cultural essays

cultural essays I decided that I wanted to do my cultural project on the Washington State University Performing Arts Gala. This event, to me, was one of the best live performances that I have seen put on by a university. This event not only covered the theatrical performances but it also covered different types of dancing performances, musical performances, and cultural diversity. There was a number of talented students and faculty of Washington State University who all deserve recognition of a job well done. Though the entire Gala was impressive, my personal favorite was the Jazz Northwest, which is the faculty jazz ensemble. This group travels throughout the Pacific Northwest and plays music written exclusively by its own members. That night they performed a song called Hello Young Lovers, it was arranged by Horace Young and was originally from the play The King and I. Not only was it liked by me but it also seemed to be one of the favorites from the audiences reaction. There was also performances done by the WSU Big Jazz Band, WSU Wind Symphony, WSU Trumpet Ensemble, WSU Symphony Orchestra, and Cougar Marching Band performed a wide array of musical selections. My personal favorite was Ghost Train done by the WSU Wind Symphony and conducted by L. Keating Johnson. Another important feature of the Arts Gala was the debut of Crimson Revue. This is a group of very talented singers and dancers who perform a variety of songs from the different periods of time. They have dancers who help the singers to be able to express what the song means through dance. I think that though the group is young they will be able to all succeed. The most disappointing part of the Arts Gala was the outcome of people. Most of the audience was made up of older people and very few students. It was as though the students of WSU dont really support the different clubs here. I feel like this was somewhat of a impo...

