Advanced Design System

Advanced Design System DESIGN AND ANALYSIS OF A SINGLE-STUB NOTCH FILTER USING AGILENTS ADVANCE DESIGN SYSTEM (ADSTM) ABSTRACT: The purpose of this case study is to acquire an idea on the design of single-stub notch filters using Agilent advanced design system (ADSTM). By properly calculating the required width, length and insertion loss of the single stub notch filter using ADS one can design a notch filter which can block frequencies not required. In the micro strip layout when wavelength of the stub is , the open circuit of the stub is converted to short circuit and signals along the notch filter are blocked. By adjusting the width and using various functions like line calc the parameters of the filter are calculated and the filter is designed and analysed. Agilent advanced system is an effective software for the analysis of the microwave links. INTRODUCTION: Advanced Design System (ADSTM): Advanced Design System is the industry leader in high-frequency domain design. It supports electronic systems and RF design engineers developing all types of RF designs, from simple to the most complex, from RF or microwave modules to be integrated MMICs for communications and aerospace/defense applications. ADS is With a complete set of simulation technologies ranging from frequency, time, numeric and physical domain simulation to electromagnetic field simulation, ADS lets designers fully characterize and optimize designs. The single, integrated design, GUI graphical user interface environment provides system, circuit, and electromagnetic simulators, along with schematic capture, layout, and verification capability eliminating the starts and stops associated with changing design tools in mid-cycle. ADS can be used for virtual prototyping, debugging, or as an aid in manufacturing test. To enhance engineering productivity and shorten time-to-market, ADS software offers a high level of design automation and applications intelligence. This proven software environment is easily extensible: we can customize ADS by adding features focused on your particular application needs. An AD runs on PCs and workstations, with complete file compatibility between platforms and across networks. [8] Advanced Design Systemis a powerful electronic design automation software used by leading companies in the wireless communication networking and aerospace defence industries. For WiMAXâ„ ¢, LTE, multi-gigabit per second data links, radar, satellite applications, ADS provides full, standards-based design and verification with Wireless Libraries and circuit-system-EM co-simulation in an integrated platform. Key Benefits of ADS  · Complete, integrated set of fast, accurate and easy-to-use system, circuit EM simulators enable first-pass design success in a complete desktop flow.  · Application-specific Design Guides encapsulate years of expertise in an easy-to-use interface. Components used in (ADSTM) system Term (Port Impedance for S-parameters): Parameters: Name Description Units Default Num Port number Integer 1 Z Reference impedance, use 1+j*0 for complex Ohm 50 Noise Enable/disable port thermal noise: yes, no (for AC or harmonic balance analysis only; not for S-parameter analysis) None yes V(DC) Open circuit DC voltage None None Temp Temperature oC None Table1: Parameters of Term Note: ‘Term can be used in all simulations. For S-parameter simulations it is used to define the impedance and location of the ports. When not in use, it is treated as an impedance with the value R + JX. The reactance is ignored for dc simulations. MLOC (Micro strip Open-Circuited Stub): MLOC symbol MLOC Illustration Parameters: Name Description Units Default Subst Substrate instance name None MSub1 W Line width mil 25.0 L Line length mil 100.0 Wall1 Distance from near edge of strip H to first sidewall; Wall1 > 1/2 Ãâ€" Maximum( W, H) mil 1.0e+30 Wall2 Distance from near edge of strip H to second sidewall; Wall2 > 1/2 Ãâ€" Maximum( W, H) mil 1.0e+30 Temp Physical temperature (see Notes)  °C None Mod Choice of dispersion model None Kirschning Table 2: Parameters of MLOC Range of Usage: 1≠¤Er ≠¤128 ; 0.01 ≠¤ ≠¤ 100 Where, Er = dielectric constant (from associated Subst) H = substrate thickness (from associated Subst) Recommended Range for different dispersion models Kirschning and Jansen: 1≠¤Er ≠¤20; 0.1Ãâ€"H≠¤W ≠¤100Ãâ€"H Kobayashi: 1 ≠¤Er ≠¤128; 0.1Ãâ€"H ≠¤ W ≠¤10Ãâ€"H; 0 ≠¤H≠¤0.13Ãâ€"ÃŽ » Yamashita: 2 ≠¤Er ≠¤16; 0.05Ãâ€"H ≠¤W ≠¤16Ãâ€"H Where, ÃŽ »= wavelength; freq ≠¤ 100 GHz Notes and Equations : 1. The frequency-domain analytical model uses the Kirschning and Jansen formula to calculate the static impedance, Zo, and effective dielectric constant, Eeff. The attenuation factor, ÃŽ ±, is calculated using the incremental inductance rule by Wheeler. The frequency dependence of the skin effect is included in the conductor loss calculation. Dielectric loss is also included in the loss calculation. 2. Dispersion effects are included using either the improved version of the Kirschning and Jansen model, the Kobayashi model, or the Yamashita model, depending on the choice specified in Mod. The program defaults to using the Kirschning and Jansen formula. 