History of Cyber Terrorism

The New SAT vs. the ACT Full Breakdown

The New SAT vs. the ACT Full Breakdown SAT / ACT Prep Online Guides and Tips For the past decade or so, the SAT has come under increasingscrutiny for its confusing structure, trick questions, and obscure vocabulary. Meanwhile, the ACT is often seen asthe fairer test, more closely based in what students learn in school. As you might have heard, the College Board undertook a radical overhaul of the SAT that went into effect in March 2016 and, in many ways, made it much more similar to the ACT. Adding to the confusion is the fact that ACT, Inc., also made some minor changes to the ACT. What are the main differences between the current versions of the two tests?The short answer is that the SAT and ACT are now quite similar.The changes have eliminated many of the two tests' major differences in both style and content. Nonetheless, there remain important variations- some long-standing and some newly introduced. I'm going to start by talking about what the SAT and ACT look like in general, and then I'll break down the new similarities and unique characteristics of each test, section by section: Test Structure (Timing/Sections and Scoring) Reading Writing/English Math Science Essay Brief Timeline of Changes to the SAT and ACT Before we get into the key differences between the two tests, I've included a basic timeline of when the changes to each exam went into effect below: Early 2015 and earlier Slight changes to ACT question distribution Paired passages on ACT Reading Fall 2015 New ACT Writing test RedesignedPSAT March 2016 Redesigned SAT As you can see, the ACT, the SAT, and even the PSAT have all undergone noticeable changes in the past few years. Yet while the content and format of the ACT has stayed mostly the same, both the SAT and PSAT have been completely revamped (or, rather, redesigned). Now that you understand when these big changes happened, let's begin our analysis by comparing the overall structures of the current SAT and ACT. SAT vs ACT: Overall Test Structure One of the goals of the SAT overhaul was to make the testmore straightforward, so many of its structural oddities, such as the wrong-answer penalty, were eliminated.The College Board also streamlined the SAT structure by including only one section of each type (except for Math, which has two subsections now) rather than three. The ACT structure, on the other hand, hasstayed mostly the same.The biggest changes to the test mainly targeted the Writing (essay) section, and that's it. Let's go over the specific layouts of the two tests so you can better understand the similarities and differences between them. Timing and Sections The current SAThas one Reading section and one Writing section. The Math section is divided into a No Calculator Test and a Calculator Test (meaning you may not use your calculator on the former but may on the latter). In addition, there is one Essay section, which is optional. The four sections are always in the same order. The entire SAT is three hours without the Essay, and three hours and 50 minutes with the Essay. The exact breakdown looks like this: SAT Section Total Time # of Questions 1. Reading 65 minutes 52 2. Writing and Language 35 minutes 44 3. Math No Calculator 25 minutes 20 4. Math Calculator 55 minutes 38 5. Essay (Optional) 50 minutes 1 prompt By contrast, the basic ACT structure and timing have not changed, with the exception of the new essay section, which is longer.Here is the breakdown of the ACT's timing and questions: ACT Section Total Time # of Questions 1. English 45 minutes 75 2. Math 60 minutes 60 3. Reading 35 minutes 40 4. Science 35 minutes 40 5. Writing (Optional) 40 minutes 1 prompt As you can see, the format of the current SAT is more similar to that ofthe ACT than to that of its previous incarnation. While there's no Science section on the SAT, it contains sections on Reading, Writing/English, and Math, just like the ACT does. It also has an optional Essay section like the ACT (before, the SAT Essay was mandatory!). Scoring The 2016 SAT redesign also involved major changes to the scoring system; we'll go through these one at a time: Scoring returned to the 400-1600 scale:In 2005, when the College Board last implemented major changes to the SAT, it added the Writing section; this meant there were three scores (each on a scale of 200-800) to combine, making the top possible score 2400. Nowadays, the Writing and Reading sections count toward the same Evidence-Based Reading and Writing (EBRW) score, which are combined with your Math score to get a final score between 400 and 1600. There's no wrong-answer penalty:You're no longer penalized by 1/4 point for every wrong answer! The original idea behind this policy was to discourage guessing on the SAT, but the College Board's research found that eliminating it doesn't affect scores that much and cuts down on students' reliance on test-taking strategies (a major goal for this overhaul). The Essay is given three scoresand no longer affects your total SAT score:Since it's now optional, the SAT Essay works a lot more like the ACT essay- you get a separate Essayscore that does not factor into your final score (on the 400-1600 scale). Essay scoring also changed: rather than getting onescore between 2 and 12, you'll get three scores, for Reading, Analysis, and Writing, between 2 and 8. You get lots of subscores:As part of its attempt to provide more helpful information to colleges, the College Board now provides several subscores and cross-test scoresfor the SAT: Analysis in History/Social Studies, Analysis in Science, Command of Evidence, Words in Context,Expression of Ideas, Standard English Conventions,Heart of Algebra, Problem Solving and Data Analysis, and Passport to Advanced Math. That said, it's unclear how (or if) colleges use these scores, so don't worry about them for now. On the other hand,ACTscoringstayed mostly the same. You get four section scores, each on a scale of 1-36. These are then averaged to create a composite ACT score, also on a scale of 1-36. The exceptionis ACT Writing. This section is separate from your composite ACT score and scored on a scale of 2-12. Like the SAT Essay, it'sscored across multiple domains, which are as follows: Ideas and Analysis Development and Support Organization Language Use Each of these subscores is between 2 and 12, and the average of these four subscores is your ACT Writing score. Now that we've covered the big-picture changes, let's move on to the nitty-gritty of each section of the SAT and ACT. Jason Parrish/Flickr SAT/ACT Reading Section SAT Reading is the section that's most similar to its previous incarnation. However, there are still some big changes to note. One is that the SAT Reading section only includes longer passages.Without Sentence Completions or short passages, this section now looks a lot more like the ACT Reading section, which contains a series of 500-750 word passages followed by several questions. Also,thanks to a recent change to the ACT,both tests feature paired passages. These are just the basic similarities of the two tests' Reading sections, but how specificallydo these two sections differ? The chart below shows the specifications for each test: SAT Reading ACT Reading Total Time 65 minutes 35 minutes # of Questions 5 passages, 52 questions 4 passages, 40 questions Passage Types 1 US/World Literature, 2 History/Social Studies, 2 Science 1 Prose Fiction/Literary Narrative, 1 Social Sciences, 1 Humanities, 1 Natural Sciences Question Types Main Idea, Vocab-in-Context, Inference, Evidence Support, Data Reasoning, Technique, Detail-Oriented Main Idea, Vocab-in-Context, Inference, Detail-Oriented SAT Reading Although the Sentence Completions and short passages have been eliminated, the remaining long reading passages look more or less the same as they always have, with a few exceptions: Inclusion of classic texts:As part of the plan to make the Reading passages more complex and therefore more similar to what you might read in school, the SAT Reading section now includes excerpts from texts from the Western canon, including stories and essays by famous authors, US founding documents, and other historically important works. Because these are often quite old, they tend to include more challenginglanguage. Evidence questions:One of the big changes to SAT Reading that you might've heard about is the addition of evidence questions, which ask you to indicate what part of a passage supports your answer to a previous question. As these questions are quite tricky, you'll definitely want to learn effective ways to approach them. Questions go in chronological order (for a passage):This is one aspect of the SAT Reading section that didn't change and that really sets it apart from the ACT Reading section, in which questions do not follow the order of the passage. Charts and figures in science passages:Two of the five SAT Reading section passages cover scientific topics and include charts and figures. Here's an example of the types of charts and data you'll see, taken from an official SAT practice test: ACTReading The big difference between ACT Reading and SAT Reading remains how you need to budget time. Also, while the SAT is more focused on analyzing specific points in a passage and understanding how the author constructs an argument, the ACT deals more withreading comprehension. Here are some of the key features of ACT Reading, in comparison with SAT Reading: Randomly ordered questions:SAT Reading tells you where to look for the answers to most questions, but one of the biggest challenges on ACT Reading is finding the information you need. The questions are ordered randomly and often do not give line numbers, which can makefinding specific details very tricky. Less time per question:The strict time constraint is the other challenge many students face on ACT Reading: you have roughly eight and half minutes per 10-questionpassage on the ACT,compared with 13 minutes per 10- to 11-minute passage on SAT Reading. SAT Writing/ACT English Section Of the three SAT sections, Writing underwent the biggest changes (though if you've taken the ACT, its new format is going to look familiar). The current SAT Writing and Language section uses the same passage-based format as the ACT English section. Here's an official example of an SAT Writing passage and the questions that follow: SAT Writing also includes more ofthe same grammatical concepts as ACT English,most notably of which is punctuation. SAT Writing ACT English Total Time 35 minutes 45 minutes # of Questions 4 passages, 44 questions 5 passages, 75 questions Content Tested Standard English Conventions: 20 questions (45%), covering sentence structure, conventions of usage, and conventions of punctuation Expression of Ideas: 24 questions (55%), covering development, organization and effective language use Usage and Mechanics: sentence structure (20-25%), grammar and usage (15-20%), and punctuation (10-15%) Rhetorical Skills: style (15-20%), strategy (15-20%), and organization (10-15%) Despite the massivesimilarities between the SAT Writing and ACT English sections, there are still some noticeable differences. Let's go through them one at a time. SATWriting and Language As I noted above, the SAT overhaul involved a complete redesign of the Writing section so that all of the questions are now presented in the context of reading passages.Here are other major changes to note: The Writing section is included in your Evidence-Based Reading and Writing (EBRW) score: With the current SAT, the Writing section is part of the same final section score as the Reading section is; this change returned the SAT to its original 