REMEDIES LAW Essay Example | Topics and Well Written Essays - 2500 words

REMEDIES LAW - Essay Example In considering the impact of blame culture, this study will reflect on the attitudes of judges when being asked to apportion liability, and examine case law in this area in order to explore whether recent cases demonstrate reluctance or willingness on the part of judges with regard to the apportioning of blame. Mullender (2006) suggests that the culture of blame might stem from the emergence of professional negligence claims and personal injury claims. In his study he noted that judges had become aware of a rise in the number of claims, some of which appeared to be fake. In McLoughlin v O’Brien [1982]1 Lord Wilberforce warned that ‘†¦such an extension may lead to a proliferation of claims, and possibly fraudulent claims, to the establishment of an industry of lawyers and psychiatrists who will formulate a claim for nervous shock damages, including what in America is called the customary miscarriage, for all, or many, road accidents and industrial accidents’. ‘Blame culture’ focuses on the need to hold someone accountable for what might otherwise have been considered a mere accident. Atiyah (1997) suggests that the culture of blame exists not only in claims for personal injuries and losses, but also in the criminal sphere, where there is a desperate need to find the person responsible for the crime that has been committed, and to see them punished for their wrongdoing. Vines (2008) argues that previously an injured party would have been prepared to accept an apology for the accident as suitable recompense for the harm caused, but with the insurgence of the ‘compensation culture’, apologies are often construed as admissions of guilt, and used in order to claim monetary compensation for the harm. The UK government has attempted to address this assumption through s2 of the Compensation Act 2006 which states that This does not stop the court allowing the adducing of such admissions in court, but is

Alcoholic beverage Essay Example for Free

Alcoholic beverage Essay ? The book ,The History of the World in Six Glasses by Tom Standage is a book dedicated to beverages and there impact on cultures and civilizations. Tom Standages intent for this non-fiction novel was to show six insignificant products that we see, use or have heard of in everyday life and bring them into a different light. Showing how they have sculpted our cultures and ways of life in the modern world. These six products were beverages ; beer, wine , spirits, coffee, tea, and coca-cola. These drinks affected more than just the diet of people it changed their societies and ways of living. Standage’s theory is that each one of these drinks brought on a new cultural stage. Each beverage showing different eras and how the beverage of that time impacted their way of life eventually impacting ours. Starting with beer in the first civilizations of Mesopotamia and Egypt. Then going to wine with Greece and Rome and spirits in the colonial times with Europians and eventually getting to America. Next, their was coffee that started in the Arab world traveling throughout Europe and finally Coca-cola which started selling its drink in America and out broke to throughout the rest of world. His intent was to show the history of the world in which humans were not nomadic in the view of six different drinks. Standage presented his thesis in a very interesting and intriguing way throughout this novel. There are six main Chapters in this book ;Beer in Mesopotamia and Egypt, Wine in Greece and Rome,Spirits in the colonial Period, Coffee in the Age of Reason, Tea and the British Empire, and Coca-Cola and the Rise of America. Each main chapter has two mini chapters in them for example in the chapter Tea and the British Empire the two mini chapters are ; Empires of tea and Tea Power. Standage’s writing mostly focased on the beverages causes and effects in the different areas and lands they were most popular and developed but he would add things about the people of these times and their way of living. He also added some traditions that we have in today’s culture that were created in ancient times such as clinking glasses together for good health and happiness before drinking a glass of beer. His book shows how six measly little drinks changed humans from nomadic people who were hunter- gatherers