3. For time-domain analysis, an impulse response obtained from the frequency analytical model is used. 4. The Temp parameter is only used in noise calculations. 5. For noise to be generated, the transmission line must be lossy (loss generates thermal noise). 6. To turn off noise contribution, set Temp to −273.15 °C. 7. When the Hu parameter of the substrate is less than 100Ãâ€"H, the enclosure effect will not be properly calculated if Wall1 and Wall2 are left blank. 8. Wall1 and Wall2 must satisfy the following constraints: Min(Wall1) > 1/2Ãâ€"Maximum(W, H) Min(Wall2) > 1/2Ãâ€"Maximum(W, H) MLIN (Micro strip Line): MLIN symbol MLIN Illustration Parameters: Name Description Units Default Subst Substrate instance name None MSub1 W Line width mil 25.0 L Line length mil 100.0 Wall1 Distance from near edge of strip H to first sidewall; Wall1 > 1/2 Ãâ€" Maximum( W, H) mil 1.0e+30 Wall2 Distance from near edge of strip H to second sidewall; Wall2 > 1/2 Ãâ€" Maximum( W, H) mil 1.0e+30 Temp Physical temperature (see Notes)  °C None Mod Choice of dispersion model None Kirschning Table 3: Parameters of MLIN Range of Usage: 1 ≠¤ ER ≠¤ 128; 0.01 ≠¤ ≠¤ 100 Where, ER = dielectric constant (from associated Subst) H = substrate thickness (from associated Subst) Recommended Range for different dispersion models Kirschning and Jansen: 1 ≠¤ Er ≠¤ 20; 0.1 Ãâ€" H ≠¤ W ≠¤ 100 Ãâ€" H Kobayashi: 1 ≠¤ Er ≠¤ 128; 0.1 Ãâ€" H ≠¤ W ≠¤ 10 Ãâ€" H; 0 ≠¤ H ≠¤ 0.13 Ãâ€" ÃŽ » Yamashita: 2 ≠¤ Er ≠¤ 16; 0.05 Ãâ€" H ≠¤ W ≠¤ 16 Ãâ€" H Where ÃŽ »= wavelength; freq ≠¤ 100 GHz Notes and Equations: 1. The frequency-domain analytical model uses the Hammerstad and Jensen formula to calculate the static impedance, Zo, and effective dielectric constant, Εeff. The attenuation factor, ÃŽ ±, is calculated using the incremental inductance rule by Wheeler. The frequency dependence of the skin effect is included in the conductor loss calculation. Dielectric loss is also included in the loss calculation. 2. Dispersion effects are included using either the improved version of the Kirschning and Jansen model, the Kobayashi model, or the Yamashita model, depending on the choice specified in Mod. The program defaults to using the Kirschning and Jansen formula. 3. For time-domain analysis, an impulse response obtained from the frequency analytical model is used. 4. The Temp parameter is only used in noise calculations. 5. For noise to be generated, the transmission line must be lossy (loss generates thermal noise). 6. To turn off noise contribution, set Temp to −273.15 °C. 7. When the Hu parameter of the substrate is less than 100 Ãâ€" H, the enclosure effect will not be properly calculated if Wall1 and Wall2 are left blank. 8. Wall1 and Wall2 must satisfy the following constraints: Min(Wall1) > 1/2 Ãâ€" Maximum(W, H) Min(Wall2) > 1/2 Ãâ€" Maximum(W, H) MTEE (Microstrip T-Junction): MTEE symbol MTEE Illustration Parameters: Name Description Units Subst Microstrip substrate name None W1 Conductor width at pin 1 Mil W2 Conductor width at pin 2 Mil W3 Conductor width at pin 3 Mil Temp Physical temperature  °C Table 4: Parameters of MTEE Range of Usage: 0.05 Ãâ€" H ≠¤ W1 ≠¤ 10 Ãâ€" H; 0.05 Ãâ€" H ≠¤ W2 ≠¤ 10 Ãâ€" H; 0.05 Ãâ€" H ≠¤ W3 ≠¤ 10 Ãâ€" H Er ≠¤ 20 Wlargest/Wsmallest≠¤ 5 where Wlargest, Wsmallest are the largest, smallest width among W2, W2, W3 f(GHz) Ãâ€" H (mm) ≠¤ 0.4 Ãâ€" Z0 Z0 is the characteristic impedance of the line with Wlargest Notes and Equations: 1. The frequency-domain model is an empirically based, analytical model. The model modifies E. Hammerstad model formula to calculate the Tee junction discontinuity at the location defined in the reference for wide range validity. A reference plan shift is added to each of the ports to make the reference planes consistent with the layout. 2. The center lines of the strips connected to pins 1 and 2 are assumed to be aligned. 3. For time-domain analysis, an impulse response obtained from the frequency-domain analytical model is used. 4. The Temp parameter is only used in noise calculations. 5. For noise to be generated, the transmission line must be lossy (loss generates thermal noise). Single-stub notch filter: In Radio Communication Systems, undesired harmonics are generated. A micro strip notch filters undesired harmonics in a narrow band device like a mobile phone. A Notch filter is a device that passes all frequencies except those in a stop band centred on a centre frequency. The quality factor plays a major role in eliminating the frequencies undesired. Quality factor (Q) of a band pass or notch filter is defined as the centre frequency of a filter divided by the bandwidth. Where, bandwidth is the difference between frequency of the upper 3dB roll off point and frequency of the lower 3dB roll off point. TRANSMISSION LINE THEORY: place to another for directing the transmission of energy, such as electromagnetic waves or acoustic waves, as well as electric power transmission. Components of transmission lines include wires, coaxial cables, dielectric slabs, optical fibres, electric power lines, and waveguides. Consider the micro strip layout of a notch filter, In the designing of the micro-strip circuits (i.e. filters), the basic