The Farmers Market At The Larger Food Systems Society Essay

The purpose of this report is to explore the Farmers market at Farm to Fork in comparison to the larger food systems society contains. Food is an important aspect in our everyday lives, however, individuals often do not take into consideration the different social relations to food. The Farm to Fork was an interactive public event promoting non- GMO and organic food in order to achieve sustainability within Ontario. In order to describe the importance of this farmers market, Smithers et al (2008), provide a definition of what a farmers market contains in order to compare these elements to the industrial food system. I believe the definition that they provide is an accurate representation of what Farm to Fork wished to achieve. Smithers et al (2008), describe a farmers market as â€Å" a complex an ambiguous space where notions of local, quality, authenticity and legitimacy find expression and transactions around food† (p. 337). This paper seeks to not only understand alterna tive food markets but to also touch upon the activism promoted by various speakers and vendors. An analysis will also be provided on specific characteristics seen at this farmers market in comparison to course articles focusing on farmers market from other experiences. Lastly, exploring the farmers market will allow for a critical engagement on a comparison and contrast to the course concepts as well as raise questions on consumer knowledge and understanding. One of the objectives that this field tripShow MoreRelatedGeography Of Food : Midterm Exam1630 Words   |  7 PagesGEOGRAPHY OF FOOD MIDTERM EXAM Terms to Define (answer 5) Consolidation: any industry consolidates when one of the steps in the commodity chain becomes controlled by a finite number of producers. In the beef industry consolidation would be at the slaughterhouse and meat packing level. One company would consolidate the steps of production into one facility. 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Coach Carter Is The Best Version Of You - 851 Words

When a person is an athlete they have many highs and lows. The movie Coach Carter is a description of how to get through those highs and lows. Basketball is a sport that requires ninety percent thinking and ten percent of ability. The fact that an event that has happened in my life can be captured into a film and shown on a screen is amazing to me. The movie Coach Carter is very familiar to me; it’s a film that taps into the emotion of the player, it also shows a player how to become motivated, and it teaches the lesson of how to become the best version of you. The movie Coach Carter is one of the best performances of how to get a basketball team to abide by rules and create discipline. The movie is centered on a new coach who once was a player for the team back when he was in high school. The coach name is Coach Carter, and this is where the brilliant title for this movie came from. The team has been on a losing streak for the past couple of years and Mr. Carter has come to change this. The process of making this team successful is a hard task. During the process of creating the final teams there are players who come and go. The question that flourishes around this movie asked by the coach with no answer by the players is â€Å"What is your deepest fear?† Coach Carter made the team into winners, and then of course the player’s grades drop in their classes. The one thing that Mr. Carter focused on was education because he felt as if without it, the boys on his basketballShow MoreRelatedGatorade- Marketing Strategies5521 Words   |  23 Pages1967. Part of his marketing campaign for the new sports drink, was a product placement marketing strategy which branded Gatorade as the official sports drink of the NFL. 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Professional HR/marketing essay on Competitive Intelligence Free Essays

Introduction This paper is set in order to demonstrate the research proposal on the subject of the role of line managers in reward in the context of human resource management. The main covered areas will include the presentation of research objectives and rationale, brief critical investigation of the recent studies and research methodology. The ethical issues are going to be demonstrated at the end of the research proposal. We will write a custom essay sample on Professional HR/marketing essay on Competitive Intelligence or any similar topic only for you Order Now Research Objectives and Rationale Recent research demonstrates that the role of line managers in the implementation of reward programs is neglected in most of the cases. This, in turn, negatively affects the general process of reward program integration. For instance, a survey, which has been done on 1300 organizations in 80 countries, has demonstrated that only 30 % of these organizations have reported a successful implementation of reward program (Stark and McMullen, 2008). It has been further presented in the research that HR executives tend to design the reward programs whereas the line managers tend to integrate those. The