to people who lived in cities and developed writing, government and farming. Standage showed the history of the world in six drinks hence the title A History of the World in Six Glasses. Most everyday people would think these drinks were Sarah Bedell 9/4/14 A. P. World History Mrs. Spampinato The History of the World in Six Glasses : Book Review The book ,The History of the World in Six Glasses by Tom Standage is a book dedicated to beverages and there impact on cultures and civilizations. Tom Standages intent for this non-fiction novel was to show six insignificant products that we see, use or have heard of in everyday life and bring them into a different light. Showing how they have sculpted our cultures and ways of life in the modern world. These six products were beverages ; beer, wine , spirits, coffee, tea, and coca-cola. These drinks affected more than just the diet of people it changed their societies and ways of living. Standage’s theory is that each one of these drinks brought on a new cultural stage. Each beverage showing different eras and how the beverage of that time impacted their way of life eventually impacting ours. Starting with beer in the first civilizations of Mesopotamia and Egypt. Then going to wine with Greece and Rome and spirits in the colonial times with Europians and eventually getting to America. Next, their was coffee that started in the Arab world traveling throughout Europe and finally Coca-cola which started selling its drink in America and out broke to throughout the rest of world. His intent was to show the history of the world in which humans were not nomadic in the view of six different drinks. Standage presented his thesis in a very interesting and intriguing way throughout this novel. There are six main Chapters in this book ;Beer in Mesopotamia and Egypt, Wine in Greece and Rome,Spirits in the colonial Period, Coffee in the Age of Reason, Tea and the British Empire, and Coca-Cola and the Rise of America. Each main chapter has two mini chapters in them for example in the chapter Tea and the British Empire the two mini chapters are ; Empires of tea and Tea Power. Standage’s writing mostly focased on the beverages causes and effects in the different areas and lands they were most popular and developed but he would add things about the people of these times and their way of living. He also added some traditions that we have in today’s culture that were created in ancient times such as clinking glasses together for good health and happiness before drinking a glass of beer. His book shows how six measly little drinks changed humans from nomadic people who were hunter- gatherers to people who lived in cities and developed writing, government and farming. Standage showed the history of the world in six drinks hence the title A History of the World in Six Glasses.

Baker :: essays research papers

Director of Bakery Cooperative My buddy is a baker out in DowningTown J$G Bagelry so I thought reading about a baker would be nice start to see what he does after he leaves home at one two in the morning to not return until midday. I know a few things about what by buddy does one is that you can't stay in the same bakery for more than 8 hours in a row or you get kind of sick I know he has to manage a bunch of people at two different bakeries. It seems like a job that could be fun but bad hours and a lot of responsibility. The one thing that would be hard is that my friend has to stay till the work is done and that can be 48 hour days. I want to work there but I bet they are out of business by now. The ideas that are held in esteem by these people are some things I want to be part of. First, the idea of community involvement stated as such, "We hire only nationhood people. We will hire anyone who can do the work. There have been all ages." (467). The other idea I like is that there is no owner and it's non profit, as the put it, "I'm the director. It has no owner. Originally I owned it. We're a nonprofit corporation 'cause we give our leftover bread away, give it to anyone who would be hungry."(447). They seem to mean that witch they say about giving away food I was most impressed with the story of the naborhood drunk, it goes something like this A drunk, who had obviously had a hard day's night, enters. There is a soft discussion. She hands him a loaf. He leaves, "He asked me for a quarter.