parameters are impedance Z0 and guide wavelength ÃŽ »g which are considered as TEM transmission line. The impedance in the open circuit stub Zin is as given below, Zin = ZS} Where ZL=∞, so we ignore ZS Zin = ZS} = ZS { } = ZS { } = j ZS cot ÃŽ ² l However, l = , ÃŽ ² l = = Therefore, cot ÃŽ ² l=0 So, Zin = -j ZS cot ÃŽ ² l=0 hence â”Å'L = = ∞/∞ = 1 so VSWR = = 2/0 = This indicates that the signal whose wavelength is will have very low impedance and hence it is a short circuit Thus Insertion loss response at frequency f0 is high except for other frequencies, this is because cot ÃŽ ² l is no longer zero. Insertion loss and return loss are two important data to evaluate the quality of many passive fiber optic components, such as fiber optic patch cord and fiber optic connector and many more. Insertion loss: Definition The Insertion Loss of a line is the ratio of the power received at the end of the line to the power transmitted into the line. Insertion loss refers to the fibre optic light loss caused when a fibre optic component insert into another one to form the fibre optic link. Insertion loss can result from absorption, misalignment or air gap between the fibre optic components. We want the insertion loss to be as less as possible. Our fibre optic components insertion loss is less than 0.2dB typical, less than 0.1dB types available on request. An expression for insertion loss is IL= 10log10 [1 +(YS/2)2] Return loss: Return Loss is a measure of the reflected energy from a transmitted signal. It is commonly expressed in positive dBs. The larger the value, the less energy that is reflected. Return loss can be calculated using the following equation: IMPRLT10.gif (1294 bytes) Return loss is a measure of VSWR (Voltage Standing Wave Ratio), expressed in decibels (db). The return-loss is caused due to impedance mismatch between two or more circuits. For a simple cable assembly, there will be a mismatch where the connector is connected to the cable. There may be an impedance mismatch caused by bends or cuts in a cable. At microwave frequencies, the material properties as well as the dimensions of the cable or connector plays important role in determining the impedance match or mismatch. A high value of return-loss denotes better quality of the system under test (or device under test). For example, a cable with a return loss of 21 db is better than another similar cable with a return loss of 14 db, and so on. Phase Response of the notch filter: The phase response of a notch filter shows the greatest rate of change at the centre frequency. The rate of change becomes more rapid as the Q of the filter increases. The group delay of a notch filter is greatest at the centre frequency, and becomes longer as the Q of the filter increases. EXPERIMENT SUB PARTS CASE-STUDY PART 1: Aim: Designing and simulation of a notch filter at 3 GHz using Agilents ADSTM for the given design specifications. Requirement: Electrical performance: Centre frequency: 3.0 GHz Insertion loss: >25.0 dB Input/output Impedance: 50 ÃŽ © Substrate specifications: Material type: 3M Cu-clad Dielectric constant (ÃŽ µr): 2.17 Thickness (h): 0.794mm Conductor thickness (t): 35um Conductivity (ÏÆ'): 5.84e+7 S/m tanÃŽ ´: 0.0009 MLIN, MLOC and MTEE are micro strip elements defined in ADSTM which is used to construct the circuit Explanation: We need to simulate and design a notch filter at 3 GHz here, using Agilents ADS. When the above specifications are used in ADS, the width of the microstrip lines is obtained as 2.42mm corresponding to 50 ohms transmission line using Line calc function. The Line Calc function is also used to determine the effective dielectric constant (Keff) of 3M Cu-clad Substrate at 3.0GHZ from which the initial, length of the open circuit stub can be calculated. ÃŽ µr = 2.1 Keff = 1.854 at 3.0GHZ (from line calc) , ÃŽ »0 = 100 m (at 3.0 GHZ) ÃŽ »g = ÃŽ »0 /(Keff)1/2 = 100/(1.854)1/2 =73.44mm; ÃŽ »g/4 =18.36 mm The initial design length of the open circuit stub is 18.354 mm. Thus we obtain the following substrate specifications at Centre frequency: 3.0 GHz, Insertion loss: greater than 25.0 dB and Input/output Impedance: Material type: 3M Cu-Clad, Dielectric constant (ÃŽ µr): 2.17, Thickness (h): 0.794m, Conductor thickness (t): 35um, Conductivity (ÏÆ'): 5.84e+7 S/m, taná ¶ ¿=0.0009, l = 18.36mm W(Width of the micro strip lines)=2.42mm From these specifications we obtain the plot of Insertion Loss Response(S21) indicating about 49.234 dB attenuation near 3 GHz which is shown in 8 To observe the effect of varying the length of the open circuit stub , the same procedure of simulation is repeated twice or thrice with different values of length of open circuit stub given as follows L1=20, L2=18.34, L3=16.As we can see in the 9 that as the length of open stub increases the frequency decreases. As the length of open stub must be ÃŽ »g/4 and so the 50ÃŽ © micro strip line is blocked and hence the signal is passed and if there is change in the length then the micro strip is not blocked hence the signal is blocked. Analysis of the case study 1: From the case study1, it proves that at wavelength ÃŽ »g/4 the open circuit at point S of the stub is transformed to short circuit and the signals passing along AB micro strip is blocked. Thus we design a filter at 3 GHz frequency. When the wavelength is ÃŽ »g/4 the signal will see very low impedance to ground at point S and hence is short circuited. This signal will be absorbed from the signals applied at input A, which will manifest high attenuation in its insertion loss at 3GHz.All other signals remain unaffected, hence low insertion loss accept near 3GHz. CASE-STUDY PART 2: Aim: Using the ADSTM Tuning facility, investigate the effect of varying the width of the stub filter. Determine the width of line which provides minimum out of band loss whilst maintaining the original filter specifications (i.e.