research, however, fails to provide an in-depth perspective on the subject of the involvement of both line managers and HR executives (Armstrong and Bowen, 1998). Therefore, it is important to provide the extensive perspective on the subject of the role of line managers in the implementation of rewarding programs. This will contribute to the academic body of research in the human resource subj ect area. Additionally, it will allow human resource management to identify the main problems with their reward strategies; thus altering the strategies in order to acquire a success in delivery of reward programs. As a result, given the concept of the study, the main research objectives are: To explore the concept of rewards and general role of HR representatives in it To investigate the level of line managers’ involvement in the rewarding process in the context of HR management To identify and explore the elements of the most successful and effective rewarding strategy Literature Review This section is designed in order to deliver a brief critical investigation of key theoretical concepts on the subject of line managers’ involvement in the development and implementation of reward programs. The main sub-themes will include identification and exploration of human resource function in the development of reward programs, investigation of performance management and identification of the most effective method of reward in the context of line managers’ involvement. Reward and Reward System The reward systems have been integrated within HRM only recently. These have been designed in order to provide the monetary value to those employees who have added value to the organization. This concept is directly interlinked with the development of career and increase in motivation (Thorpe and Homan, 2000). Secord, (2003, p. 403) states that reward management is associated with â€Å"designing, implementing, maintaining and communicating reward processes†. These processes, in turn, shape the level of monetary payment for value-adding activities, performed by employees. HR Role and Function in Reward In general, there is little evidence in HR’s delivery of the actual value to the company. Assessment on 54 organizations, located in the USA, has demonstrated that the majority of companies has not assessed HR department due to the lack of value, delivered by this sector (Ramlall, 2002). It has been further estimated that some companies do not have any specific rating system to measure the performance of HR department (Becker, Huselid, and Ulrich, 2001). One of the key functions of HR is related to the design of reward system. However, this function has been ignored in the recent studies. CIPD (2006) has done a survey in the organizations on the subject of the role of HR representatives in the reward systems. It has been estimated that front-line management plays a much more significant role in the integration of the reward systems, contrary to HR specialists. HR duties are associated with a large number of aspects that should be taken into consideration in order to successfully fulfil the job. This implies that the HRM system should be visible, authoritarian, legitimate and understandable (Bowen and Ostroff, 2004). If these factors are not presented in front of employees, the strength of HRM system, as perceived by employees, decreases. HR representatives are important in design of reward system and performance management. Armstrong and Bowen, (1998) outline the personal characteristics of HR executives and their experience, as the important factors that are projected in design of reward and performance management systems. However, there is little contact between HR executives and employees, which develop the obstacles to actual integration of reward systems and performance management. This implies that HR executives are not able to actually see the performance of employees in order to base the decisions (Armstrong and Bowen, 1998). This increases the significance of line managers in relation to this task. Role of Line Managers in Reward Systems The studies suggest that the role of line managers in fulfilment of some of the HR functions has been increased over the time. Along with the transferring of supervisory duties to line managers, their people management duties have been enhanced as well (Hales, 2005). In the light of current line managers’ role in people management, the HR function and role are ignored and diminished. The research suggests that line managers are not qualified enough in order to fulfil these types of duties, namely reward systems integration. However, they are trusted by their subordinates as a result of cooperative work together. This is contrasted by the gap, which is developed on the basis of lack of time, willingness and qualifications in order to actually perform HR-related duties (Becker, Huselid, and Ulrich, 2001). It has been further added that for line managers it is easier to implement reward systems and performance management, since there has been a direct link found between the leadership style and motivation development (CIPD, 2007). This implies that