Bharti Airtel in Africa Essay

The jury is still out on Africa. The cost of operations is still higher than expected, elasticity of demand could fail to kick in, and competition could intensify. But the business metrics are showing early signs of a turnaround. My gut feel is that we can make this work. — Sunil Mittal, Chairman, Bharti Airtel In February 2012, Sunil Mittal walked past the illuminated hoardings for Airtel’s mobile services plastered across the walls of Nairobi airport, and wondered if Bharti would be able to overtake MTN in Africa by replicating the high-volume, low-cost telecom business model that it had pioneered for the Indian masses. Founded in India in 1995, Bharti Airtel (Bharti) had rewritten the rules of the global telecommunication industry. The cellular operator had defied conventional Western telecom wisdom that emphasized high tariffs for wealthy customers, and had instead chosen to concentrate on India’s mass market, including the rural poor. In order to focus on acquiring customers, the company had made the bold decision to outsource large portions of its operations. By February 2012, Bharti had been India’s market leader for some time, with 183 million customers, and had pioneered a highvolume, low-cost telecom model with tariffs of less than one cent per minute, which had previously been considered unviable. By 2009, growth in India had begun to taper off, and Mittal began to look for new opportunities. Africa seemed to present just the right option. Its vast population of over a billion people with low per capita incomes mirrored India’s demographics. Africa’s real mobile penetration was 30% and growing rapidly, and high mobile tariffs in Africa, combined with low monthly  minutes of use per customer, indicated that there was room to grow the market not just by increasing mobile penetration, but also by intensifying usage.1 In June 2010, Bharti acquired the 15 African operations of Bahrain-based Zain Telecom, for $10.7 billion – the largest M&A deal in the global telecom industry for that year, and the largest ever cross-border deal in an emerging market. When they reached Africa, Bharti’s leaders discovered that employee morale at Zain was low, work cultures between the two continents differed vastly, and market share revenues and EBITDA were falling every month. Infrastructure was poor, hardware and software equipment was obsolete, access to equipment supplies was limited, skilled technicians were in short supply, and the cost of doing business was turning out to be much higher than Mittal and his team had anticipated. Bharti’s initial experiments with leveling tariffs and removing Zain’s 20% to 30% premiums in its ________________________________________________________________________________________________________________ Professor Krishna Palepu and Research Associate Tanya Bijlani from the India Research Center prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineff ective management. Copyright  © 2012 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu/educators. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only in International Business by Prof. R. Sugant at SDM Institute for Management and Development (SDMIMD) from September 2014 to November 2014. Francophone and Anglophone regions had not increased demand to the extent that they had expected; and it was unclear whether lowering prices would drive mobile usage in the hinterland of the continent. Despite the challenges, Bharti initiated multiple transformations in Africa, including outsourcing active and passive managed services (networks) for all of its 16 countries; outsourcing its IT and call centre support to BPO1 firms for the first time in Africa; revamping its distribution network; integrating its brand, and implementing a host of human resource-related initiatives to inculcate the company’s DNA in its new operations. Bharti’s executives felt that these measures had comprehensively changed the structure of the telecom industry in Africa. Africa was turning out to be far more complex than Mittal and his team had imagined. By February 2012, it had been over a year and a half since the acquisition, and Bharti was leading in revenue market share in 9 of 16 countries, including Zambia as well as some smaller markets like Malawi and Gabon. In Africa’s other larger markets, such as Nigeria, Ghana and Uganda, MTN, its chief competitor, continued to lead. (Exhibit 1: Bharti’s Position in Africa). In Nigeria, Africa’s largest market, MTN was improving the quality of its network, emphasizing advanced data offerings, rolling out mobile payments solutions, conceptualizing applications such as mobile healthcare, and holding onto its undisputed position as the market leader. If Bharti continued with its India plan in Africa, investing in rural networks and slashing tariffs, and demand failed to pick up, the company risked losing money. With a $12.9 billion unpaid loan (largely on account of an approximately $9-billion unpaid loan from the Zain acquisition) still lingering on Bharti’s balance sheet, Mittal wondered if that was something they could afford. The other option was to wait and watch, leave prices at market levels, and focus on urban and suburban areas, until it was clear that the money had trickled into the villages. As Mittal got into his car and drove towards Bharti’s Nairobi headquarters, he wondered what their strategy in Africa should be. Bharti in India The Early Days Mittal started manufacturing bicycle parts at the age of 18, with approximately $200 borrowed from his father, a Member of Parliament from the north Indian state of Punjab. He subsequently imported