>25 db at 3.0 GHz) Requirement: Electrical performance: Centre frequency: 3.0 GHz Insertion loss: >25.0 dB Input/output Impedance: 50 ÃŽ © Substrate specifications: Material type: 3M Cu-clad Dielectric constant (ÃŽ µr): 2.17 Thickness (h): 0.794mm Conductor thickness (t): 35um Conductivity (ÏÆ'): 5.84e+7 S/m tanÃŽ ´: 0.0009 CS2 10: Circuit Diagram of Stub Notch filter obtained by ADS Simulation Explanation: When the width of the stub is 5mm and length is 18.8mm the response obtained is as shown below Now we vary the width of the stub to investigate the effect. . In this process the width of the stub filter is changed at different values from w1=5mm, w2=2.5mm, w3=2mm, w4=1mm, w5=0.2mm as shown in 12. Here we also note that when varying the width of line, both the width of the stub line and corresponding width on the MTEE section must is varied. After varying the width using tuning fork function of the ADS facility we obtain a response at 3GHz and width is noted as 0.2mm.The 13 shows the following. Analysis of case study 2: The width of the line determines its impedance. If the impedance is high thinner the line and viceversa.When the width of the i/o transmission line is equivalent to the width of the stub then Insertion loss is at 0Db and when width of the i/o transmission line is greater than the width of the stub then Insertion loss tends to 0Db. In the above case thus we vary the width of the stub and transmission line and when centre frequency is 3 GHz and the width is 0.2mm the insertion loss is very low. Lower the insertion loss more is the signal transmitted. CASE- STUDY PART 3: Aim To design a notch filter at centre frequency of 4.5GHZ and it should cancel the spurious signal and unwanted harmonics by at least 24db with minimum out of band loss with the specifications given below Requirement: Electrical specifications: Centre frequency: 4.5 GHz Insertion loss: >25.0 dB Input/output Impedance: 50 ÃŽ © Substrate specifications: Material type: 3M Cu-clad Dielectric constant (ÃŽ µr): 2.17 Thickness (h): 0.794mm Conductor thickness (t): 35um Conductivity (ÏÆ'): 5.84e+7 S/m tanÃŽ ´: 0.0009 Explanation: In the responses shown below we have obtained the 24 dB difference by adjusting the frequency at 4.5 GHz. In CS3 14 the length and width are adjusted to obtain the particular response Analysis of case study 3: In case study 3 we understand the way of designing a notch filter to cancel the spurious signals generated by wireless communication systems. CONCLUSION: This case study helps us analyse the notch filter. The notch filter is designed and its basics and working are understood. The tool ADS proves very effective in this learning. To conclude, this experiment gives us a broader knowledge about transmission theory. The concept is deeply understood. In wireless communications the unwanted harmonics and spurious signals generated are cancelled by this notch filter enabling a better reception. Thus designing of such a notch filter is learnt.

Freedom Of Expression Essays -- essays research papers fc

Freedom of Expression: All people in the United States are guaranteed this right by the Constitution. Students, however, do not have this right to the same extent as adults. This is because public schools are required to protect all students at the school. The major aspects of this right are speech and dress. Both the right to speech and dress are not absolute in public high schools. According to the American Civil Liberties Union: "You (students) have a right to express your opinions as long as you do so in a way that doesn't 'materially and substantially' dirsupt classes or other school activities. If you hold a protest on the school steps and block the entrance to the building, school officials can stop you. They can probably also stop you from using language they think is 'vulgar or indecent'("Ask Sybil Libert" ACLU 1998). Public schools can also restrict student dress. In 1987 in Harper v. Edgewood Board of Education the court upheld "a dress regulation that required students to 'd ress in conformity wit hthe accepted standards of the community'"(Whalen 72). This means that schools can restrict clothing with vulgarities and such, but they cannot restrict religious clothing: "School officials must accomodate student's religious beliefs by permitting the wearing of religious clothing when such clothing must be worn during the school day as a part of the student's religious practice"(Whalen 78). Back to Student Rights in Public High Scho...