The History Behind the Presidents Resolute Desk

The History Behind the Presidents Resolute Desk The Resolute desk is a massive oak desk closely associated with presidents of the United States due to its prominent placement in the Oval Office. The desk arrived at the White House in November 1880, as a gift from Britains Queen Victoria. It became one of the most recognizable pieces of American furniture during the administration of President John F. Kennedy, after his wife realized its historic significance and had it  placed in the Oval Office. Photographs of President Kennedy seated at the imposing desk, as his young son John played beneath it, peeking out from a door panel, captivated the nation. The story of the desk is steeped in naval lore, as it was crafted from oak timbers of a British research vessel, HMS Resolute. The Resolutes fate became wrapped up in the exploration of the Arctic, one of the great quests of the mid-1800s. The Resolute had to be abandoned by its crew in the Arctic in 1854 after becoming locked in ice. But, a year later, it was found drifting by an American whaling ship. After a meticulous refitting at the Brooklyn Navy Yard, the Resolute was then sailed by an American naval crew to England. The ship, with great fanfare, was presented by the American government to Queen Victoria in December 1856. The return of the ship was celebrated in Britain, and the incident became a symbol of friendship between the two nations. The story of the Resolute faded into history. Yet at least one person, Queen Victoria, remembered. Decades later, when the Resolute was taken out of service, the British monarch had oak timbers from it saved and crafted into a desk for American presidents. The gift arrived, as a surprise, at the White House during the administration of President Rutherford B. Hayes. The Story  of H.M.S. Resolute The bark H.M.S. Resolute was built to withstand the brutal conditions of the Arctic, and the heavy oak timbers used in its construction made the ship uncommonly strong. In the spring of 1852 it was dispatched, as part of a small fleet, to the waters north of Canada, on a mission to search for any possible survivors of the lost  Franklin Expedition. The ships of the expedition became locked in ice and had to be abandoned in August 1854. The crews of the Resolute and four other ships set out on a dangerous journey over ice to meet up with other ships that could return them to England. Before abandoning the vessels, the sailors had secured hatches and left things in good order, though it was assumed the ships would be crushed by encroaching ice. The crew of the Resolute, and the other crews, made it safely back to England. And it was assumed the ship would never be  seen again. Yet, a year later, an American whaler, the George Henry, saw a vessel drifting on the open ocean. It was the Resolute. Thanks to its astoundingly sturdy construction, the bark had withstood the crushing ice. After breaking free during a summer thaw, it somehow drifted a thousand miles from where it had been abandoned. The crew of the whaling ship managed, with great difficulty, to sail the Resolute back to harbor in New London, Connecticut, arriving in December 1855. The New York Herald published an extensive front-page story describing the Resolutes arrival at New London  on December 27, 1855. The British government was informed of the find, and accepted that the ship was now, according to maritime law, the property of the whaling crew who had found her on the open ocean. Members of Congress became involved, and a bill was passed authorizing the federal government to purchase the Resolute from the private citizens who were its new owners. On August 28, 1856, the Congress authorized $40,000 to purchase the ship, refit it, and sail it back to England to present to Queen Victoria. The ship was quickly towed to the Brooklyn Navy Yard, and crews began restoring it to seaworthy condition. While the ship was still quite sturdy, it needed new rigging and sails. The Resolute sailed from the Brooklyn Navy Yard on November 13, 1856, bound for England. The New York Times published an article the following day which described the extreme care the U.S. Navy had taken in repairing the ship: With such completeness and attention to detail has this work been performed, that not only has everything found on board been preserved, even to the books in the captains library, the pictures in his cabin, and a musical-box and organ belonging to other officers, but new British flags have been manufactured in the Navy Yard to take the place of those which had rotted during the long time she was without a living soul on board.From stem to stern she has been repainted; her sails and much of her rigging are entirely new, the muskets, swords, telescopes, nautical instruments, etc., which she contained have been cleaned and put in perfect order. Nothing has been overlooked or neglected that was necessary to her most complete and thorough renovation. Several thousand pounds of powder which were found on board will be taken back to England, somewhat deteriorated in quality, but still good enough for ordinary purposes, such as firing salutes. The Resolute had been built to withstand the Arctic, but was not very fast on the open ocean. It took nearly a month to reach England, and the American crew found itself in peril from an intense storm just as it neared Portsmouth harbor. But conditions suddenly changed and the Resolute arrived safely and was greeted with celebrations. The British extended a welcome to the officers and crew who had sailed the Resolute to England. And even Queen Victoria and her husband, Prince Albert, came to visit the ship.   Queen Victorias Gift In the 1870s the Resolute was taken out of service and was going to be broken up. Queen Victoria, who apparently harbored fond memories of the ship and its return to England, directed that oak timbers from the Resolute be salvaged and made into a gift for the American president. The enormous desk with elaborate carvings was crafted and shipped to the United States. It arrived in a huge crate at the White House on November 23, 1880. The New York Times described it on the front page the following day: A large box was received and unpacked at the White House today, and was found to contain a massive desk or writing table, a present from Queen Victoria to the President of the United States. It is made of live oak, weighs 1,300 pounds, is elaborately carved, and altogether is a magnificent specimen of workmanship. The Resolute Desk and the Presidency The massive oak desk remained in the White House through many administrations, though it was often used in upstairs rooms, out of  public view. After the White House was gutted and restored during the Truman administration, the desk was placed in a ground floor room known as the broadcast room. The enormous desk had fallen out of fashion, and was essentially forgotten until 1961. After moving into the White House, First Lady Jacqueline Kennedy began exploring the mansion, becoming familiar with the furniture and other fittings. She discovered the Resolute desk in the broadcast room, obscured under a protective cloth covering. The desk had been used as a table to hold a motion picture projector. Mrs. Kennedy read the plaque on the desk, realized its significance in naval history, and directed that it be placed in the Oval Office. A few weeks after President Kennedys inauguration, the New York Times published a story about the desk on the front page, under the headline Mrs. Kennedy Finds a Historical Desk for President.   During the administration of Franklin Roosevelt, a front panel, with a carving of the Great Seal of the United States, was installed on the desk. The panel had been requested by President Roosevelt to hide his leg braces. The desks front panel opened on hinges, and photographers would snap the Kennedy children playing under the desk and looking out through its unusual door. Photographs of President Kennedy working at the desk as his young son playing under it became iconic images of the Kennedy era. After President Kennedys assassination the Resolute desk was removed from the Oval Office, as President Johnson preferred a simpler and more modern desk. The Resolute desk, for a time, was on display in the Smithsonians American Museum of American History, as part of an exhibit on the presidency. In January 1977, incoming President Jimmy Carter requested that the desk be brought back to the Oval Office. All the presidents since have used the gift from Queen Victoria crafted of oak from H.M.S. Resolute.