portable generators, and assembled push-button telephones in India. In 1992, soon after the Indian telecommunications market liberalized, Mittal secured a partnership with three other companies, including Compagnie Generale des Eaux, the precursor to Vivendi of France, to make a joint bid for the first round of cellular licensing in India. Mittal took a three-month sabbatical to prepare for the bid, and spent $220,000 on the presentation, which included aerial photography and satellite imagery2. The Government of India gave the consortium a license to build a cellular phone network in India’s capital, New Delhi, and Mittal’s newly-incorporated Bharti Cellular became the first company to launch mobile telephony services in New Delhi, in 1995, under the brand name of Airtel. The company sold equity interest to British Telecom and Warburg Pincus in order to raise the funds it needed to acquire licenses to operate in new geographies, and by 2003, Bharti had acquired mobile licenses for 15 out of India’s 23 circles. By 2004, Bharti was a pan-India operator with running operations in all circles. Like many Indian enterprises, Bharti contained elements of a family business. Bharti was Mittal’s middle name. Mittal was Chairman and Group Managing Director of the company, while his brother, Rajan Mittal, was Joint Managing Director, and a third brother, Rakesh Mittal, was on the board of directors. Akhil Gupta, a chartered accountant and a friend of the family was Chief Financial Officer, and later became Deputy Group CEO and Managing Director of Bharti Enterprises. The Minute Factory Model â€Å"In the early days, telecom was an industry where the complexity was daunting,† Gupta said. â€Å"We were committed to making it a very simple industry. So we equated ourselves with manufacturing. The only difference was that another factory could be manufacturing nuts and bolts, while we manufactured minutes.† Bharti learnt the business of telecom from their early European partners, British Telecom and Telecom Italia. Conventional wisdom then was that mobile telephony was meant for upper class customers who could pay premium prices. Operators preferred to keep tariffs high, thereby protecting Average Revenue per User (ARPU), considered one of the most important metrics in the business. High tariffs, they felt, discouraged users from talking too much, which in turn, minimized the need for network infrastructure, thereby reducing capital expenditure, and improving return on investment. But Mittal and his team felt that at an ARPU of Rs. 1000 (approximately $222) – then considered a minimum requirement for a telecom operator to be profitable – their customer base would be restricted to a small segment of wealthy customers in major cities and a few large towns, and decided to turn the model on its head. Gupta explained: The goal of a manufacturing organization is to maximize the number of units produced while maintaining margin per unit. Similarly, we decided that we would expand production of our principal output, minutes, keeping margins per minute more or less constant. As we scaled up, we would pass any cost savings we achieved onto the customer by lowering tariffs, which would increase demand further, and would allow us to go deeper into the market and  reach lower-income customers. This would result in a rapid increase in minutes and consequently, overall margin. Mittal and Gupta believed that how they utilized existing capacity, and how much revenue they collectively earned from that capacity, mattered most. The focus, therefore, was on growing total revenues, reducing operating expenses as a percent of revenues (opex productivity), and increasing revenues as a percent of cumulative capital expenditures (capex productivity). (Exhibit 2: Bharti’s Key Performance Metrics) Outsourcing Operations A telecom company, it was originally thought, would have to be an infrastructure company, a network company, an IT company, and a customer service company rolled into one. But in early 2004, given that Bharti was growing rapidly, expanding into new territories, and entering new businesses like fixed line services and long distance operations, Mittal and his team were forced to question what constituted their core activity. â€Å"Again, we broke away from traditional telecom wisdom,† Gupta said. â€Å"We had no choice; at our back end, we were collapsing.†

The Real Mary King’s Close: Principles of Human Resources

The Real Mary King's Close Is 5* visitor attraction in Edinburgh and It is located In the heard of Edinburgh Old Town. The tours are running underground, beneath buildings of Royal Mile. There is an alley of the streets and spaces right there. The close was very busy and most vibrant street in asses. 2) Planning the staff team Staff planning Is concerned with optimizing the use of the organization's human resources, now and in the future. To predict workload in the ARMS, it should be considered the number of visitors from previous years.The ARMS was planning initially 60,000 visitors per year. Since that time the visitor number has increased to 190,000 visitors per year due to new marketing campaigns and promotion of the visitor attraction itself. When planning the staff team the following should be considered: a) Manpower requirements The entertainment Is an essential component of tours provided In the ARMS. Most of the tour guides working for this visitor attraction are actors. The y can easily identify with characters of person presented while on the tour.The members of staff working in the ARMS are: Manager under Manager Marketing Manager Supervisor Tour Guides Retail Staff Cleaners Many roles are