400-1600 scale (as opposed to the previous 600-2400 scale). Slightly more focused on writing style:These days, SAT Writing has slightly more questions dealing with Expression of Ideas (writing style and argument) than it does targeting Standard English Conventions (grammar and sentence structure). Includes charts and graphs:Like the SAT Reading section, SAT Writing includes charts and graphs with its passages. However, there are only a few questions of this type per test. Some word choice questions involve challenging vocab:While word choice questions on the ACT are more focused on nuanced differences between common words, this type of question on the SAT sometimes tests knowledge of more traditional vocabulary words like those that wereincluded in old Sentence Completion questions. ACTEnglish Again, the similarities between these sections are much greater than their differences, but the ACT does emphasize slightly different skills than the SAT does. Here are the main features of the ACT English section and how they differ from the SAT Writing section: A lot more questions:ACT English has almost twice as many questions as SAT Writing. This doesn't necessarily make it more difficult, but it does necessitate a slightly different approach. Read our guide for more suggestions on how to approach ACT English passages. Slightly more focused on grammar and conventions:While the SAT has more questions about writing style, the ACT has theemphasis reversed: it's primarily focused on Usage and Mechanics questions, which coversentence structure, grammar, and punctuation. Big-picture questions:Though the two tests cover almost all the same material, ACT English hasone type of question that SAT Writing does not have: main idea questions. Both tests ask questions such as "What is the purpose of this passage?" on their Reading sections, but only the ACT includes these on the English section as well: SAT/ACT Math Section SAT Math is the section that remains the most similar structurally, but there were some pretty big changes in terms of its content. Like the ACT Math section, SAT Math now includes somemore advanced math topics, such astrigonometry and complex numbers, though there are only a few questions on these concepts. SAT Math questions are also closer to ACT Math questions in style: they're more straightforward and test the kinds of math you learn in school rather than more obscure topics. Here's an overview of the two Math sections: SAT Math ACT Math Total Time Calculator: 55 minutes No Calculator: 25 minutes 60 minutes # of Questions Calculator: 38 questions No Calculator: 20 questions 60 questions Topics Tested Heart of Algebra - 33% Problem Solving and Data Analysis - 28% Passport to Advanced Math - 29% Additional Topics in Math - 10% Pre-algebra - 20-25% Elementary algebra - 15-20% Intermediate algebra - 15-20% Coordinate geometry - 15-20% Plane geometry - 20-25% Trigonometry - 5-10% SAT Math The changes to SAT Math were designed to make it more similar to the tests you take in math class, meaning you're asked harder questions in a more straightforward way. Here are some of the key changes to note: Divided into a Calculator section and a No Calculator section:SAT Math is now split into two sections, one for which you're allowed to use a calculator and one for which you aren't. Don't worry about the No Calculatorsection too much, though, as it only requires basic calculations you can easilydo by hand or in your head. Heavily focused on algebra:As I mentioned above, one of the goals of the SAT was to make it more similar to what you learn in school and what you'll need for college. One part of this change was shifting the focus of the test toward algebra. Now, 61% of Math questions deal with algebra topics, including manipulating equations and expressions, writing equations to solve word problems, solving quadratics, and working with formulas. More data analysis: The proportionof data analysis questions has also increased. Almost one-third of SAT Math questions focus on manipulating ratios and percents, in addition to understanding graphs and charts. Very little geometry:With so much of the SAT Math section devoted to algebra and data analysis, there's very little room for geometry. In fact, only six questions ask about geometry and trigonometry, though the test still provides most of the common formulas you'll need. Still has grid-ins:Like the old version of SAT Math, the current Mathsectionhas 13 student-produced response questions, commonly known as grid-ins. These questions require you to write in your own answer instead of choosing one from the options given to you. ACT Math ACT Math stayed more or less the same, despite some tweaks to topic distribution. However, the changes to the SAT have created some new differences between the tests: Farmore geometry and trigonometry:If you like geometry, the ACT's the test for you. One-quarter to one-third of ACT Math questions deal with geometry or trig. However, unlike the SAT, the ACTdoesn't provide you with any formulas, so you'll absolutely have to know the common ones. A wider range of material:In fact, ACT Math tests more topics in general than the SAT does. You might see questions about logarithms, graphs of trig functions, and matrices- none of which appear on the SAT. SAT/ACT Science Section While there still isn't a Science section on the SAT, the College Board has attempted to incorporate these skills into the other three sections. According to the College Board website, "[the redesigned SAT]call[s] on the same sorts of knowledge and skills that students will use in college, in their jobs, and throughout their lives to make sense of recent discoveries, political developments, global events, and health and environmental issues." The current version of the SAT includes questions that ask you to analyze a chartorgraphin all three sections, as well as two reading passages on scientific topics. The ACT continues to have a lot more science questionssince it has a dedicated Science section. It also asks more complex questions than the SAT does, particularly with regard to experimental design. SAT Essay/ACT Writing Section The Essay is the one section for whichboth tests underwent a major overhaul.Moreover, both the SAT Essay and ACT Writing sections became more complex and are nowoptional. Ideally, the changes to the essay create results that better reflect your ability to understand and build arguments, though it remains to be seen how many schools will require the essay section onceit's optional for both tests. SAT Essay ACT Writing Total Time 50 minutes 40 minutes Optional? Yes Yes # of Prompts 1 prompt 1 prompt Scoring Domains Reading, Analysis, Writing Ideas and Analysis, Development and Support, Organization, Language Use SAT Essay The College Board shifted the SAT essay task from one that asks you to make an argument to one that asks you to dissect an argument. Take a look at the official sample prompt below to get a sense of the type of question you'll be asked on test day: Here are some of the main features of the redesigned SAT Essay section and how it differs from the old SAT Essay: You're given a text and asked to analyzethe author's argument:Unlike the prompt for the old SAT Essay,the current essay assignment asks you to read and and analyze an argumentative essay. You're thengraded on three skills: reading, analysis, and writing. They don't want your opinion: According to each SAT Essay prompt, it doesn't matter what your opinion on the issue is- rather, you need toexplain how the author makes his point. More similar to essays in English class and on AP tests:In keeping with the College Board's goal to make the SAT more accurately reflect the skills you learn in school, the SAT Essay task is now much closer to the types of essays you write in school. ACT Writing The Writing (essay) section is the only part of the ACT that underwent major changes. Nonetheless, it's remaining more similar to itsold format than the current SAT Essay did to its. Take a look at the official sample prompt below to see what you'll be asked to write about: Here are some key ways in which the ACT Writing section differs from the SAT Essay section: Asked to analyze three perspectives on an issue:Rather than simply laying out a question, the prompt gives you three perspectiveson an issue and asks you to evaluate them. Must argue your opinion:Like the previous ACT and SAT essay prompts, the current ACT Writing task requires you to argue your own position on the issue at hand. Need to generate specific examples:Since the prompt itself only provides perspectives on the issue, not facts, you'll need to come up with specific examples to bolster your argument. Caleb Roenigk/Flickr What Do These SAT and ACT Differences Mean for You? I've written an in-depth breakdown of how to decide whether you should take the SAT or ACT here if you want to read through it. But for now, here are the important takeaway points as you create a long-term study plan. Content Differences Between the SAT and ACT The redesigned SAT is much more content-based than the old SAT, so if you're planning to take it, make sure you understand exactly what will be on it. Also, keep in mind that the ACT still tests more grammar and math concepts than the SAT does. Check Whether You Need to Take the Essay Both the ACT Writing test and SAT Essay are optional, so before registeringfor either test, check whether you need to take the essay. Requirementsvary depending on the schools you're applying to. Even if you aren't sure where you want to apply, I recommend signing up for the essay anyway. What's Next? If you've decided to takethe SAT,check out our in-depth study guideas well as our expert guide to a perfect 1600 SAT score, written by a full scorer. On the other hand, if you think the ACT might be the test for you, try an official ACT practice test, calculate your goal score, and learn how to get a perfect 36 ACT score. Want to improve your SAT score by 160points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

JPMorgan Chase Essay Example | Topics and Well Written Essays - 1250 words

JPMorgan Chase - Essay Example Securities and Banks are also recognized as the most sensitive economic sectors which are on high risk of gambling due to multiple reasons such as increased internal money supply and violation of laws. Therefore they strongly require protection from agencies, for example, Securities and Exchange Commission (SEC) and Commodities Futures Trading Commission (CFTC). These agencies provide protection to Securities or Banks from gambling and fraud subsequently reducing the risk factor attached to them and also analyzes their overall operations and activities. This makes the role of these administrative agencies substantial so as to amplify the economic growth and development. To further explain this lets first consider the example of JP Morgan Chase’s gambling case of summer 2012 (Gordon, 2012). JP Morgan Chase is the leading bank of United States of America; the bank’s Chief Investment Office (CIO) declared a loss of $5.8 in summer 2012. The reasons put forward by the bank w ere concerning inappropriate investment decisions. In order to conceal the gambling case, the top management provided falsified reports of the year’s first quarter to the Securities and Exchange Commission (SEC). ... On the other hand Chief Investment Officer, Ina Drew, watched over the responsibility of loss to the trading group. He left the bank soon after this event occurred. SEC along with FBI investigated the trading loss at the biggest bank of US with respect to assets (Gordon, 2012). Elements of a Valid Contract Contract is broadly defined as an official agreement between two parties which is then used by the court in order to make judgments. Generally contracts need to follow certain requirements so as to acquire validity and authenticity only after which they can be used by the court. Following are the main components of a Valid Contract (Laurence, 2013): Offer: It is the initial most element of a contract. It is basically a form of promise between two parties which then transforms into an official contract. Acceptance: Offer is subsequently followed by an acceptance from another party to whom the offer is made. The acceptance of an offer indicates that the other party has approved all t he rules and regulations presented in an offer. Consideration: One the offer is accepted then an exchange takes place between the two parties through consideration. In this case the other person gives something to the first person so as to verify the contract. Creating Legal Relations: Legal relations are created to establish consensus between two parties to legalize the contract so that its authenticity and validity increases. Certainty: It is yet another significant element of a valid contract which deems the rules and regulations stated in the contract. These should be clearly understood by both the parties. It includes details such as the time period of a particular contract. Capacity: Capacity defines the pre-requisites of entering into a contract. For instance,