New Worlds for All History Essay Example | Topics and Well Written Essays - 750 words

New Worlds for All History - Essay Example In New Worlds for All, Colin Calloway simply referred to â€Å"new worlds† to describe the kind of culture that both Indians and Europeans developed while invasion was ongoing, changing both the invaders and the ones being invaded (â€Å"New Worlds for All† xiii). The effort of Europeans to embark on the creation of a new world was fueled by the failure of Europeans to accept the fact that the Indian population in America already set up a society even before they did. Many Europeans were not open to conform to the culture that was already there; instead, they wanted to shape it in such a way that was parallel to their culture in their homeland. Thus, the voyage towards creating a hybrid society caused Europeans and Indians to consistently have conflicts in lifestyle, workmanship, religion and etc. that resulted in wars and much bloodshed. This â€Å"New World† was created in the activity of Indians and Europeans constantly trying to prove their respective rights to settle in America and to exercise their unique cultures. In the onset of doing so, there are positive and negative implications to both cultures. One of the positive effects would be the fact that Indians were able to gain access to new tools and technology such as guns and goods which were brought by the Europeans. This helped them improve their way of life, e.g. in hunting, building, and gathering food. On the other hand, some of the negative effects would be the diseases brought about by the Europeans, which at that time, Indians and Europeans did not know the cure for, thus resulting in many deaths. Also, Europeans’ inexperience in survival and expedition led them to using up the land resources, resulting in its wastage. â€Å"Religious zeal, land hunger, and cultural preconceptions also turned American into a new and often nightmarish world for Indian peoples† (Calloway 6). â€Å"Political and diplomatic decisions rested more and more in European hands† (Calloway 115). Because of this inevitable contact between the Indians and Europeans, the New World was built. Although the activities and events of the birth of the â€Å"New World† were not anything new compared to the events in the old world, what makes it distinct was the fact that the cultures involved in the creation of it were at first defined by resistance to change, adaptation, and isolation. This is characterized by the English immigrants continuously imposing their culture on Indian people living there. However, this conglomeration of cultural activities, which was mainly seen to cause further clash of cultures, actually transformed Europeans to acquire some Indian culture in the process of conquering and confronting them (Calloway 3). These â€Å"new worlds† created had a strong influence on the development of social, economic, and political life in North America. After some time of interaction, European settlers did not notice that soon they â€Å"dressed , ate, hunted, grew corn, behaved, and even looked like Indians† as what travelers of the 18th century observed about them after they have lived with Indian culture (Calloway 4). Also, since these Europeans started to think like Indians, they started speaking their native language and intermarrying between cultures was rampant. Because of this, we can see that children born from intermarriage of these two cultures were reared with Indian customs. Both started to succumb to the other culture where Indians started to drink tea while Europeans started