carried out at head office of the Continuum Group. B) Budget availability Whatever the objectives of the visitor attraction, its main financial management framework will be its budget. When planning the staff team, the type of contract and number of employees hired has to be within the allocated budget for the payroll. The current allocated budget for payroll within ARMS is over IEEE,OHO per year. This may Increase due to the Increase in visitor number to the attraction and the demand. Mime basis in the ARMS. The rest are employed part-time or on zero hours contracts due to the economic recession and to cut costs. ARMS increases temporary and part- time contracts for a high season in the summer and during the Edinburgh Fringe Festival (August-September). C) Essenti al skills and qualifications, experience required To gain a Job in visitor attraction is essential to have experience in customer facing environment and excellent verbal communication skills in English. To have a degree is desirable but it depends on the position applied.A manager does need some degree whereas the tour guide should have at least interest or understanding of Edinburgh history. The other skills required for the Job in the ARMS are: Positive Attitude Good interpersonal skills Ability to work within a team Ability to use own initiative Ability to work under pressure Able to remember and recall facts Foreign language skills but it is only the advantage ) Use of person specification criteria and Job description in the recruiting process The personnel specification is a description of the human characteristics required by the Job holder and is derived from the demands of the Job description.Many organizations use a framework to prepare personnel specifications and two wide ly used are Aleck Rodgers 7 point plan and John Munroe Framer's 5 fold framework. 3) The function of a Job description Once the Job has been designed a Job description can be produced. This is essential, not only as part of the recruitment process but also to help with training, reward systems and staff appraisals. The Job description provides the employee with a clear outline of their duties, responsibilities and most important contributions needed from a position.The example of Job description for a tour guide is attached in an Appendix 1. 4) The function of a person specification The person specification focuses on the type of person who might be the ideal Job holder. It may include the personal attributes and qualities, training and skills, experience in similar post would be also beneficial. The requirements for person specifications are likely listed in order to their priority and classified as ‘essential' or ‘desirable' for the specific Job. The example of personn el specification is attached in an Appendix 2.The Continuum Group is unique in operating a group of cultural attractions commercially. Their main objective is to maintain the high quality of their customer service to achieve a growth of visitor number and to make a profit for them and their partners. Continuum Group owns and operates a number of leading visitor attractions in the UK and welcomes about 1 million visitors per year. (Scion, 2014) The ARMS is one of the tourist attractions that belong to the Continuum Group. The ARMS is an award-winning heritage attraction which provides underground tours to ore than 150,000 visitors a year.In the ARMS, the manager duties include leading and developing team of staff who influences every aspect of the customer experience to bring the stories of the hidden street to life, helping ensure that this truly special place continues to run smoothly and focus on managing all the on-site visitor attraction activities. (Guardian News, 2014) The tou r guides working in ARMS are talented actors and interpreters. They have to be knowledgeable of the site attraction, to provide customer service in a high level of standard, be able to interpret he customers, and be working under the Health & Safety conditions while on the tour. ) The Individual's Contribution Individual's roles As mentioned above, the management approach adopted at the visitor attraction is really important. The approach taken will influence the staff attitudes and Job satisfaction, and therefore will have a direct impact on the visitor experience at the attraction. Successful attractions tend to be those which are effectively managed. It is significant that the attraction has experienced professional managers across all aspects of the operation.Attractions without such management are often weak in nee or more areas, including marketing, financial control, management of people and strategic planning (Swarthmore, 2002). The role of guiding is an important part of AR MS. Tour guides are employed to lead a group of visitors and provide them with an informative, entertaining and historic insight into a specific tour. The guides' performance influences the visitor experience and their demand on the attraction. Individual employees can play a very important role in helping a business achieve teamwork and operations success.The business needs to realism that any person who works for the organization has their own motives and needs and that the individual will fulfill the business needs if it also meets their individual needs. Teamwork There are several advantages of teamwork within an organization. Some of them are listed below: Reduction of risk of failure while working in a team, the burden is not falling on an individual's shoulder Division of work – each person, who works in a team, execute any task of assigned work with the best possible aptitude. The division of work also assure the