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Free Human Resources Literature Review richard | October 20, 2011 4 0 Rate This Article Table of Contents [show] LITERATURE REVIEW 1. 1 Human Resource Management In a rapid competitive business environment, the procedures of outlining the role, function and process of Human Resource Management (HRM) within a dynamic and uncertain environment are ongoing for many decades.In the early 1980s numerous books and articles were published by American Business Schools professors to support the widely recognition of HRM concept, and the environmental volatility in today’s contemporary business that specifically identify conflict and heterogeneity (Soderlund and Bredin, 2005). Due to its diverse origins and many influences, HRM covers essential aspects of central concern in organisations such as individual, practice, educational theory, social and organisational psychology, sociology, industrial relations, and organisational theory (Soderlund and Bredin, 2005)..To date there is no widely acceptable definition for HRM and what it entirely involves in our daily business world (Brewster and Larsen, 2000). Fewer satisfactory definitions have been propounded by different writer such as (Soderlund and Bredin, 2005), whom perceived HRM as 1) an ‘executive personnel responsibility’, that mainly concern with management activities; 2) classified HRM as management philosophy that concerns with people treatment and, finally 3) discerned HRM as interaction management between the firm and its people.Due the conflicting theoretical conception and hypothetical disagreement about the general acceptance of the definition, Price (2007) definition would be used to in this literature because it better explained and cover huge areas of the study. According to Price (2007): â€Å"A philosophy of people management based on the belief that human resources are uniquely important to sustained business success.An organization gains competitive advantage by using its people effec tively, drawing on their expertise and ingenuity to meet clearly defined objectives. Human resource management is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies†. The dynamic and uncertainty in HR contemporary organisations are tremendously moving towards a radical dimension (Analoui, 2007).Recent debate by many researchers have laid more emphasis about matching and incorporating the HR-department with other strategic functioning departments within organisation (Soderlund and Bredin, (2005); Analoui, (2007); Price, (2007). 1. 2 HR IN A CONTEMPORARY ORGANISATION HR is essentially crucial in today’s contemporary organisations because it induce high-performance management through the use of employees; by enhancing their levels of customer’s service, productivity, growth, profits and quality control (Armstrong, 2000).Lado and Wilson (1994, p 701) outlined a separate interconnected a ctivities, roles, processes and other aspects that are aimed to attracting, maintaining, and developing the firm HR activities in contemporary organisations, such as: 1) planning; 2) recruitment and selection 3) training; 4) performance management; 5) benefits and rewards; 6) compensation; 7) and 8) career development (Banhegyi et al. , (2008) and (Robbins & Coulter, (2002). 1. 2. 1 Planning Planning in Human Resource has been discussed in different HRM contexts for many years (Wren, 1994). HR planning was initially an important aspect of ob analyses and was often used as bases for determining strengths and weaknesses among the employees and to develop the skills and competences they needed (Gallagher, 2000). As individual career plans started to gain more popularity, companies gradually started to pay more attention to the certain skills and competences among individual employees as a way of aligning and dealing with the companies’ succession planning (Kuratko and Morris (20 02). As this aspect been scrutinised rigorously by many researchers, HR planning is still a complicating and complex issue of debate within the HR practices (Schuler, 1986).In 1978, McBeath addressed his view of HR planning by highlighting a set of issues that he regarded as being important with respect to the HR planning. These were; An estimation of how many people the organization needed for the future A determination of what ability, skills, and knowledge requires to compete An evaluation of employees ability, skills and existing knowledge A determination of how the company could fill the identified competence gaps Storey (1995) argues that HR planning today is a very important task of every contemporary organization’s HR department.According to him, HR planning mainly involves the identification of skills and competence within the organization, the filling of identified competence gaps, and the facilitation of movements of employees within the organisation. An essential part of the HR planning is the succession planning which aims to ensure the supply of individuals and filling of gaps on senior key positions when they become vacant and replenish competences to areas where they are most valued (Wolfe, 1996). 1. 2. 2 Recruitment and selectionIn organization the system that responsible for placing diversifies talents throughout is refers to as recruitment and selection processes. The process of recruitment and selection is an ethical approach by a firm to seek and attract the most competent and suitable applicant for a vacant position (Analoui, 2007). Price (2007) inferred that recruitment strategies can be divided in three significant approaches: suitability – the most qualified applicant for the position, malleability – moulded within the cultural norms, and flexibility – the most reliable and versatility employee.These factors are quite complicating and can be easily mistaken during the process of hiring employees. Suitability is a critical aspect hence it mainly concerned with the process of hiring the most suitable applicant for the position. The process of selecting and retaining potential employees is the greatest organisational competitive battle in modern days (Pfeffer, 1994). Having the greatest talent simply implies that the firm will be able to compete aggressively in the market.This phenomenon are quit prevalent in our daily business life and has also pushes organisations to gain a niche by employing the most renowned managers to lead the thriving future. 1. 2. 2. 1 Channels of Recruitment Russo et al. , (1995) cascaded channels of recruitment into external and internal recruitment, and formal and informal channels. Internal recruitment channels mainly involve the use of intercommunication between other strategic areas of the organisation and the entire HR department. This approach enhances the firm to prioritise and target in-house or current employees (Russo et al. 1995; Analoui, 2007). Inter nal recruitment can be fully considered when it is fair and transparent, since favouritism might occur; while external channel of recruitment base on the contrary. 1. 2. 