CLA L10 Essay Example | Topics and Well Written Essays - 500 words

CLA L10 - Essay Example Helen of Troy left her homeland and moved to a new land with a male Paris. Medea crossed boundaries with Jason. Paris takes Helen from her husband Menelaus and travels from Sparta to Troy with her. This abduction causes the Trojan War. The contest between the goddesses and the judgment of Paris points out the cause of Helen’s abduction; Aphrodite promises to Paris that he could have Helen as a prize (Steiner, 2011). By traveling to Troy, Helen abandoned her home, her husband, and her child and broken the social boundaries of marriage. The result is disastrous for Trojans and Greeks, ten years of war, involving bloodshed and suffering, to bring Helen home from Troy. Helen’s movement destroys all Trojan husbands and perverts the wedding rituals of the Trojan women. Medea is a maiden who leaves her homeland willingly to travel over geographical boundaries to aid her hero that she fell in love with on her quests. She helps Jason to win the Golden Fleece. In Colchis. Aphrodite influenced Medeas falling in love with Jason. Medea betrays her father Aeetes and aids Jason. Like Helen, Medea is influenced by the gods. Aphrodite influences their decision to cross boundaries. Hera convinces Aphrodite to make Medea fall in love with Jason so that Jason can obtain Fleece, as Hera’s motive to eventually ruin Pelias for dishonoring her. Like Helen’s act of crossing boundaries, Medea’s traveling with Jason was also characterized by bloodshed. Medea and Helen’s movement to new lands results in the death of others. Medea murdered her brother Apsyrtus. While traveling from Colchis on the Argo, Medea aided the voyagers by killing Talos. In Iolchus, Medea kills the ruler of the city, which she is foreign to and destroys family bonds. When Jason forsakes Medea in Corinth, she kills both the princess and her father Creon in vengeance. Medea is cruelly smart than Helen and goes

Food Security Essay Example for Free

Food Security Essay As the effort to alleviate poverty and increase food security takes on new dimensions on the backdrop of increasing challenges, asset-based community development has become a key strategy. There has been a shift of focus to individual, communal and institutional asset and the capacity or potential they have in building the capacity of achieving locally defined development (Social Design, 2010). The asset-based community development strategy is based on the principle that including as many people as is possible in a development project increases the probability of the project remaining sustainable even after the experts implementing it leave it under the management of the community. The asset-based community development strategy begins by first acknowledging that the existent poverty and insufficiency in a community cannot be solved by the human, physical and intellectual assets at the disposal of the community (Social Design, 2010). It involves the mobilization of members of the community so that these assets, coupled with external investment, can be effectively utilized to improve the community’s capacity of meeting the developmental challenges that face it. In addition, there needs to be creation of awareness about alternative means of acquiring additional assets and resources. Secondly, asset-based community development should be viewed as complementary to developmental work already in progress within the community; and must be based on the traditions rooted within the community with regard to organization, community development and developmental planning (Social Design, 2010). It should be noted that not a single entity (government, the business community, civil society and the community itself) can bring meaningful development on its own, so the essence of asset-based community is to forge a working partnership between all the stakeholders to bring about improvement in sufficiency, democracy and respect to human rights (Social Design, 2010). The process must therefore be based on transparency and accountability, justice and participation. Having established this operational framework, attention is shifted on ways of mobilizing the community and the assets it has towards a clearly defined vision. The first step is mapping all the assets within the community and its local institutions (Social Design, 2010). Full mobilization in this context is only achieved after the community can address its agenda and challenges with an awareness of the resources that it has to counter the developmental challenges it faces. Second, elaborate plans should be put in place to build strong relationships within the community so that these resources can be aggregated and given a common focus towards progress. Strength and self-reliance are attributes bolstered when all members of the community are linked and actively involved in finding solutions to the challenges that face them (Social Design, 2010). The community realizes that it has a great potential than it had realized and there is a rejuvenation of hope, motivation and renewal. After relationships have been established, the assets owned within the community are mobilized towards economic development and for the purpose of sharing information. This includes the assets relegated due to lack of information on how to harness them or lack of the applicable technology. The community is then convened as a unit to participate in the development of a vision and the plan to achieve it. As said earlier, the assets and resources within poor communities are not sufficient. Asset-based development strategies need therefore to leverage outside resources to support them; and after all these steps have been taken, the community is on its way to self-sufficiency (Social Design, 2010). Sustainable livelihoods frameworks (SLF) Sustainable Livelihoods frameworks provide a basis for poverty analysis so that policies, programs and projects designed to reduce poverty can be specifically tailored to meet developmental challenges facing a community (Ludy Slater, 2008). Through SLFs, a coherent approach to the analysis of economic challenges can be performed, leading to the identification of suitable intervention and the timetable for these interventions. SLF implementation are founded on analyzing livelihoods, risks and vulnerabilities of individuals, households and the community so that key drivers of poverty and their remedies can be established (Ludy Slater, 2008). Sustainable livelihoods frameworks are centered on people and their capacity to mobilize the natural, human, social and financial assets at their disposal in response to opportunities and risks so that the quality of life can be improved. An emphasis is laid on strengths rather than weaknesses, and the strategy is to make targeted people have the awareness that they have the assets and the potential to utilize them in pursuit of livelihood goals (Ludy Slater, 2008). SLF implementation is multidimensional and aims at first identifying the constrictions standing in the way of individuals and households and analyzing the same to yield the opportunities that may arise therein; developing specific but diverse strategies to empower the people to pursue paths towards securing their livelihoods. SLFs focus on each target’s individual strategy for socio-economic development and therefore favor full participation and multidisciplinary approach at different levels (Ludy Slater, 2008). They thus are flexible to organizations planning specific interventions to poverty and allow focus to be on the elements within a society most likely to face developmental challenges. Entrepreneurial ideology in rural project Entrepreneurship has been identified as a very strategic intervention for accelerating development in rural areas. It creates employment, prevents rural unrest and leads to the creation of wealth at the local level reducing dependency especially for women and other marginalized people (FAO, 1997). There is acceptance that entrepreneurship in rural areas by itself cannot achieve development; so the emphasis of this ideology is the creation of an environment that makes entrepreneurship in rural areas a viable venture. The premise of the rural entrepreneurship ideology is that diversification from subsistence agriculture holds the key to economic development (FAO, 1997). Attention is therefore paid to alternatives like the promotion of tourism and other trades like carpentry, training, retailing and sports. The genesis of rural entrepreneurship is the creation of a supporting environment through policies that establish macro-economic stability, property rights and an international outlook (FAO, 1997). The necessary inputs to the entrepreneurship process like capital, infrastructure and management training can therefore be dispatched to the rural areas as a base for establishing a vibrant economy, consequently increasing sufficiency and reducing dependency. ? References Food and Agricultural Organization, FAO. (1997). â€Å"Rural development through entrepreneurship† Retrieved on 20/5/2010 from http://www. fao. org/docrep/W6882E/w6882e02. htm#P359_61606 Ludy, E. Slater, R. (2008). Using the Sustainable Livelihoods Framework to understand and tackle poverty. Swiss Agency for Development and Cooperation. Social Design. â€Å"Asset-Based Community Development† Retrieved on 19/05/2010 from http://www. socialdesign. org/assets/development. html

