Framework For Human Resource Management Business Essay