work is done on time. Team. The individual put the maxi mum efficiency on the work they are the best in or have knowledge and skills to do it. Team building Very often organizations use team building activities or events to build motivation and support at the workplace, improve communication, increase morale, improve productivity or Just break the ice to help get to know each other better within a team. In the ARMS, the management team uses social functions and occasions as a source of team building for employees – Halloween party or Christmas night out.Retaining staff loyalty It is important to retain staff loyalty within organization. It helps to motivate employees to work for the benefit of the team and the business itself. It also helps to educe recruitment costs and training which has to be provided to new staff. Some of the methods include investing into the employees: To give the opportunity to employees to enhance their professional skills by training and development To help them improve their skills and allow them to rota te between different roles within the workplace to avoid stereotype forcing them to leave the organization. Entrepreneur, 2014) 7) The Recruitment and selection process Many personnel practitioners of organization spend a great deal of their time engaged in the activities associated with the recruitment and selection of staff. The response practitioner has to be knowledgeable about the wider issues involving recruitment and selection decisions, such as legislation and good practice, and the range of recruitment sources and selection methods, as well as being skilled in interviewing and assessing potential employees.Examples of poor practice in recruitment and selection decisions which result in unnecessary costs to the organization are: Making mistakes – failure in redesigning by making changes in new vacancy 0 will have cost implications because the Job has not been designed to suit current needs and possibility of potential savings has been ignored. Recruiting the wrong per son may result in their leaving or being dismissed in the short term or requiring more training than was assuming in the long term.A hurried attempt to meet an advertising deadline in local paper 0 it may result in incorrect copy which misleads potential applicants or discourage them from applying. (Malcolm,2005) The steps from recruitment, selection to final induction are listed below: Produce Application Packs Design the Job descriptions Design the personnel specifications Assist in short-listing Arrange the interviews/tests Correspond with candidates Check their references Maintain recordsDevise induction programmed 8) Investing in Human Resources Human resources are a long term asset of any business, especially when it comes to strategy. The amount of money spent on employees and their learning can be seen as helping the employees to learn better skills that will help the business achieve its goals with more efficiency. The goal of human resources should be to bring the employee s skills out and use them to the business best advantage. Human resource management is concerned with obtaining organizing, training, motivating and rewarding the people needed by the organization. Malcolm, 2005) The organization can gain a competitive advantage over less progressive competitors by developing its human resources to improve employee skills and increase their loyalty to the organization. (Yahoo, 2014) Human resources should be about the development of both fundamentals of management as well as corporate values. This means that any investment in human resource management should achieve both of these goals. A) Customer care training The ARMS is an attraction owned by the Continuum Group which has had a set customer care strategy.The Continuum Group uses the same customer care policy for all owned attractions around the I-J. Staff at the ARMS adopted the basic and clear set of standards outlined by this policy. It is used well every day at the visitor attraction to achie ve a high level of customer care and maintain customer satisfaction. Every aspect of the customer care policy is vital to the success of the Real Mary Kings Close which is outlined in this report. The ARMS participates in the following two customer service training programmed: One Hundred Thousand Welcomes It is a customer service training programmer in Scotland.It gives the staff the ability to deliver excellent customer service, benefiting the staff, visitors and the company. There are two types of programmer provided – one for the management staff and one for front of house staff. Welcome Host Customer Care Training It is a customer service training programmer which helps staff to obtain new customer service and improve communication skills as well as the knowledge of local services. Expectation. They receive a recognized certificate in the end of the training. Both of these training programmed are significant to the success of the ARMS operation.The members of staff are g iven the best knowledge of visitor needs and requirements and how the staff themselves can exceed the expectations of every suitor within the ARMS. B) Investors in People It is a specialist in leading and managing people and its mission is to help to achieve objectives through the staff of the business. In 2008 there were almost 40,000 organizations currently working with Investors in People. It is supported by the Department for Business, Innovation and Skills (IBIS). The ARMS received a bronze award from Investors in People and was also a finalist in the Scottish Thistle Awards in 2010.The awards from the service training programmed are very important