Racial Preferences and the Constitution Essay -- Supreme Court Race Es

Racial Preferences and the Constitution The Constitution has survived two World Wars, a Civil War, and even slavery. This piece of paper was written to limit government in our lives and proclaim our rights as individuals. Through the course of time, Amendments have been added to aid in current events that were not foreseen when the Constitution was originally written. Sixteen presidents after the Constitution was written, slavery was abolished and the Thirteenth Amendment was passed.. Three years later came the Equal Protection clause in the Fourteenth Amendment and two years after that, the Supreme Court addressed voting rights in the Fifteenth Amendment.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The decisions in Plessy and Brown are similar because of how the decisions affect the group instead of the individuals. The Court is continually ruling in regard to race instead of the individual. If the Constitution is truly color blind, then we would not have these distinctions between classes when the rulings are made. Each ruling by the Court should be done on an individual basis and by the merits of that particular individual instead of the color of ones skin. The only reason the court rules in favor of Brown is because the implications go beyond just the individual affected, the ruling will affect the entire black race. The effects of the Brown case go a lot further than the immediate case.   Ã‚  Ã‚  Ã‚  Ã‚  After the states had failed to integrate blacks and whites in society, the Federal Government stepped up to end this atrocity. For years and years citizens in each state have attempted to forgo the three Amendments mentioned previously. In each case the Courts have attempted to use Harlan's dissenting opinion in Plessy as their guide to uphold this "color blind Constitution."   Ã‚  Ã‚  Ã‚  Ã‚  In recent cases concerning racial preferences, the Supreme Court, largely under the leadership of Justice O'Connor, has articulated a new doctrine concerning the constitutionality of governmental racial classifications under the equal protection clause of the Fourteenth Amendment. The Court has determined, after twenty five years of debate, that the most stringent standard of review applies to all such classifications, even those intended to benefit rather than to burden historically disadvantaged minorities. This standard has been applied to racial preference programs in employment, state and federal ... ... Bakke v. Regents of the University of California also previously mentioned. In each case we are dealing with issues that supposedly were put to a halt with the 13th, 14th, and 15th Amendments. The Constitution continues to help some people and hinder others. Still over a hundred years later, we are still having conflicting results and are still referring to Harlan's dissenting opinion about a color blind Constitution.   Ã‚  Ã‚  Ã‚  Ã‚  Every time the Supreme Court rules in favor of one thing the equal protection pendulum swings the other way just enough to inflict color on this color blind Constitution. Will the Constitution ever be color blind? One day when every race is mixed together and no one can claim that they are solely of one particular ethnic origin is when this color blind Constitution will occur. There are too many prejudice groups in society to say that the Constitution will soon be clearly color blind. I think the Supreme Court has an intent to make color blind decisions without understanding the inevitable outcome. The pendulum has to be in the middle for a color blind decision to be made. Any time you make an exception for one group, there is another group being affected.