3 Training In today’s contemporary organisation, employees ‘skills and knowledge can make a positive impact on the firm‘s productivity (Guzzo, Jette & Katzell, 1985). Organisations have to counter some difficulties while training a single or more employees (Ostroff & Kozlowski, 1992). Previous literatures argue the affordability of some organisations that eprive themselves for a single individual employee particularly when human resources are limited: this can hinder the productivity on the short term and destabilize the organization (Bishop, 2003). He continues to stress that such perception about training implies that organisation should embark on a cost reduction strategies and focuses on in-house or on-job-training (OJT). Formal training is just one of the possibilities for organisations to en hance the personnel performance level, as important roles are covered also by organizational socialization (Chao, 1997) and multitasking (May, 1997).It was suggested in the early 1990s that organisational socialisation is a fine process for newcomers to source out information’s about the organisation, learn about the necessary tasks and how to perform their responsibility; clarifying their roles and relate with others inside the organisation (Ostroff & Kozlowski, 1992). This philosophy was also supported by Rollag & Cardon (2003) as they indicated that the process of socialisation within a firm enhance newcomer to incorporate and learn in a well conducive atmosphere. . 2. 4 Performance Management The concept of measuring performance or managing performance within organisations is to strategize how firms can get the utmost benefits from their employees (Dransfield, 2000). The approach to measuring performance can be classified as a three-step approach that composed by objectiv es, appraisal and feedback. The first step is the setting of performance objectives that are quantifiable, easy to measure and simple to communicate throughout the organisation (Dransfield, 2000).After that, the process of performance appraisal should take place (Bredin, 2008). The management of performance includes design of work systems, facilitation of knowledge utilisation, sharing and creation, and appraisal and reward systems (Cardon & Stevens, 2004). However, this phenomenon has been supported by different researchers claiming that performance management/appraisal is an outstanding process to determine and supervise employees output within the firm, so as it would be less complicating to ssess and achieve maximum performance (Zhu & Dowling, 1997). It is an excruciating process to implement and evaluate a systemic approach that can accurately pinpoint employee who is responsible for results within an organisation (McKenna & Beech, 2008). However, outcomes of individual behavio urs such as job satisfaction, employee turnover, absenteeism (Dyer and Reeves, 1995); motivation and commitment (Seibert, Silver, & Randolph, 2004), are proximal hence human resource processes are interconnected.In as much that the human resource practices are intended to achieve result in this area; there effect can also have a tremendous influence on the aforementioned outcomes (Bloom, 1999). 1. 2. 5 Benefits and rewards Eliciting high contributions within an organisational environment is highly essential for the firm as well as the employees (Appleby and Mavin, 2000). For instance, expectancy theories have explicated aspects of anticipated rewards in line with employee’s motivations.This indicated that every employee will have to face with a logical decision in accordance to the present economical circumstance (Tannenbaum and Dupuree-Bruno, 1994). As a result to that employee considerable effort will manifests into an intended realisations and fulfillment of a specific des ire outcome. Such manifestation enhances the explanation of the crucial aspect of organisational reward system and how it can be sustain and elicit the firm human capital investment Tannenbaum and Dupuree-Bruno (1994).The conceptions of both internal and external rewards are highly valued by organisations and its employees. Not only the obvious fact that employees yearns more about promotional opportunities, higher pay or better benefits, but also their desires and anguish spins from autonomy, personal growth and valued responsibility. Different authors have suggested the positive relationship, size and the implementation of innovative ideas in human resource practice as a result to economic of scale (Baldridge and Brunham, (1975) and Moch and Morse, (1977).This conception has locus the local firms at greater disadvantage in-terms of retaining or recruiting top-notch talent (Tannenbaum and Dupuree-Bruno, 1994). Figure 2: model for reward management Source: Bratton & Gold, 2003, p. 2 82 1. 2. 6 Compensation According to Patel & Cardon (2010) compensation is vital for contemporary organisation as it contributes to attract and retain high skilled workers with superior salaries, and it encourages a desired stakeholder behavior regarding recognition and legitimacy. Minbaeva et al. (2003) inferred that compensation would enhance motivation among personnel too.Even though non-financial compensation can really work as a positive stimulus for the workers, providing monetary benefits is necessary to increase the productivity of the employees on the individual or group level (Gomez-Meja, 1992). Balkin and Swift (2006) suggest a more flexible approach toward the payment issue. They proposed to relate it to the life stage of the organisation with a higher rate of non-monetary benefits during the first years of activity, and a re-equilibration whenever the company enters the mature stage.Non-monetary paybacks are represented by stock options, stocks or other form of equity s haring that enhance the participation and the motivation of employees, while spreading the risks over a larger number of people (Graham et al. , 2002). The aforementioned ownership sharing represents also a long-term planning for compensation, as Graham et Al. (2002) stated, but also short-term rewards exist. These are represented by profit sharing policies aiming to encourage the employees toward group work, or to control the organizational outcomes (Heneman & Tansky, 2002). 1. 2. 7 Career development (CD)Many practitioners and scholars within human resource development (HRD) field have claimed that the utmost crucial aspect of the practices is career development (McLagan, 1989; Weinberger, 1998; Swanson & Holton, 2001). However, this area of studies has been given little attention (Upton, Egan & Lynham, 2003). With the intense competition in the 21 century, many organisations have realised that in order for them to stay competition they have to improve their employees and enhance their career development (Boudreaux, 2001); rather than individual career development (Swanson & Holton, Upton, Egan & Lynham, 2003).Therefore, many organisations are now taking a proactive measures towards equipping their staffs and educationally (Leana, 2002) or create a climate that supports their staffs at all levels of the organisation to be more resultant and productive (Sullivan, 1999); which Boudreaux, (2001); Brown, (1997) referred to as ‘‘shared responsibility’’. However, learning within an organisation is quite critical and expensive; (McDonald, Hite & Gilbreath, 2002). The most common learning methods within organisations are informal (i. e. n-the-job coaching, sessions, lesson learned, development assignment) Power, Hubschman, & Doran, (2001) and formal learning (i. e. as training/workshop and other forms of professional training conducted by professional bodies internally or externally (McDonald, Hite & Gilbreath, 2002). 