line managers are more knowledgeable about their employees’ traits and level of job’s quality. Furthermore, the line managers are able to influence employee motivation development (CIPD, 2007). Performance Management Performance management is regarded to be crucial in effective management of organizational culture. It aims at the evaluation of employee’s attitude and behavior in relation to the job; thus contributing to the increase of the overall significance of performance management practices, as perceived by employees (Hannah and Iverson, 2004). Other scholars suggest that it is a leadership function, which contributes to the efficiency of performance management (Uhl-Bien et al., 2000). This corresponds to the ability to see the supervisor’s willingness to provide feedback and explain the goals of the organization, as the main factor that contributes to the increase of employee morale and therefore the company’s overall productivity (Smewing, 2001). This suggests that the employees are seen to be taken care of, therefore are more prone to commit to the organization over the long term. HR specialists are the ones that design performance management programs whereas line managers tend to realize those programs. However, the majority of line managers do not have sufficient tools in order to maintain a qualitative performance management (CIPD in ONREC, 2004). Additionally, it has been estimated that the concept of performance management has changed over time. This suggests that initially, this concept was integrated in order to address the issues of pay and the ability to achieve certain organization’s objectives (CIPD in ONREC, 2004). Currently, this concept has evolved into the talent management and the ability to recruit and retain the best employees on the market. Additionally, performance management has evolved into shifting away from the dogma that financial pay may be the only motivating force behind the performance (Armstrong and Baron, 1998). Large attention in the motivation-related research has been attributed to the significance of intrinsic and extr insic motivation. Intrinsic motivation suggest that the employee is motivated by the force of self-motivation. Extrinsic motivation suggests that the employees are motivated by the external factors, like the increase of pay (Speckbacher, 2003). It is stated in the same source that it is a challenging task to channel the intrinsic motivation, however, performance management is shifting to the integration of this dogma. The intrinsic motivation suggests that the employee receives satisfaction from the achievement of certain objectives. Therefore, this motivation eliminates the need to provide additional financial benefits in order to increase employee’s productivity. Additionally, already increased employee morale reduces the need for further integration of the additional practices, aimed at the increase of one’s productivity (Speckbacher, 2003). Research Methodology This section aims at the presentation of the main research methodology and its elements. This section is based on the integration of â€Å"research onion† framework, which implies a shift from presentation of â€Å"research method† to the description of â€Å"primary data instrument† through a variety of stages (Saunders et al., 2009). Research Type Due to the scope and subject of research,mixed research methodology is applied. This methodology suggests that the study will be conducted whilst integrating the elements of quantitative and qualitative research methods (Saunders et al., 2009). This method is regarded to be associated with a high degree of costs, which is suitable, given the scope of the research (Ellin Datta in Greene, 2007). Research Paradigm Research paradigm has been selected to be positivism and interpretivism. Positivism philosophy suggests that the researcher incorporates value- free, objective perspective on the subject of the study. This requires minimum integration of the values and opinions that have been acquired throughout the lifetime (Saunders et al., 2009). Interpretivism on the other hand allows interpretation of the collected information into the narrative format. This is especially applicable to the qualitative interviews. One of the possible disadvantages that may emerge as a result of positivism application, that the researcher may integrate some lifetime values within data collection and analysis processes (Frauendorf, 2006). This might become an obstacle, due to the lack of critical research skills. Research Approach The research approach is proposed to be deductive, in order to benefit from the development of theory on the basis of evaluation of the elements of the acquired data (Thyer, 2010). Deductive research approach exercises the shift from more expanded towards more detailed in line with the subject theory and elements (Thyer, 2010). In other words deductive reasoning employs top down approach, where the conclusions are drawn on the basis of acquired findings. Since this subject is regarded to be multi-dimensional, the analysis of smaller details, associated with the role of line managers in development and integration of reward systems, would be beneficial. Research Nature The research is proposed to be of explanatory character. The main aim of this type of research is to explore the causal relationships between dependent and independent variables. The ultimate purpose of this research is to explain the situation and predict the events (McNabb, 2008). The main question in relation to the explanatory research is attributed to – â€Å" Why this event has happened?