A Clean Well-Lighted Place

A Clean Well-Lighted Place is among one of the many literary masterpieces of acclaimed writer, Ernest Hemingway. It is very characteristic of his writing style that contains deeper undertones than how they are presented. It suggests more complex meanings and perceptions about universal subjects like life and religion and may possibly be reflective of Hemingway's life in particular.This is a story about three characters who were in a cafe and have exchanged a few dialogues. The simplicity of how the story was written and it's short length definitely stirs the emotions of the readers. It cultivates interest on the concealed meanings in the different exchanges and manner of the characters. It may seem somewhat vague and does not elaborate on the details making it all the more enticing as much as it is frustrating.Take for example, details which concerns the old customer. Not much detail with regards to his act of committing suicide was included. Information on the reasons why he lost hi s wife was also omitted which might have been very useful in interpreting the man's reasons for doing an act that would end his life. This deliberate attempt by the author to conceal some points in the story keeps the reader in question about the authorial intention behind this presentation.In the analysis of the story's writing style, one can assume that the authorial purpose in his work is to amplify a certain idea that will contribute to the fullness of the story's theme. It aims to invite a sense of introspection that is important in understanding the concept of the story as well as looking within to futher realize the truthfulness of the story's relevance when applied to real life.Though the characters are only minimal, they are very much representative of the group that the author would like to emphasize. The old man as well as the older waiter represents the older generation and the young waiter is characteristic of the young generation. Both the waiters are having a conversa tion referring to the old man that is their customer.They are both referring to something that everyone will have to undergo — old age. Their different views and thoughts about the old man is different and contrasting, like the idea that the old waiter presented. He says that a wife would do the old man good which the younger waiter disagrees to. The old waiter also shows compassion and patience to the old man and even arguing with the young waiter about letting the old man extend.The young waiter reacts as would young persons usually do, be irritable and make rude remarks about the old man which they do not realize will be an eventuality for them in the future. The older waiter on the other hand, probably realizing that he is aged as well, exhibits a more emphatic manner when it comes to the old man. As the story develops, the characters also develop in a sense that contributes to the theme of the story.The old waiter soon evolves into a character very similar to the old man . The turning point of his character was when he said the following lines, â€Å"Each night I am reluctant to close up because there may be some one who needs the cafà ©.†This act of generosity simply shows that he can relate to all those who need refuge during the night and those who need a clean and well-lit place to stay. This is also evident in his act to mask his real problem by making himself believe that he has insomnia which a lot of people suffer from. He intends to make it seem that he is suffering from something that is common instead of suffering from a deeper ailment of the heart and the emotions.