Strengths and Weaknesses Analysis for Pho Phu Quoc Beef Noodle House Research Paper

Strengths and Weaknesses Analysis for Pho Phu Quoc Beef Noodle House - Research Paper Example The secondary data has been collected from journals such as â€Å"Use of qualitative research in foodservice organizations: A review of challenges, strategies, and applications†, â€Å"Quality in Service Sector†, â€Å"Perception Gaps in customer expectations: Managers versus service providers and customers† and â€Å"A conceptual model of service quality and its implications for future research†. Following this, relevant theories have also been incorporated from books namely â€Å"Managing Service Marketing†, â€Å"Principles of Marketing†, â€Å"Introduction to Qualitative Research Methods† and â€Å"Strategic Management and Business Analysis†. Correspondingly, relevant data has also been collected from websites such as â€Å"Yelp Inc.† After identification of the different problem areas of restaurant, a qualitative method has been used for maintaining the effectiveness of the system and enhancing the business prominenc e in the new market. According to the past record of restaurant and secondary data sources, it stated that this particular restaurant has faced a cultural difference issue, along with selection of foods and analyzing the threat of other existing restaurants. After analyzing these areas, paper was found proper problems in service, quality management, along with cultural differences. According to these situations, the findings were both development of the negative as well as positive aspects. Technically, the restaurant has been able to configure properly its negative angles with maximum consciousness as well as tried to resolve it with the help of its existing strengths i.e. the unique cuisine that it have been providing to its consumers. Pho Phu Quoc Beef Noodle House located in San Francisco. According to the name of this restaurant, it has been clear that it is based on the Vietnamese cuisine. The restaurant has its own blend of Asian flavors with various types of meats along with

Diabetes Essay Example | Topics and Well Written Essays - 2000 words - 1

Diabetes - Essay Example The paper aims at discussing the impact and influence of diabetes on South Asian Indian women rather covering the whole South Asia. This would also help in understanding reasons behind the high prevalence of diabetes among these women along with developing a program to curtail the overall impact and influence of diabetes in the short as well as in the long run (Jenum, Birkeland, 2005) It needs to be understood that Type-2 Diabetes is quite common among Asian Indian women that creates Insulin resistance along with disallowing blood sugar to enter into cells and thus affecting the energy level. It is often believed that high weight and calorie rich diet along with genetics play an important role in increasing the chances of diabetes. There is no denying that Asian Indian women are on a healthier side because of high consumption of oily and rich food stuffs. Their living standard and life style also makes things difficult for them in the short as well as in the long run (Ramachandran, V ijay, 1999). The assignment aims at highlighting health care problems pertaining to diabetes in an informative and analytical manner along with offering solutions and measures to control its impact and influence. For this purpose, Precede Proceed Model would be used to increase the effectiveness of study. The whole idea is to understand the health pattern, health issues and health resistance of Asian Indian Women in context to diabetes. Health Care Problems The rise of diabetes cases among South Asian Indian women is often considered as an alarming sign in the health communities across the world. People of South Asian community carry diabetes and heart attack risks more than any other ethnic community across the world. As per Nishan Wijenaike (2007), diabetologist consultant in West Suffolk Hospitals, United Kingdom, diabetes problem is quite common in Asian Women because of insulin resistance and obesity issues. Insulin resistance is closely associated with the obesity that often i ncreases the weight along with other health complications like heart problems and kidney failures. There is no denying that diet and lifestyle plays a major role in diabetes often responsible for its aggravation in the short as well as in the long run. The high fat diet and low level of physical activities increase the body weight supporting the insulin resistance and affecting the body glucose and energy level in a negative manner. Diabetes is a chronic disease caused due to genetic factor and a mixture of urbanization factors like high calorie diet, less physical activities, limited access to greenery and fresh air and imbalanced diet. Women suffering from diabetes can only be educated and motivated to minimize its impact along with controlling it using effective measures like proper diet and healthy living (Sriskantharajah Kai, 2006) At the same time, it is important to create awareness among women not suffering from diabetes but having chances of getting affected by it in the fu ture. It is believed that precaution is better than cure and thus there is a need of an effective diabetes control program creating awareness along with motivating Asian Women in an exemplary manner. There is a need to create awareness at the community level along with including health care communities and women to discuss the diabetes issue along with coming up with solutions to minimize its

Factors Causing High Employee Turnover Rates

Factors Causing High Employee Turnover Rates Staff Retention Human Resources Management Chapter 1 Introduction Employee turnover in the industry has become the custom today in the manufacturing, service and merchandising industry. Employees are moving from one form of employment to another because of several factors that the employers have not yet grasped. In this regard many industry players are busy defining ways to protect turnover of its employees. The most affected part of this is the merchandising industry. In the bid to prove influence in the fastest upcoming sector executives in the merchandising industry are fighting hard the high trend of their staff consistently changing jobs (Rueben 22). Today generating an atmosphere favorable and valued by all employees in the ever changing employee market may not be as pain-streaking as it may appear to the larger population. It engages a number of issues may make the brilliant minds that make up your staffs want to stay in the organization. A combination of this contribution may eventually lead to higher number of employees and thus reduce tur nover. The contributions made above require that they be performed in tandem for observable achievement to be achieved. Grasping the skill of staff retention requires that management delve deeply into what causes turnover of staff in institutions. Many questions should be put on the table in order to ascertain reasons why one would want to work in one organization and not prefer to work in another organization. The managements should not rest at that but proceed to look into the subsequent period that the employee has been absorbed into an organization. By asking these questions it is easy to discern that there are a lot of issues that have been left wanting for a long time. I find it easy to look at these issues by sympathizing with the employee and trying to assume his shoes at the company. This in real meaning requires doing proper research on standard ethical models that might be brought on board to encourage retention of employees. In the recent past the employers used to retai n employees. The confidence thus gained goes down well with those in the precincts of work thus offering them purpose and presence. Boosting the moral of workers is one way of improving confidence of staff. In this regard even the general productivity of the company of the company can be noticed. Working closely and collectively in addition grants the staff presence. Al in all its just a matter of saying thank you as morality demands. There are different styles of leadership in institutions that influence how relationships in the work place take place. People in leadership roles should be in the fore front in show wing proper codes of conduct to their employees, as opposed to taking the hind seat. In turn the employees may feel very motivated within the working environments that they are working. This enabling environment will thus lead to a sense of belonging by the individuals and cohesiveness thus leading to teamwork translating into a proud team. For one to retain staff he or she has to consider several important issues of the work place. Background Draper Co. Ltd. Found in 1987 is a sweater manufacturer that employs more than 100 people in Hong Kong. Since garment companies had bloomed in recent years. The role for merchandising people become more difficult and the manpower is short in the labor market. Draper is facing the problem of high staff turnover rate. In addition, with opening of the mainland market, many foreign enterprises had set up their merchandising sections in Hong Kong and some enterprises also invite Hong Kong garment companies to cope with their expanding business. As a result, the job vacancies of staff increased tremendously. Among the merchandising industry, garment sections are highest in demand for staff. This is due to the fast growing of the sectors as well as the high employee turnover rate and the lack of talent in the labor market. With the goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. Research Problems Initially, the establishment of the project required the involvement of different parties who would provide data and statistical analysis. The study required involvement of external organizations which would require them to allow access their staff to cooperate during the course of the research. Unfortunately some of these merchants turned down request to take part a little after the project was already initialized, it was quite unfortunate. The team of researchers contacted several nationwide merchandise groups to request them to take part in the research as a subsequent measure. Within a short period of