†. Therefore, the main question in relation to this research would be – â€Å"Why the role of line managers is so significant and/or so insignificant?†. Hypothetical Question Qualitative Research Question: What is the role of line managers in reward system planning and integration as projected in real life time activities Quantiative Research Hypothesis: Line managers have a direct positive affect on reward system integration Line manager have a direct positive impact on performance management activities Research Design The research design is chosen to be a multiple case study (Yin, 1993). This implies that two case studies will be developed in order to investigate the role of line managers in the development and integration of reward systems. One case will include the line managers; whereas another case will include the employees. This will allow data collection will allow the acquisition of data on the subject of insight on this subject, from line managers and subordinates, which would contribute to the development of the full picture on the subject of study. Multiple case study is known to be associated with the triangulation of data and research methods (Yin, 1993). It has been estimated that case study strategy is well applied to qualitative and quantitative methods, which will result in the achievement of research objectives (Yin, 1993). Research Techniques Along with the integration of mixed research methodology, questionnaires and semi-structured interviews have been selected to be applied as part of the primary data instrument design. Questionnaires will be distributed among employees, namely floor employees in the selected commercial companies. Semi-structured interviews are going to be targeted at the line managers in order to deliver a follow up on the acquired findings, by questionnaires. This will allow demonstration of the perspective of line manager involvement in reward systems integration from both perspectives. Questionnaires are beneficial since these allow collection of the data from a large sample, which is a primary research objective in relation to the employees’ study group (Saunders et al., 2009). Due to the specifics of the study, the questionnaires are going to be distributed via e-mails, in order to enable quick rate of responses. This is also associated with low degree of costs due to the utilization of th e interactive platform for questionnaires distribution (Saunders et al., 2009). Interviews, in turn, aim at the acquisition of an in-depth perspective on the subject. As a result, once the primary data from questionnaires is collected, the line managers will provide clarification of the causal relationships between the perspectives of employees about their involvement and their actual fulfilment of duties. The interviews will be heldon site, in order to ensure comfortable settings during the interview. This would allow access to the opinions and views that are hidden deep inside one’s psychology. There is a large risk of bias opinion emergence due to the depth of the interview process and involvement of qualitative opinions, views and behaviours (Saunders et al., 2009). Additionally, the lack of research skills might result in the possible shift from the main subject; thus the inability to acquire valuable findings that would correspond with the research objectives. Primary data quantitative analysis is proposed to be maintained on the basis of SPSS processes integration and narration. Sampling Strategy Sample is a group of individuals with specific characteristics that have been selected in order to represent the whole population (Saunders et al., 2009). This research will be based on the incorporation of probability sampling strategy. This strategy suggests that all the individuals within the population have equal chances to be selected for the study. The main segmentation variable will be based on the occupation of study respondents (Saunders et al., 2009). This implies that for questionnaires, the sample will consist of floor employees and for interviews the sample will consist of line managers. The sub-sampling strategy is selected to be a stratified random sampling. This implies that all the employees are considered for participating in the study whilst being grouped with regard to their occupation (Saunders et al., 2009). This correlates well with the cross-sectional research design. The sample size is proposed to be 150 floor employees and 10 line managers in one commercial organization, which is geographically limited to the UK. Research Timeframe The cross-sectional timeframe has been chosen to be applied in this study. This implies that the research will be conducted