for the ARMS to show they do the right things, provide the excellent customer service and now what their customers need and want. 9) Training Induction training Before new employee becomes a tour guide, the special induction training program is provided by ARMS. Each new employee must be accompanied by an employee during the tour. Ne w tour guides are provided with detailed scripts to learn in addition to a booklet which contains historical information needed for the tours.They shadow five tours with general public and then are assigned a buddy. All training provided for new staff is given on site. The new tour guides are then expected to expand their tour in their own way and input their own extra information to make the our as interesting as possible. Product knowledge Product knowledge is a key to the success of the attraction at ARMS. The tour guides should be able to give an in-depth description on the close and how life was when it was used, as well as being able to answer many questions by visitors.Health & Safety training As part of the Health & Safety regulations, all staff has to go through special training program before they start to work at the visitor attraction. This training is provided only once, however all employees should repeat the training while working at the attraction to keep the highest level of the customer service. The first aid training is provided only to the management team and they get certificate in the end of the training. This training is not provided for tour guides and it should be changed.The tour guides are responsible for the visitors during the tours taken underground therefore the fast first aid would be necessary. 10) Training programmed and their benefits Benefits to the organization visitors, to know their expectation and needs By providing relevant training to the employees, it increases the customer satisfaction. Visitors would willing to visit attraction where know they do not waste a time and money. Enhance the reputation, people will speak about the attraction and recommend to friends and family. The image of the attraction will improve too.Investing into employees means their loyalty to the organization Benefits to the employees The training programmer can motivate the staff to learn new things, to improve and to develop their skills Train ing makes the employee that they are part of organization â€Å"family' With training provided, the tour guide can provide excellent customer service to the visitors while on the tour. They can be consequently rewarded by weekly award called â€Å"The Magic Award† by their colleagues or by customers' feedback revived as â€Å"Service Excellence Nomination†. 1) Implications to the organization of poor training Low staff aptitude, skills and product knowledge No staff motivation Lack of improvement over time The staff leaving the company 0 poor quality of service 0 bad reputation – the customers' negative feedbacks for tours, tour guides and attraction itself, by mouth 0 less number of visitors to the attraction 0 losing the customers now and in the future 12) The function of Staff Appraisals The organization is able to assess how each member of staff is working by conducting he staff appraisal.The staff appraisal is an opportunity to evaluate the performance of employees at least once per year. It is managed through a discussion between staff members and management. These discussions provide agreements about objectives and the achievement of targets. The aim of the appraisal is to evaluate the work and priorities the individual employee's future duties and development needs. The organization can identify its underachieving employees and either give them special attention to improve their performance, or begin the process of replacing them (eh, 2014)The staff Rota is a list of employees who are working on any given day, week or month. Planning the amount of staff needed to be able to handle the daily and weekly workload of any business is essential. This can be achieved by using a planning Rota to make sure enough staff are available to cover the necessary work, but the business needs to be careful to make sure enough staff are included on the Rota as not enough employees on hand could have bad financial impacts on the business. The purpose to make staff Rota in advance is important for full time employees to give them statutory hours as stated in their contract and to cover holidays.It is also important in high seasons (Summer, during the Fringe Festival) when the number of visitors increases, so the organization hires a seasonal staff and make staff Rota in advance, firstly to expand the tours and secondly can see the flowing visitors number by number of staff on a day. 14) Ineffective roster If the staff roster is not planned and made in advance it could have impact to the employees but mainly to the customers. While less staff is working during the shift it is more stressful, the employees can provide less effort on the customer service and customers are dissatisfied.It is bad reputation for the attraction and it loses the customers now and in the future. The planning of staff Rota also helps to minimize the harmful effects of long shifts and reduce proceeding mistakes. 1 5) Conclusion As said in the beginning of the report the human resources are important in the business as they affect the operation of the attraction, the staff and the customers. The organization should put more effort on recruitment process and consecutive selection of staff to avoid unnecessary cost and mistakes. In the ARMS, the Health & Safety and First Aid training should be considered before new employees start their bob.