time, two particular staff articulated formal concern and primarily arranged to play a part in the project but with the approval of the Board of Governors of their respectful organizations. The team of researchers used up considerable hours meeting with a variety of the team of people representing the staff and giving important information related to the research and showing present ations that highlight the scope of the study. An agreement was made with these staff that the research panel would conduct industry job and staff retention survey within the merchandise organization, rather than concentrating on organizational loop holes as it would imply that there are indeed loop holes, in their respective organizations which might not be the truly case. However because of various unpredicted situations including the falling ill of one of the team members who acted as coordinator of the research team and these respectful staff, the staff in the end made the decision to withdraw its cooperation, leaving operation of the research between a rock a rock and a hard place. The research team then informed the Draper Co. Ltd of the current problems and suggesting a different research method design that would still be in line aims of the project and the objectives outlined before the research was initially flagged off. In this respect, a decision was made to advertise acro ss various merchandise outlets to secure individual people working as staff to act as respondents from different retail outlets, thus eliminating the process of approaching company heads or Board of Governors for endorsement to guarantee a speedy and effortless contact with respondents. The Draper Co. Ltd was highly involved in endorsing the submission for change in the approach for the research. The research carried out by the team concerned conducting 100 partially controlled telephone interviews with staff from different merchandising firms including own staff at Draper Co. Ltd . The research method design of the survey was cautiously designed and conversant with preceding works that dwelled on employee equality and diversity concerns all over the work environment (e.g. Sutherland and Davidson, 1997). The design of the interviews was such that it could be in accordance with the aims and corresponding objectives of the Draper Co. Ltd and eventually deal with a array of concerns as well as the recognition of possible occupational improvement barriers and the recognition of approaches for conquering these limitations, chances for education and training, job promotions and provision for leadership. The partially controlled interview timetable was then stored in secure modules and safe websites secured with passwords, which eventually made it easy for members of the research panel to enter information directly into the research database and online pages, and at the same time carrying out interviews with respondents all over the merchandising industry. The details of the research methodology and what will be contained in the schedule for the research is described in the subsequent sections. Research Objective This study was led by a research team commissioned by the Draper Co. Ltd. The research team was selected by the management of the company with advice by the legal advice wing experts. It was agreed that 16 members be brought aboard the team of researchers. The main goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. The aims of the project were as follows: To examine two sets of potential causes of job turnovers and eventual staff retention mechanisms: firstly, those that impede the retention of workers in the organization and secondly, those that speeds the exit of the players from the organizations. Identify strategies for overcoming these barriers. Investigate the feasibility of constructing a national database, documenting the career paths of women in the merchandise industry. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. The objectives of the project were to: Investigate two sets of potential reasons for staff leaving the company: firstly, those that accelerate the exit of workers and staff and secondly, those that impede the efforts of retaining staff in the organization. Identify strategies for overcoming these reasons. Investigate the feasibility of constructing a company database, documenting the career paths of workers in the merchandise industry. Develop a promotion system, which is more sensitive to the needs of employees Develop an image of the company, which is based entirely upon team cohesion. Provide a concept of role models, which can be utilized by young employees to resolve possible work life balance conflicts. Produce a set of solutions, which can be applied to other retail settings. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. Research Questions: Why this company has high staff turnover rate Why staff relationship will make new comer difficult to fit in team work What relationship caused high staff turnover rate How to retain staff in this company Does the management policy affect staff retention? Does the company is responsive to employees needs and wants Does companys reputation retain staff? Terminologies Merchandising Retention Welfare Turnover Respondent Outsourcing Glass ceiling Dissertation Outlines Chapter 2 Literature Review 2.1 Introduction This Section looks at the main literature in this area. The first sections focus on the structure of merchandising and the broader profile of the sector. The section then moves on to its main concern which is the job retention of staff at junior and senior levels in merchandising. Merchandising is an economic sector, which has traditionally been associated with the employment of staff. Overall, 60% of staff are low skilled employees and 40% are highly skilled in terms of there educational background. Even as these figures show that the merchandising sector clearly employs a larger number of low skilled than the skilled, it is not a ‘balanced industry (Stillsmart, 2004). The representation of low skill workers in the merchandising sector however, follows a number of important patterns. Official statistics are used to highlight the predominance of staff in part time work in the merchandising sector and the under representation of a section staff at senior levels. According to Sti llsmart, (2004), official figures are general and are unlikely to provide a clear understanding of the dynamics relating to the position in which staff is employed in merchandising sector. The following sections therefore outline theories that have been offered to account for these disparities, particularly in relation to barriers for staff attempting to progress into senior management positions. An examination of managing diversity is then offered and potential mechanisms for ensuring merchandising organizations fully utilize the talents of all employees to maximize productivity is discussed. 2.2 The structure of the merchandising sector The merchandising sector is the largest private sector employer in the Hong Kong yet it is rarely recognized as such. Stillsmart (a not for profit organization, set up and part funded by Government to identify and address the skills needs of the Hong Kong merchandising sector), suggest that this is, possibly because its workforce is not concentrated in any particular region or locality. In fact, the merchandising sector is the largest public sector employer in the Hong Kong. Furthermore, Wang XI Inc is the Hong Kongs second largest employer after the Jubilee (Stillsmart, 2004). Overall, the merchandising sector employs three million people throughout the Hong Kong, which accounts for approximately ten per cent of employment throughout the Hong Kong. However, the structure of the industry is unusual, and is described by Stillsmart, as ‘hourglass shaped. The vast majority (95%) work in firms with less than ten employees. Consequently, there is significantly less (just over two th ousand) merchandising employers with more than fifty staff, reflecting the â€Å"hourglass shape† of the industry profile. 2.3 Job Retention and improvement Strategies The welfare reform programs of the 1990s moved many families from cash assistance into the work force. The strong economy provided an abundance of entry-level, low-skill job opportunities to support this transition. For most of these families, however, finding a job is only the first step in the difficult path toward self-sufficiency. Like other working parents, adults who leave welfare (â€Å"leavers†) often encounter barriers to job retention and advancement. Between 1994 and 2002, the welfare caseload declined drastically, by more than 2.5 million cases (or 50 percent). Simultaneously, the number of single mothers either divorced or never married— in the work force increased by more than 1.2 million (or 22 percent). Government welfare programs have been instituted to help keep women employed and off welfare. Job retention and improvement strategies are becoming increasingly important to state policymakers as unemployment rates rise and slowed economic growth, corpora te lay-offs, and hiring freezes limit job opportunities for parents who are moving into the work force. Current and former welfare recipients and those who dont have a strong attachment to the work force may find it more difficult to gain employment in hard economic times, thus increasing the demand for job retention and improvement services for those who currently are employed. 2.4 Present profile of turnover of employees Employment expectations have risen slightly in (Q1) from an already high level in Q4. Of the 514 sales executives surveyed, 54% expect to increase their hiring which is slightly up from 53% the previous. As the years go by, expectations have remained solid. The 54% planning to grow headcount this year is at the same level as Q1 2004, though there are some variations between the sectors surveyed. Companies are extremely confident about how they will perform in the next six months with 95% of respondents forecasting their companys performance to be excellent or good in the first half of 2007. Respondents in Hong Kong report higher levels of staff turnover than in any other market surveyed in Asia with 37% stating that turnover in the last twelve months has exceeded 10% (Hudson, 2007). Hudson, one of the worlds leading professional recruitment, outsourcing and capacity management solution providers, today released findings of its broad quarterly Hudson Report for Asia. With a status as a key socio-economic indicator in the present market since its Asia launch in September 2000, the survey has been built on the premise that employers expectations of an increase or decrease in staffing levels represent a significant indication of their optimism in the growth of their organization and their industry as a whole. The Hudson Report represents the expectations of over 1450 key employment decision makers from multinational organizations of all sizes in all major industry sectors, with 400 of these executives based in Hong Kong. 2.4 The general profile of employees in the merchandising sector Traditionally the merchandising sector is associated with the employment of low level and unskilled workers, the vast majority of whom work in the lower ranks of the organizational hierarchy. The profile of employees in merchandising also follows a number of other patterns. The merchandising sector for example employs a large proportion of young people. According to recent estimates 29% of those employed in the sector are between the ages of 16 to 24. This is compared to the overall economy figure of 14%. It has been suggested that this figure may be due to the popularity of merchandising as a part-time occupation for young people and students (Stillsmart, 2004). Merchandising is also a popular choice for older workers (persons over 55). In terms of ethnic minority employment, the merchandising sector employs a similar fraction to those figures available nationally (Stillsmart, 2004). Recent research has shown however, that certain recruitment practices may prevent ethnic minorities from gaining employment in merchandising organizations. For example a study for Birmingham and Manchester cities in Britain for example, found that employers might specify jobs as a matter of course that require the staff to work on Saturdays without realizing that a large pool of potential workers would be unable to work on this day as it is their Sabbath (Vector research, 2003). 