over a short period of time, in contrast to the specifics of longitudinal timeframe. This would ensure relatively quick observation of study participants whilst conducting questionnaires and interviews (Jackson, 2008). This would allow investigation of a sample where the members possess different characteristics. Ethical Issues Due to the incorporation of direct human contact as part of the research design, there are some ethical issues to address. First of all, the study will be based on the integration of confidentiality-related policies. This suggests that all the material, which is acquired as part of primary data collection, will be stored confidentially in order to avoid sharing to any other 3rd party, unless otherwise stated by the primary data owner. In addition to this, the questionnaires and interviews are going to be supplied with the introductory letter. This introductory letter is designed in order to acknowledge the study participants with study’s purpose, aims, terms and conditions. By accepting the terms and conditions of the research, the study participant agrees to participate in the process of research conduct. Both questionnaires and interviews are designed in order to address the race relations and equality of rights. Any study participant will have the opportunity to withdraw from any stage of research conduct process, whereas their data will not be utilized for the purposes of research. The study participants will have a right to stay anonymous, unless otherwise stated. All the expenses, namely research, transportation, communication and stationary are manageable by the researcher. Draft Timetable    123456789 Literature Review Design of Primary Data Instrument Pilot Study and Data collection Data Analysis Analysis and Discussion Chapters Completion Draft review by supervisor Amendments and Final Review Conclusion This paper was designed in order to demonstrate the proposal for the research on the subject of line manager’s involvement in reward systems integration and performance management. It has been estimated as part of the literature review, that line manager role is significant in the integration of both of these processes. It is mainly associated with the fact that they are able to see and engage in the actual performance management; thus being able to produce objective results in relation to reward systems, contrary to the HR department. It has been further estimated that employees tend to develop both intrinsic and extrinsic motivations, where intrinsic motivation is much more significant in channeling in order to acquire the benefits in relation to the financial performance of the company. As a result, the main objectives of research is to explore the level of involvement of line managers in the reward systems. This is proposed to be done by the means of mixed research methodo logy integration. The primary data collection instrument consists of interviews and questionnaires that are distributed among 10 line managers and 150 floor employees in the commercial organization in the UK. References Armstrong M, Baron A (1998). Performance Management: The new realities. Institute of Personnel Development: London. Becker, B., Huselid, M., and Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy, and Performance. Boston: Harvard Business School Press Bowen, D.E., Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of â€Å"Strength† of the HRM system. Academy of Management Review, 29, 203-221 CIPD. (2006). Rewarding Work: Vital Role of Line Managers. Available from: http://www.cipd.co.uk/NR/rdonlyres/72035864-98CD-495A-8CB9-96989B96E73C/0/vitalrolmgrca.pdf (Accessed on 10/12/12) Hales, C. (2005). Rooted in supervision, branching into management: continuity and change in the role of first-line manager. Journal of Management Studies, 42: 3, 471–506. Hannah, D. and Iverson, R. (2004). Employment relationships in context: implications for policy and practice, in J. Coyle-Shapiro, L. Shore, S. Taylor and L. Tetrick (eds). The Employment Relationship: Examining Psychological and Contextual Perspectives. Oxford: Oxford University Press, pp. 332–350. Jackson S. (2008). Research Methods and Statistics: A Critical Thinking Approach. 3rd ed. Cengage: USA McNabb D. (2008). Research Methods in Public Administration and Nonprofit Management. 2nd ed., Sharpe: USA Ramlall, S. (2002). A Critical Review of the Role of Training Development in Increasing Performance. Journal of Compensation and Benefits, 18, 5, 12-17 Saunders M., Lewis P. (2009). Research Methods for Business Students. 5th ed., Pearson Education: UK. Secord H. (2003). Implementing Best Practices in Human Resources Management. CCH: Canada Speckbacher, G. (2003). The Economics of Performance Management in Nonprofit Organizations. Nonprofit Management Leadership, 13, 3, 267-281. Stark M., MacMullen T. (2008). When considering effective reward-program implementation, too frequently the role of the line manager is neglected. WorldAtWork Journal, 2nd Quarter. Thorpe R and Homan G. (2000). Strategic Reward Systems. London: Pearson Education Limited. Thyer B. (2010). The Handbook of Social Work Research Methods. 2nd ed., p 33, Sage Publications: UK ONREC. (2004). Line managers are key to good performance management. Available from: http://www.onrec.com/news/news-archive/line-managers-are-key-to-good-performance-management (Accessed on 10/12/12) Uhl-Bien, M., Graen, G. and Scandura, L. (2000). Indicators of leader–member exchange (LMX) for strategic human resource management systems. Research in Personnel and Human Resources Management, 18: 137–185. Yin, R., (1994). Case study research: Design and methods. 2nd ed., CA: Sage Publishing. How to cite Professional HR/marketing essay on Competitive Intelligence, Essays