1. 3 The importance of HR in organisation The sole aim of HRM is to guarantee that the firm human capitals are being used in the fullest capability to produces the greatest organisation results that meets with the firm needs Nadeem Moiden, (2003) and Gilley and Gilley, (2007).Therefore, the philosophy of empowering employee’s capabilities is coined to the conception that HR is extremely crucial for sustainable competitive advantage and organisational success (Koch &McGrath, 2003). HR in organisation is also crucial because its assist managers and employees through a change process (Hendry, Jones, Arthur & Pettigrew, 1991). Businesses can gain enormous competitive advantages when their employees are used effectively to drawing on their expertise and ingenuity to meet clearly defined objectives.When organisation recruit the most effective, capable, committed and flexible people; and managed and reward them accordingly their performances, competencies and efficiency would help the firm productivity i mmensely (Price A. , 2007). Managers that tactfully execute organisational goals depend on the HR practices to deliver excellences so that they can achieve the utmost business performance (Becker, B. and Gerhart, B. , 1996). However, the HRM field has been isolated and misunderstood by many researchers and practitioner, failing to realise that without employees there would be no functioning organisation Argote, McEvily and Reagans (2003).As employees remain the most expensive and reliable asset of the organisation, the practices of HR will remain a vital area of discussion (Becker, B. and Gerhart, B. , 1996). 1. 3. 1 Advantages and disadvantages of HR As many other departments within an organisation encounter, challenges are inevitable and are present in our daily business lives. There are three main disadvantages, or some may refers to a challenges facing HR, namely: 1. Managers â€Å"need to support corporate productivity and performance improvement efforts† (Dessler, 2008, p 87). 2. Employees play an expanded role in employers’ performance improvement efforts† (Dessler, 2008, p 87). All the basics contents associated with high-performance organisation, such as high-technology team-based production, are rather futile without high levels of employee competence and commitment. 3. The challenge, derived from the first two, is that â€Å"employers see that their human resource units must be more involved in designing – not just executing – the company’s strategic plan† (Dessler, 2008, p 87). 1. 4 Strategic HR roles in dynamic and uncertainty environmentsStrategic HRM (SHRM) roles consist of strategies executions and formulations. The strategies execution has been the predominant aspect of the SHRM’s strategic job. Strategies formulators always set and margin their formulations in line with the corporate and competitive strategies and aligned the firm policies and practices towards their strategic formulation s (Dessler, 2008). In recent years, there has been a trend shift and researchers have now identified SHRM to take an active role with the top managers in the firm to formulate the company’s strategic plans.The gliding competitive environment due to a globalized economy has lead to that many employers are pursuing improved performance by improvement of commitment and competence level of their employees. Dessler, (2008) outlined four strategic tools that could be used to enhances employees abilities and proficiencies, such as employees satisfaction, loyalty, motivation and satisfactions. 1. 4. 1 Employee satisfaction Employee satisfaction is the individual satisfaction as a professional person, that is, the individual has an effect on his attitude.Organization member to its operating characteristic is the cognitive evaluation, employees get through the more realistic values and expectations of the gap between the value obtained after the meeting whether or not all aspects of wo rk attitudes and emotional responses. It involves the work of the degree of organizational commitment and work motivation is closely related (Saari, L. M. , & Judge, T. A. , 2004). Superior-subordinate communication is an important influence on job satisfaction in the workplace, in which the way a subordinate perceives a supervisor‘s behavior can positively or negatively influence job satisfaction.Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996). 1. 4. 2 Employee loyalty Employee engagement is personified by the passion and energy employees have to give of their best to the organization to serve the customer. Engagement is characterized by employees being committed to the organization, believing in what it stands for and being prepared to go above and beyond what is expected of them to deliver outstanding service to the customer.Engaged employees feel inspired by their work, they are customer focused in their approach; they care about the future of the company and are prepared to invest their own effort to see that the organization succeeds (Cook, 2008). Engagement can be summed up by how positively the employee: Thinks about the organization; feels about the organization; proactive in relation to achieving organizational goals for customers, colleagues and other stakeholders. Employee loyalty can be divided into active and passive loyalty.The former refers to the subjective staff loyal to the company with the desire (Cook, 2008). This desire is often due to a high degree of organization and employee goals and now there are consistent with organizational help for employees‘ self-development and self-realization factors. Passive loyalty is when the employees themselves do not wish to remain in the organization, but due to some constraints, such as high wages and welfare, transportation, etc. , have to stay in the organization. Once these conditions disappear, the staff can no longer feel organizational loyalty (Cook, 2008).The basic elements of enterprise employees, their enthusiasm on behalf of corporate morale, awareness of their work reflected in the subtle strength of enterprises (Pepitone and Bruce, 1998). 1. 4. 2. 1 Wages and benefits systems Salaries and benefits in the eyes of employees affect their loyalty is one of the important factors. â€Å"Money is not the most important, but no doubt a very important†, whether corporate or professional loyalty, loyalty is established on the basis of material, good pay system to ensure the basic material needs of the employees, will have good professional loyalty, and corporate loyalty (Cook, 2008). 