2.4 The trends common in the merchandising sector Merchandising is an economic sector, which has customarily been associated with the employment of diverse people of different background. Overall, 55% of merchandising employees are women and 45% are men (Stillsmart, 2004). This gender factor in the merchandising sector remains fairly consistent throughout other nations and regions of the Hong Kong and this profile has been fairly consistent over the last 10 years. Skill level has also played a bigger part in influencing how long an employee is wiling to stay in a given organization. Better salaries in other organizations may lead to employees moving from their respective place of work in pursuit for better opportunities (Hudson, 2004). Level of qualification gives workers a broader scale of work opportunities that they willingly take into considerations. Stillsmart (2004) suggest that Hong Kongs larger ethnic population is likely to be the source of this greater proportion of the workers in the capital run by ethnic minorities may p roprietorship driven by highly skilled male people. It is important to note however, that the representation of retention in the merchandising sector follows a number of important patterns discussed in the subsequent sections. Firstly the prevalence of staff turnover in the merchandising sector will be discussed. Secondly, evidence will be presented to show the under representation of employee needs at senior levels within the merchandising sector. 2.4.1 The prevalence of staff turnover in the merchandising sector Statistics from Stillsmart (2004) indicate that merchandising sector employment occupy three quarters of all employment in the Hong Kong economic sector, which accounts for 40% of all employment. This is a significant figure when, compared to the economy overall, where only 25% of people are employed permanently. The other majority of those working are part time workers employed in sales and customer service occupations. Figure 2.1 outlines the proportion of full and part time employment in the merchandising sector by gender. Source: Survey by National Employment Institute 2.4.1.1 Job retention in the labor force as a whole The prevalence of staff turnover when compared with other sectors of the economy is particularly evident in the merchandising sector. This trend is also reflected in employment across the Hong Kong, particularly in the service industries. The numbers of staff entering the labor market has dramatically increased over the past thirty years and this rise in numbers has mainly been in by young people with low skill (Burke and Nelson 2002; Davidson and Burke, 2002). Because of this influx of young energetic minds quickly induces training for the staff. After gaining much needed experience then leave the industry for more lucrative jobs in other sectors. Youthful persons in the Hong Kong are far more likely than middle and old aged persons to work as part-timers (EAC, 2004). According to the National Office of Statistics, in 2005, 42% of young employees in the Hong Kong worked in the sector compared to just 9% of old people. Interestingly, the number keeps on increasing in the industry whe reas companies are reporting a high staff turnover hence posing a big threat to company survival in the highly competitive industry (EAC, 2004). Source: Survey by National Employment Institute 2.4.3 Explanations for the prevalence of staff turnover among staff in the merchandising sector Traditionally, the predominance of staff turnover is largely attributed to the level of education and other academic qualifications (e.g. those with degrees go for more lucrative jobs in other lucrative industries vacating there positions) traditionally occupied by them which limits the productivity of the company (Thompson, 2004; Stillsmart, 2004). When addressing the merchandising sector specifically, Lynch (2003) comments that it is the very nature of the merchandising industry that contributes to the high proportion of turnovers. In the merchandising industry, recruitment is largely secured from the local labor market, staff requirements vary due to seasonal demands and employees are often required to work unfriendly hours as outlets open longer. These are all factors that lead to the reduction of morale and interest in the jobs within any organizational sector, and specifically the merchandising sector. In addition, Lynch (2003) further suggests that due to these delimiting fact ors in the industry and the continuous fluctuation of workforce in particular, potential merchandising companies are provided with an available pool of labor that accepts inferior terms and conditions of employment, as staff attempt to resolve their need to educate and retain their staff. 2.4.3.1 The under representation of staff interests in the merchandising sector by executives and senior officials Official statistics show that there is a higher proportion of college educated in managerial and senior occupations in the merchandising sector than in comparison to the economy a whole. It is important to note, however, that if the representation of staff; male and female, skilled and unskilled were equal throughout the sector. Furthermore, low skilled staff tends to predominate in certain types of management positions including personnel, which are roles traditionally associated with low skilled. 2.5 Recruitment and Retention of Paid Staff It can be surely asserted that, paid staff is a vital part of the retail and merchandising sector. Lynch (2003) further suggests that almost half (40%) of Canadas estimated 161,000 nonprofit and voluntary organizations has least one paid staff member. The sector as a whole employs just over 25% of the total economy. Twenty percent of paid staff in merchandising organizations is in permanent positions and 56% work full-time. The survey asked all organizations involved about the challenges they face recruiting the type of paid staff they need. Twenty-eight percent of organizations said that this is a problem for them; 8% said that the problem is serious. Organizations with paid staff were also asked if they have problems retaining staff. Nineteen percent said that they do, with 8% saying that the problem is serious. As a group, problems relating to paid staff were reported less frequently than other types of capacity challenges. Nevertheless, challenges relating to paid staff are signi ficant for some organizations. 2.5.1 Size of Paid Staff Complement In general, the more paid staff an organization has, the more likely it is to report problems with staff recruitment and retention. Forty-one percent of organizations with 13% of paid staff members reported problems recruiting paid staff. This rises to 30% among organizations with 20 to 50 staff members, 63% among those with 100 to 500 staff members, and 73% among those with 1000 or more staff members. The relationship between the number of staff an organization has and staff retention problems is less pronounced. Seventeen percent of organizations with one to four staff members said this is a problem for them. This increases to 26% among organizations with 100 or more staff members (Stillsmart, 2004). Source: Survey by National Employment Institute 2.5.2 Reliance on Paid Staff Lynch (2003) suggests the greater the percentage of an organizations workforce that is comprised of paid staff (As opposed to volunteers), the more dependent on paid staff the organization can be said to be. The more reliant an organization is on paid staff, the more likely it is to report difficulties employing and retaining staff. Lynch (2003) further suggests that this relationship is particularly strong for staff recruitment. For example, among organizations in which staff makes up one-third or less of the workforce, 15% said that staff recruitment is a problem for them and 19% said that staff retention is a problem. Nevertheless, among organizations in which staff comprises two thirds or more of the workforce, 54% said that staff recruitment is a problem and 20% said that staff retention is a problem (Stillsmart, 2004).. Source: Survey by National Employment Institute 2.6 The Glass ceiling theory The under representation of minority group in management positions in the merchandising and other occupational sectors has led theorists to assert that a ‘glass ceiling exists. The minority in this case includes: physically handicapped, less educated and women. The term ‘glass ceiling is used to reflect the ability of and minorities to view the world above them but the metaphorical ceiling prevents the minorities from accessing the better opportunities they can view. This glass ceiling effect occurs when minorities with equivalent credentials as the other employees, i.e. those who traditionally occupy positions of power within organizations, are prevented from accessing top jobs simply because they have particularly weaknesses (Davidson, 1997; Powell, 1999; Konrad, Prasad and Pringle, 2004). Nevertheless, the proportion of minorities in management has increased over the past three decades in almost all countries and legislation in some countries (e.g. Affirmative Action L egislation in the U.S. and Canada) has contributed to this trend (Powell and Graves, 2003). Despite this encouraging increase, recent research by Catalyst (2005) has shown that the glass ceiling is firmly in place. In the U.K., seventy-eight Financial Times Share Index (FTSE 100) companies in 2004 had physically challenged directors, up 13% from the previous year. However, only eleven FTSE 100 companies had female executive directors, which was below the 2002 figure and twenty-two of the FTSE 100 boards in 2005 were all-male (Singh and Vinicrombe, 2005). These statistics largely reflect the experiences of white staff. It is important to highlight that black and ethnic minority staffs across the globe often face significant hurdles. Although there is a general lack of data on ethnicity and employment or physical handicap and employment, ethnic minority employees are under- represented at senior and professional levels in the labor market (Commission for Racial Equality, 2004). In Hon g Kong in 2004 for example, 17% of ethnic minority men were managers or senior officials compared to 10% of ethnic minority staff. The highest percentages of staff and men in these positions were Indian and Chinese (Commission for Racial Equality, 2004). Research has highlighted that a glass ceiling exists even in occupations where staff predominate. Approximately 90% of nurses, for example, are female but male nurses often experience greater career success than female nurses (Nursing and Midwifery Council, 2005). The number of women studying merchandise in England now outnumbers men (Davidson and Burke, 2004) but partners of top merchandise firms continue to be predominantly men. An examination of data from the top 10 ten merchandise firms in the Hong Kong in 2005 