Retail Management Strategic Approach

Question:. Discuss about the Retail Management for Strategic Approach. Answer: Introduction: Keys Real estate Private Limited is one of the most reputed, emerging real estate organizations located in Australia. The organization was first developed in the year of 1950, with property development as its chief focus. We are one of the leading property developers present in Australia (Keys Real Estate 2016). Headquartered in Fitzoy, the very reason we have been able to gain such swift recognition, is that we offer you the fastest service and our consumers have to hardly wait before we help you buy or sell your property, or assist you in taking property management decisions. Our employees believe in efficiency and integrity, and so you will no longer require hanging up on us, for getting our service. The moment, our client establishes contact with us, we assist them in every possible way, and we just do not let them know our opinions, or suggestions. Ours is the best organization when you want to reach a well-researched decision. We ensure that your buying or selling experience is absolutely free from any kind of hassles, and you no longer need to feel worried about the stress involved in the process. Our excellent customer care service assists you in every step, in your decision-making process (Bermans and Evans 2013). Media Release: Key Real Estate is All Geared up to Help People Enjoy Exciting Offers on Holiday Homes By Luisa Keys 8th September, 2016 The much recognized real estate organization of Australia, Key Real Estates Private Limited is all set to launch its first website and online booking system, to help the consumers enjoy their holiday amidst the beauty and remote charm of the William Island (Gant 2016). The current director of the organization, Luisa Keys claimed that real estate business was started way too back in the year of 1950, by her father Gerald keys, and since the organization has indeed come a long way, in evolving itself to become one of the most reputed real estate organizations of Australia. According to Luisa, she and her brother during their childhood days had often visited the William Island with their father, and hence after growing up, both of them thought of helping other people also avail the fun and bliss of the island (Deane 2015). With seventy properties available to be rented out for holiday purpose, the William Island, is one of the most beautiful holiday spots in Australia, claims Luisa Keys. According to her, if one is willing to enjoy the beauty of the grass-covered hillside, this is the suitable place. The holiday homes, provided by Keys Real Estate Private Limited, helps one to enjoy the beauty of nature, beside getting access to the swimming pool, three bedrooms, with ice furnishings, keeping in mind the need of comfort of the visitors. Elegance, loads of space, comfort and a great holiday time comes in an affordable package. Luisa maintains that each of the staffs working in the organization is professionally trained, so that they can meet the demands and the expectations of the consumers. Right from the booking procedure, till the completion of the vacancy, Luisa says, the consumers will be able to enjoy the warm, homely feeling. Reference List: Abratt, R., Higgs, N. and Nel, D., 2015. Ethical Perceptions of Retail Managers in Australia, Singapore, South Africa and Zimbabwe. InProceedings of the 1993 World Marketing Congress(pp. 516-520). Springer International Publishing. Berman, B.R. and Evans, J.R., 2013.Retail management: a strategic approach. Pearson Higher Ed. Deane, N., 2015. IPAN-for a peaceful and independent Australia.Green Left Weekly, (1056), p.7. Gant, A.C., 2016. Holiday Rentals: The New Gentrification Battlefront.Sociological Research Online,21(3), p.10. Keys Real Estate, 2016.Keys Real Estate :: About Us. [online] Keysrealestate.com.au. Available at: https://www.keysrealestate.com.au/about-us [Accessed 8 Sep. 2016]. Marcouiller, D.W., Gartner, W.F. and Chraca, A., 2013.Recreational Homes and Planning in Gateway Communities: A Literature Review. Working Paper. www. urpl. wisc. edu/people/marcouiller/publications/13rechomerevised. pdf. Reyhle, N. and Prescott, J., 2014.Retail 101: The Guide to Managing and Marketing Your Retail Business. McGraw Hill Professional. Rosenberg, A.N. and Sills, J.A., Clear Demand, Inc., 2014.System and method for determining retail-business-rule coefficients from current prices. U.S. Patent Application 14/219,795.