1. 4. . 2 Enterprise human resource management system As indicated above human resource management is compulsory for each company and one of the most important courses; how to send staff to the right on the job, motivate employees, training and study staff, will be affected to some extent, staff loyalty. In the development of the unscientific, resulting in unfair business, become a mere formality, which often occurs. Negative phenomena that affect the performance of their staff, or even result in employees slack, complain more, rumors filled the air, to lose morale. Figure 3 Maslow’s hierarchy of needs Source: Maslow, (1943) 1. 4. 2. Retaining top employees Excellent staff should have: First, high loyalty, company loyalty by recognizing the company’s values, to share weal and woe, and common development; second, right attitude, initiative, and study to make improvements, work hard and willing to do, know that they are doing, those things that do and should not do, great development potential; Third, professional ability, can work independently, with skill, and can continue to improve (McKeown, 2002). The roles of great employees are being productive and increased passion for and commit ment to the organization‘s vision, strategy and goals (Cook, 2008, p. 31-32). . 4. 3 Employee Motivation Motivating employees was highlighted as an indispensable part of HRM in many studies (e. g. Pinnington and Edwards, 2000; Dessler, 1997; Stone, 2005). Pinnignton and Edwards (2000) divided motivational incentives into two parts: motivating individuals and motivating groups. The former one pays the attention on individual needs and the later one highlight the equity principia. Some incentives played big roles in motivational process, for instance, the good communication between organization and employees (e. g. Ivancevich, Konopaske and Matteson, 2008; Stone, 2005; Dessler, 1997), High Job satisfaction (e. . Lambert, Hogan and Barton, 2001; Wright and Bonett, 2007), Good Payment and treatment (Carpenter and Sanders, 2004) and so on. Meanwhile, relating to the interesting issue on employee turnover often happened in the company, job satisfaction is one kind of factor that inf luences the turnover intent of employees. Lambert, Hogan and Barton (2001) pointed out that job satisfaction is a key mediating variable between the work environment and turnover intent, and suggested that managers take the focus on the work environment to improve employee’s job satisfaction, and ultimately lower turnover intent.Carpenter and Sanders (2004) opined that the investment in TMT (Top Management Team) could be way for attracting and retain talent for organization. Thus, it is required, and should be considered into the HRM process too. 1. 4. 4 Employee satisfaction Employee satisfaction is mainly concern with the satisfactions that derived from the individual as a professional person. One common research finding is that job satisfaction is correlated with life satisfaction (Rain, et al, 1991). This correlation is reciprocal, meaning people who are satisfied with their lives tend to be satisfied with their jobs vice visa.However, some research have argued this conce pt that that job satisfaction is not significantly related to life satisfaction because of their variable such as nonworking satisfaction and core self-evaluations are taken into account (Rode, J. C. 2004). Organization member to its operating characteristic is the cognitive evaluation. Employees get through the more realistic values and expectations of the gap between the values obtained after the meeting whether or not all aspects of work attitudes are emotional responses.This consists of the extent of firm involvement and related motivational activities (Saari, L. M. , & Judge, T. A. , 2004). Burgoon, Buller, & Woodall, (1996) one of the most suitable means of influencing employees satisfaction is the manners at which superior relate and communicate with subordinators. The meshing and mashing of interpersonal relationships between the two distinctive groups or status plays a significant roles in terms of respect, attractions, formative impression or emotional expression, deceptio ns and social influences (Burgoon, Buller, & Woodall, 1996).Weiss and Cropanzano, (1996) inferred that such immediacy and friendliness will cumulate the essential elements of job satisfaction (Weiss and Cropanzano, 1996). The way employee’s feels and thought that their jobs being appreciated are very much essential in terms of employees job satisfactions (Organ, D. W. , & Ryan, K. , 1995); turnover (Saari & Judge, 2004); and absenteeism (Wegge, et al, 2007). Job satisfactions ultimately looks at the general aspects of satisfactions employees gained from their work in entirety (Mount & Johnson, 2006)

Scouting Out Racism By Harper Lee - 1487 Words

Scouting Out Racism Harper Lee s Pulitzer Prize-winning novel, To Kill a Mockingbird, has remained enormously popular since its publication in 1960. Recalling her experiences as a six-year-old from an adult perspective, Jean Louise Finch describes the circumstances involving her father, Atticus, and his legal defense of Tom Robinson, a local black man falsely accused of raping a white woman. In the three years surrounding the trial, Scout and her older brother, Jem, witness the unjust consequences of prejudice and hate while also witnessing the values of courage and integrity through Atticus’ example. Additionally, the film of To Kill a Mockingbird lacks many details that the book contains, however, they both share the same morals and portray the same basic storyline. Lee incorporates Scout and Jem’s visit to Calpurnia’s church to provide background information on the black community and to communicate her attitude toward the racial discrimination of African Americans and whites in the 1930’s. Additionally, Aunt Alexandra is a character foil of Atticus and therefore, Lee includes Aunt Alexandra to develop the character and of Atticus. The visit to Calpurnia’s church is included in the novel to visually demonstrate the black community and to display Lee’s ideas about the racial discrimination of African Americans and whites in the 1930’s. In the novel, Scout and Jem’s journey to the First Purchase M.E. Church is the first glimpse of the black community in Maycomb,Show MoreRelated Symbolism and Allegory in To Kill a Mockingbird Essay3753 Words   |  16 PagesSymbolism and Allegory in To Kill a Mockingbird Harper Lee uses symbolism extensively throughout To Kill a Mockingbird,, and much of it refers to the problems of racism in the South during the early twentieth century. Harper Lees effective use of racial symbolism and allegory can be seen by studying various examples from the book, namely the actions of the children, of the racist whites, and of Atticus Finch. One of the more effective allegories in the novel is the building of a snowman