revealed that on average, 15% of female partners in the top 10 merchandise firms are women (The Merchandise Society, 2005). Recent research has highlighted that whilst women and physically challenged are now achieving mor e senior roles, they are more likely than men to find themselves on a ‘glass cliff (Haslam, 2005). According to Haslam (2005), this is because staff are more likely to secure positions of leadership when organizations are not performing at their optimum level. This means that their appointments are made under more risky circumstances which make them more uncertain. This suggests that not only do staff experience hurdles to achieving senior roles; they are placed under greater scrutiny and face increased pressures when they do reach leadership positions. The disadvantaged experience of the glass ceiling is an important area of study and has implications for the future development of talent in organizations of all sectors including merchandising. Research has shown for example that frustrated by the glass ceiling, many workers quit and start their own businesses (Powell, 1999; Davidson and Fielden, 2003). This can have a detrimental affect within organizations as competent and e xperienced staffs remove themselves from the selection pool. 2.5.1 Pay Differences However, research shows that staff leaders and staff at all levels of the workforce are generally paid less than men with equivalent skills, training and experience, for performing the same roles. In 2005, the percentage difference between the average hourly earnings of staff working full-time in Great Britain for example was 17.1 % (Equal Opportunities Commission, 2004). In the US, staffs earn approximately 77 cents for every dollar earned by men (Retailers Bureau data, 2000, in Nelson and Michie, 2004). The Equal Opportunities Commission in the U.K. (2005) highlights three main reasons for this pay difference. Firstly, there is discrimination in pay systems. Staff are paid less than men for performing the same roles. Secondly, ‘occupational segregation exists. Many employees is concentrated in low paid jobs. Thirdly, staffs assume caring responsibilities for children and other relatives/dependents, which affects their progression at work due to the lack of flexible working. 2.6 Perspectives on barriers to staff in management Authors have identified an array of complex factors that contribute to the existence and pervasive nature of the ‘glass ceiling. Three main perspectives have been offered to explain the adversity facing staff aspiring to senior levels within organizations. These are commonly referred to as the ‘person centered or ‘gender-centered approach (Powell, 1999), the organizational structure perspective (Fagenson, 1993; Kanter, 1977) and the social systems perspective. It is widely acknowledged that the glass ceiling is a result of a culmination of these three main perspectives (Omar and Da Factors Causing High Employee Turnover Rates Factors Causing High Employee Turnover Rates Staff Retention Human Resources Management Chapter 1 Introduction Employee turnover in the industry has become the custom today in the manufacturing, service and merchandising industry. Employees are moving from one form of employment to another because of several factors that the employers have not yet grasped. In this regard many industry players are busy defining ways to protect turnover of its employees. The most affected part of this is the merchandising industry. In the bid to prove influence in the fastest upcoming sector executives in the merchandising industry are fighting hard the high trend of their staff consistently changing jobs (Rueben 22). Today generating an atmosphere favorable and valued by all employees in the ever changing employee market may not be as pain-streaking as it may appear to the larger population. It engages a number of issues may make the brilliant minds that make up your staffs want to stay in the organization. A combination of this contribution may eventually lead to higher number of employees and thus reduce tur nover. The contributions made above require that they be performed in tandem for observable achievement to be achieved. Grasping the skill of staff retention requires that management delve deeply into what causes turnover of staff in institutions. Many questions should be put on the table in order to ascertain reasons why one would want to work in one organization and not prefer to work in another organization. The managements should not rest at that but proceed to look into the subsequent period that the employee has been absorbed into an organization. By asking these questions it is easy to discern that there are a lot of issues that have been left wanting for a long time. I find it easy to look at these issues by sympathizing with the employee and trying to assume his shoes at the company. This in real meaning requires doing proper research on standard ethical models that might be brought on board to encourage retention of employees. In the recent past the employers used to retai n employees. The confidence thus gained goes down well with those in the precincts of work thus offering them purpose and presence. Boosting the moral of workers is one way of improving confidence of staff. In this regard even the general productivity of the company of the company can be noticed. Working closely and collectively in addition grants the staff presence. Al in all its just a matter of saying thank you as morality demands. There are different styles of leadership in institutions that influence how relationships in the work place take place. People in leadership roles should be in the fore front in show wing proper codes of conduct to their employees, as opposed to taking the hind seat. In turn the employees may feel very motivated within the working environments that they are working. This enabling environment will thus lead to a sense of belonging by the individuals and cohesiveness thus leading to teamwork translating into a proud team. For one to retain staff he or she has to consider several important issues of the work place. Background Draper Co. Ltd. Found in 1987 is a sweater manufacturer that employs more than 100 people in Hong Kong. Since garment companies had bloomed in recent years. The role for merchandising people become more difficult and the manpower is short in the labor market. Draper is facing the problem of high staff turnover rate. In addition, with opening of the mainland market, many foreign enterprises had set up their merchandising sections in Hong Kong and some enterprises also invite Hong Kong garment companies to cope with their expanding business. As a result, the job vacancies of staff increased tremendously. Among the merchandising industry, garment sections are highest in demand for staff. This is due to the fast growing of the sectors as well as the high employee turnover rate and the lack of talent in the labor market. With the goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. Research Problems Initially, the establishment of the project required the involvement of different parties who would provide data and statistical analysis. The study required involvement of external organizations which would require them to allow access their staff to cooperate during the course of the research. Unfortunately some of these merchants turned down request to take part a little after the project was already initialized, it was quite unfortunate. The team of researchers contacted several nationwide merchandise groups to request them to take part in the research as a subsequent measure. Within a short period of time, two particular staff articulated formal concern and primarily arranged to play a part in the project but with the approval of the Board of Governors of their respectful organizations. The team of researchers used up considerable hours meeting with a variety of the team of people representing the staff and giving important information related to the research and showing present ations that highlight the scope of the study. An agreement was made with these staff that the research panel would conduct industry job and staff retention survey within the merchandise organization, rather than concentrating on organizational loop holes as it would imply that there are indeed loop holes, in their respective organizations which might not be the truly case. However because of various unpredicted situations including the falling ill of one of the team members who acted as coordinator of the research team and these respectful staff, the staff in the end made the decision to withdraw its cooperation, leaving operation of the research between a rock a rock and a hard place. The research team then informed the Draper Co. Ltd of the current problems and suggesting a different research method design that would still be in line aims of the project and the objectives outlined before the research was initially flagged off. In this respect, a decision was made to advertise acro ss various merchandise outlets to secure individual people working as staff to act as respondents from different retail outlets, thus eliminating the process of approaching company heads or Board of Governors for endorsement to guarantee a speedy and effortless contact with respondents. The Draper Co. Ltd was highly involved in endorsing the submission for change in the approach for the research. The research carried out by the team concerned conducting 100 partially controlled telephone interviews with staff from different merchandising firms including own staff at Draper Co. Ltd . The research method design of the survey was cautiously designed and conversant with preceding works that dwelled on employee equality and diversity concerns all over the work environment (e.g. Sutherland and Davidson, 1997). The design of the interviews was such that it could be in accordance with the aims and corresponding objectives of the Draper Co. Ltd and eventually deal with a array of concerns as well as the recognition of possible occupational improvement barriers and the recognition of approaches for conquering these limitations, chances for education and training, job promotions and provision for leadership. The partially controlled interview timetable was then stored in secure modules and safe websites secured with passwords, which eventually made it easy for members of the research panel to enter information directly into the research database and online pages, and at the same time carrying out interviews with respondents all over the merchandising industry. The details of the research methodology and what will be contained in the schedule for the research is described in the subsequent sections. Research Objective This study was led by a research team commissioned by the Draper Co. Ltd. The research team was selected by the management of the company with advice by the legal advice wing experts. It was agreed that 16 members be brought aboard the team of researchers. The main goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. The aims of the project were as follows: To examine two sets of potential causes of job turnovers and eventual staff retention mechanisms: firstly, those that impede the retention of workers in the organization and secondly, those that speeds the exit of the players from the organizations. Identify strategies for overcoming these barriers. Investigate the feasibility of constructing a national database, documenting the career paths of women in the merchandise industry. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. The objectives of the project were to: Investigate two sets of potential reasons for staff leaving the company: firstly, those that accelerate the exit of workers and staff and secondly, those that impede the efforts of retaining staff in the organization. Identify strategies for overcoming these reasons. Investigate the feasibility of constructing a company database, documenting the career paths of workers in the merchandise industry. Develop a promotion system, which is more sensitive to the needs of employees Develop an image of the company, which is based entirely upon team cohesion. Provide a concept of role models, which can be utilized by young employees to resolve possible work life balance conflicts. Produce a set of solutions, which can be applied to other retail settings. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. Research Questions: Why this company has high staff turnover rate Why staff relationship will make new comer difficult to fit in team work What relationship caused high staff turnover rate How to retain staff in this company Does the management policy affect staff retention? Does the company is responsive to employees needs and wants Does companys reputation retain staff? Terminologies Merchandising Retention Welfare Turnover Respondent Outsourcing Glass ceiling Dissertation Outlines Chapter 2 Literature Review 2.1 Introduction This Section looks at the main literature in this area. The first sections focus on the structure of merchandising and the broader profile of the sector. The section then moves on to its main concern which is the job retention of staff at junior and senior levels in merchandising. Merchandising is an economic sector, which has traditionally been associated with the employment of staff. Overall, 60% of staff are low skilled employees and 40% are highly skilled in terms of there educational background. Even as these figures show that the merchandising sector clearly employs a larger number of low skilled than the skilled, it is not a ‘balanced industry (Stillsmart, 2004). The representation of low skill workers in the merchandising sector however, follows a number of important patterns. Official statistics are used to highlight the predominance of staff in part time work in the merchandising sector and the under representation of a section staff at senior levels. According to Sti llsmart, (2004), official figures are general and are unlikely to provide a clear understanding of the dynamics relating to the position in which staff is employed in merchandising sector. The following sections therefore outline theories that have been offered to account for these disparities, particularly in relation to barriers for staff attempting to progress into senior management positions. An examination of managing diversity is then offered and potential mechanisms for ensuring merchandising organizations fully utilize the talents of all employees to maximize productivity is discussed. 2.2 The structure of the merchandising sector The merchandising sector is the largest private sector employer in the Hong Kong yet it is rarely recognized as such. Stillsmart (a not for profit organization, set up and part funded by Government to identify and address the skills needs of the Hong Kong merchandising sector), suggest that this is, possibly because its workforce is not concentrated in any particular region or locality. In fact, the merchandising sector is the largest public sector employer in the Hong Kong. Furthermore, Wang XI Inc is the Hong Kongs second largest employer after the Jubilee (Stillsmart, 2004). Overall, the merchandising sector employs three million people throughout the Hong Kong, which accounts for approximately ten per cent of employment throughout the Hong Kong. However, the structure of the industry is unusual, and is described by Stillsmart, as ‘hourglass shaped. The vast majority (95%) work in firms with less than ten employees. Consequently, there is significantly less (just over two th ousand) merchandising employers with more than fifty staff, reflecting the â€Å"hourglass shape† of the industry profile. 2.3 Job Retention and improvement Strategies The welfare reform programs of the 1990s moved many families from cash assistance into the work force. The strong economy provided an abundance of entry-level, low-skill job opportunities to support this transition. For most of these families, however, finding a job is only the first step in the difficult path toward self-sufficiency. Like other working parents, adults who leave welfare (â€Å"leavers†) often encounter barriers to job retention and advancement. Between 1994 and 2002, the welfare caseload declined drastically, by more than 2.5 million cases (or 50 percent). Simultaneously, the number of single mothers either divorced or never married— in the work force increased by more than 1.2 million (or 22 percent). Government welfare programs have been instituted to help keep women employed and off welfare. Job retention and improvement strategies are becoming increasingly important to state policymakers as unemployment rates rise and slowed economic growth, corpora te lay-offs, and hiring freezes limit job opportunities for parents who are moving into the work force. Current and former welfare recipients and those who dont have a strong attachment to the work force may find it more difficult to gain employment in hard economic times, thus increasing the demand for job retention and improvement services for those who currently are employed. 2.4 Present profile of turnover of employees Employment expectations have risen slightly in (Q1) from an already high level in Q4. Of the 514 sales executives surveyed, 54% expect to increase their hiring which is slightly up from 53% the previous. As the years go by, expectations have remained solid. The 54% planning to grow headcount this year is at the same level as Q1 2004, though there are some variations between the sectors surveyed. Companies are extremely confident about how they will perform in the next six months with 95% of respondents forecasting their companys performance to be excellent or good in the first half of 2007. Respondents in Hong Kong report higher levels of staff turnover than in any other market surveyed in Asia with 37% stating that turnover in the last twelve months has exceeded 10% (Hudson, 2007). Hudson, one of the worlds leading professional recruitment, outsourcing and capacity management solution providers, today released findings of its broad quarterly Hudson Report for Asia. With a status as a key socio-economic indicator in the present market since its Asia launch in September 2000, the survey has been built on the premise that employers expectations of an increase or decrease in staffing levels represent a significant indication of their optimism in the growth of their organization and their industry as a whole. The Hudson Report represents the expectations of over 1450 key employment decision makers from multinational organizations of all sizes in all major industry sectors, with 400 of these executives based in Hong Kong. 2.4 The general profile of employees in the merchandising sector Traditionally the merchandising sector is associated with the employment of low level and unskilled workers, the vast majority of whom work in the lower ranks of the organizational hierarchy. The profile of employees in merchandising also follows a number of other patterns. The merchandising sector for example employs a large proportion of young people. According to recent estimates 29% of those employed in the sector are between the ages of 16 to 24. This is compared to the overall economy figure of 14%. It has been suggested that this figure may be due to the popularity of merchandising as a part-time occupation for young people and students (Stillsmart, 2004). Merchandising is also a popular choice for older workers (persons over 55). In terms of ethnic minority employment, the merchandising sector employs a similar fraction to those figures available nationally (Stillsmart, 2004). Recent research has shown however, that certain recruitment practices may prevent ethnic minorities from gaining employment in merchandising organizations. For example a study for Birmingham and Manchester cities in Britain for example, found that employers might specify jobs as a matter of course that require the staff to work on Saturdays without realizing that a large pool of potential workers would be unable to work on this day as it is their Sabbath (Vector research, 2003). 2.4 The trends common in the merchandising sector Merchandising is an economic sector, which has customarily been associated with the employment of diverse people of different background. Overall, 55% of merchandising employees are women and 45% are men (Stillsmart, 2004). This gender factor in the merchandising sector remains fairly consistent throughout other nations and regions of the Hong Kong and this profile has been fairly consistent over the last 10 years. Skill level has also played a bigger part in influencing how long an employee is wiling to stay in a given organization. Better salaries in other organizations may lead to employees moving from their respective place of work in pursuit for better opportunities (Hudson, 2004). Level of qualification gives workers a broader scale of work opportunities that they willingly take into considerations. Stillsmart (2004) suggest that Hong Kongs larger ethnic population is likely to be the source of this greater proportion of the workers in the capital run by ethnic minorities may p roprietorship driven by highly skilled male people. It is important to note however, that the representation of retention in the merchandising sector follows a number of important patterns discussed in the subsequent sections. Firstly the prevalence of staff turnover in the merchandising sector will be discussed. Secondly, evidence will be presented to show the under representation of employee needs at senior levels within the merchandising sector. 2.4.1 The prevalence of staff turnover in the merchandising sector Statistics from Stillsmart (2004) indicate that merchandising sector employment occupy three quarters of all employment in the Hong Kong economic sector, which accounts for 40% of all employment. This is a significant figure when, compared to the economy overall, where only 25% of people are employed permanently. The other majority of those working are part time workers employed in sales and customer service occupations. Figure 2.1 outlines the proportion of full and part time employment in the merchandising sector by gender. Source: Survey by National Employment Institute 2.4.1.1 Job retention in the labor force as a whole The prevalence of staff turnover when compared with other sectors of the economy is particularly evident in the merchandising sector. This trend is also reflected in employment across the Hong Kong, particularly in the service industries. The numbers of staff entering the labor market has dramatically increased over the past thirty years and this rise in numbers has mainly been in by young people with low skill (Burke and Nelson 2002; Davidson and Burke, 2002). Because of this influx of young energetic minds quickly induces training for the staff. After gaining much needed experience then leave the industry for more lucrative jobs in other sectors. Youthful persons in the Hong Kong are far more likely than middle and old aged persons to work as part-timers (EAC, 2004). According to the National Office of Statistics, in 2005, 42% of young employees in the Hong Kong worked in the sector compared to just 9% of old people. Interestingly, the number keeps on increasing in the industry whe reas companies are reporting a high staff turnover hence posing a big threat to company survival in the highly competitive industry (EAC, 2004). Source: Survey by National Employment Institute 2.4.3 Explanations for the prevalence of staff turnover among staff in the merchandising sector Traditionally, the predominance of staff turnover is largely attributed to the level of education and other academic qualifications (e.g. those with degrees go for more lucrative jobs in other lucrative industries vacating there positions) traditionally occupied by them which limits the productivity of the company (Thompson, 2004; Stillsmart, 2004). When addressing the merchandising sector specifically, Lynch (2003) comments that it is the very nature of the merchandising industry that contributes to the high proportion of turnovers. In the merchandising industry, recruitment is largely secured from the local labor market, staff requirements vary due to seasonal demands and employees are often required to work unfriendly hours as outlets open longer. These are all factors that lead to the reduction of morale and interest in the jobs within any organizational sector, and specifically the merchandising sector. In addition, Lynch (2003) further suggests that due to these delimiting fact ors in the industry and the continuous fluctuation of workforce in particular, potential merchandising companies are provided with an available pool of labor that accepts inferior terms and conditions of employment, as staff attempt to resolve their need to educate and retain their staff. 2.4.3.1 The under representation of staff interests in the merchandising sector by executives and senior officials Official statistics show that there is a higher proportion of college educated in managerial and senior occupations in the merchandising sector than in comparison to the economy a whole. It is important to note, however, that if the representation of staff; male and female, skilled and unskilled were equal throughout the sector. Furthermore, low skilled staff tends to predominate in certain types of management positions including personnel, which are roles traditionally associated with low skilled. 2.5 Recruitment and Retention of Paid Staff It can be surely asserted that, paid staff is a vital part of the retail and merchandising sector. Lynch (2003) further suggests that almost half (40%) of Canadas estimated 161,000 nonprofit and voluntary organizations has least one paid staff member. The sector as a whole employs just over 25% of the total economy. Twenty percent of paid staff in merchandising organizations is in permanent positions and 56% work full-time. The survey asked all organizations involved about the challenges they face recruiting the type of paid staff they need. Twenty-eight percent of organizations said that this is a problem for them; 8% said that the problem is serious. Organizations with paid staff were also asked if they have problems retaining staff. Nineteen percent said that they do, with 8% saying that the problem is serious. As a group, problems relating to paid staff were reported less frequently than other types of capacity challenges. Nevertheless, challenges relating to paid staff are signi ficant for some organizations. 2.5.1 Size of Paid Staff Complement In general, the more paid staff an organization has, the more likely it is to report problems with staff recruitment and retention. Forty-one percent of organizations with 13% of paid staff members reported problems recruiting paid staff. This rises to 30% among organizations with 20 to 50 staff members, 63% among those with 100 to 500 staff members, and 73% among those with 1000 or more staff members. The relationship between the number of staff an organization has and staff retention problems is less pronounced. Seventeen percent of organizations with one to four staff members said this is a problem for them. This increases to 26% among organizations with 100 or more staff members (Stillsmart, 2004). Source: Survey by National Employment Institute 2.5.2 Reliance on Paid Staff Lynch (2003) suggests the greater the percentage of an organizations workforce that is comprised of paid staff (As opposed to volunteers), the more dependent on paid staff the organization can be said to be. The more reliant an organization is on paid staff, the more likely it is to report difficulties employing and retaining staff. Lynch (2003) further suggests that this relationship is particularly strong for staff recruitment. For example, among organizations in which staff makes up one-third or less of the workforce, 15% said that staff recruitment is a problem for them and 19% said that staff retention is a problem. Nevertheless, among organizations in which staff comprises two thirds or more of the workforce, 54% said that staff recruitment is a problem and 20% said that staff retention is a problem (Stillsmart, 2004).. Source: Survey by National Employment Institute 2.6 The Glass ceiling theory The under representation of minority group in management positions in the merchandising and other occupational sectors has led theorists to assert that a ‘glass ceiling exists. The minority in this case includes: physically handicapped, less educated and women. The term ‘glass ceiling is used to reflect the ability of and minorities to view the world above them but the metaphorical ceiling prevents the minorities from accessing the better opportunities they can view. This glass ceiling effect occurs when minorities with equivalent credentials as the other employees, i.e. those who traditionally occupy positions of power within organizations, are prevented from accessing top jobs simply because they have particularly weaknesses (Davidson, 1997; Powell, 1999; Konrad, Prasad and Pringle, 2004). Nevertheless, the proportion of minorities in management has increased over the past three decades in almost all countries and legislation in some countries (e.g. Affirmative Action L egislation in the U.S. and Canada) has contributed to this trend (Powell and Graves, 2003). Despite this encouraging increase, recent research by Catalyst (2005) has shown that the glass ceiling is firmly in place. In the U.K., seventy-eight Financial Times Share Index (FTSE 100) companies in 2004 had physically challenged directors, up 13% from the previous year. However, only eleven FTSE 100 companies had female executive directors, which was below the 2002 figure and twenty-two of the FTSE 100 boards in 2005 were all-male (Singh and Vinicrombe, 2005). These statistics largely reflect the experiences of white staff. It is important to highlight that black and ethnic minority staffs across the globe often face significant hurdles. Although there is a general lack of data on ethnicity and employment or physical handicap and employment, ethnic minority employees are under- represented at senior and professional levels in the labor market (Commission for Racial Equality, 2004). In Hon g Kong in 2004 for example, 17% of ethnic minority men were managers or senior officials compared to 10% of ethnic minority staff. The highest percentages of staff and men in these positions were Indian and Chinese (Commission for Racial Equality, 2004). Research has highlighted that a glass ceiling exists even in occupations where staff predominate. Approximately 90% of nurses, for example, are female but male nurses often experience greater career success than female nurses (Nursing and Midwifery Council, 2005). The number of women studying merchandise in England now outnumbers men (Davidson and Burke, 2004) but partners of top merchandise firms continue to be predominantly men. An examination of data from the top 10 ten merchandise firms in the Hong Kong in 2005 revealed that on average, 15% of female partners in the top 10 merchandise firms are women (The Merchandise Society, 2005). Recent research has highlighted that whilst women and physically challenged are now achieving mor e senior roles, they are more likely than men to find themselves on a ‘glass cliff (Haslam, 2005). According to Haslam (2005), this is because staff are more likely to secure positions of leadership when organizations are not performing at their optimum level. This means that their appointments are made under more risky circumstances which make them more uncertain. This suggests that not only do staff experience hurdles to achieving senior roles; they are placed under greater scrutiny and face increased pressures when they do reach leadership positions. The disadvantaged experience of the glass ceiling is an important area of study and has implications for the future development of talent in organizations of all sectors including merchandising. Research has shown for example that frustrated by the glass ceiling, many workers quit and start their own businesses (Powell, 1999; Davidson and Fielden, 2003). This can have a detrimental affect within organizations as competent and e xperienced staffs remove themselves from the selection pool. 2.5.1 Pay Differences However, research shows that staff leaders and staff at all levels of the workforce are generally paid less than men with equivalent skills, training and experience, for performing the same roles. In 2005, the percentage difference between the average hourly earnings of staff working full-time in Great Britain for example was 17.1 % (Equal Opportunities Commission, 2004). In the US, staffs earn approximately 77 cents for every dollar earned by men (Retailers Bureau data, 2000, in Nelson and Michie, 2004). The Equal Opportunities Commission in the U.K. (2005) highlights three main reasons for this pay difference. Firstly, there is discrimination in pay systems. Staff are paid less than men for performing the same roles. Secondly, ‘occupational segregation exists. Many employees is concentrated in low paid jobs. Thirdly, staffs assume caring responsibilities for children and other relatives/dependents, which affects their progression at work due to the lack of flexible working. 2.6 Perspectives on barriers to staff in management Authors have identified an array of complex factors that contribute to the existence and pervasive nature of the ‘glass ceiling. Three main perspectives have been offered to explain the adversity facing staff aspiring to senior levels within organizations. These are commonly referred to as the ‘person centered or ‘gender-centered approach (Powell, 1999), the organizational structure perspective (Fagenson, 1993; Kanter, 1977) and the social systems perspective. It is widely acknowledged that the glass ceiling is a result of a culmination of these three main perspectives (Omar and Da

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"Your father will be undergoing a triple bypass surgery. There a few minutes left before the procedure takes place and he is sent to the operating room." I could hear the doctor’s footsteps walking away rapidly. Was this real? I pinched myself to make sure of it. How could I be around the people I loved most yet feel so broken and alone? At that moment the strong scent of my father’s favorite Oscar De La Renta cologne was the only thing I could smell while holding his hand. Laying so lifeless, weak and in pain, my father looked at me while tears trickled down onto his soft cheeks. All night, the aroma followed me as a shadow everywhere I went. Starting to take in the smell, I slowly began enjoying it and the comfort it brought me. As I waited anxiously, I was preparing myself for the worse. Hours passed and nothing, just a silent hospital and a closed door with no sign of anyone. Yet, the only thing there in the air surrounding me was the scent of the cologne and it wou ld be for the next few hours, days and weeks of the emotional journey ahead of me. Being a first generation Amer...