Roles of Human Resource in Managing Employee Expectation

ROLES OF HUMAN RESOURCE IN MANAGING EMPLOYEE EXPECTATION INFLUENCE THE SUCCESS OF MERGER & ACQUISITION By KASMARIZA KASSIM A project paper submitted to Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia in fulfilment of the Requirements for the degree of Master of Human Resource Management 1 TABLE OF CONTENT TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES ix xiii xiv CHAPTER 1 : INTRODUCTION 1. 1 1. 2 1. 3 1. 4 1. 5 1. 6 Background Study Problem Statement Research Questions Research Objectives Significant of Study Definition of Terms 1. . 1 1. 6. 2 1. 6. 3 Employee’s Expectation Leadership Communication 1 2 4 5 6 7 7 7 8 2 1. 6. 4 1. 7 1. 8 1. 9 Commitment 8 9 9 9 Scope of Study Assumptions Structure of the Study CHAPTER 2 : LITERATURE REVIEW 2. 1 2. 2 Introduction Evaluation of Merger & Acquisition 2. 2. 1 2. 2. 2 2. 2. 3 2. 2. 4 2. 3 2. 4 2. 5 Pre-Deal Due Diligence Integration Planning Implementation 11 11 12 13 13 14 17 18 19 Evaluation of Employee Expectations The Importance of Managing Employee Expectation Evaluation of Strategic Human Resource Management in M&A 2. 5. 1 2. 5. 2 2. 5. 3 2. 6 2. 7 2. 8 Leadership by Human Resource Communication by Human Resource Commitment by Human Resource 21 22 24 25 26 26 Research Model/Framework Research Hypothesis Development Conclusion CHAPTER 3 : METHODOLOGY 3. 1 3. 2 Introduction Research Design 3. 2. 1 3. 2. 2 3. 3 3. 4 3. 5 Type of Study Unit of Analysis 27 27 28 28 29 30 31 Population and Sampling Procedure Data Collection Procedure The Measurement 4 3. 6 3. 7 3. 8 Questionnaire Design Data Analysis Techniques Conclusion 2 33 35 CHAPTER 4 : FINDINGS 4. 1 4. 2 4. 3 4. 4 4. 5 Introduction Overview of Collected Data Respondents’ Profile Reliability Analysis Major Findings 4. 5. 1 4. 5. 2 4. 6 4. 7 Pearson Correlation Coefficient Multiple Regression 36 36 36 39 40 40 42 45 45 Summary Findings Conclusion 5 CHAPTER 5 : DISCUSSION AND ANALYSIS 5. 1 5. 2 5. 3 5. 4 5. 5 5. 6 Introduc tion Discussion Limitation of Study Recommendations for Future Research Theoretical and Practical Implication Conclusion 46 46 50 51 51 52REFERENCES APPENDIX A : Questionnaire APPENDIX B : Frequency Analysis APPENDIX C : Descriptive Statistics APPENDIX D : Reliability Analysis APPENDIX E : Correlations Analysis APPENDIX F : Regression Analysis 53 58 63 66 76 77 78 6 LIST OF TABLES Table 3. 1 : Table 3. 2: Table 3. 3 : Table 3. 4 : Table 4. 1 : Table 4. 2 : Table 4. 3 : Table 4. 4 : Table 4. 5 : Table 4. 6 : Sample Breakdown Likert-Scale Measurement Items Questionnaire Layout Response Rate Respondents’ Profile Reliability Analysis Inter-Correlations of the Major Variables Results of Regression Analysis Summary Findings 30 31 31 32 37 37 38 41 43 44 LIST OF FIGURES Figure 2. 1 : Figure 2. 2 : Merger & Acquisition Life Cycle Comparison of Where HR Playing A Lead Role in very Successful Deals vs. Less Successful Deals 15 21 Figure 2. 3 : Research Framework 25 8 CHAPTER 1 INTRODUC TION 1. 1 Background of Study. Merger and acquisition (M&A) has certainly become the mechanism for companies to respond to the demands of the business world. It has been since several years, a main topic for strategic literature, since its advantages in its right use can be estimated in high levels of competitive advantages for companies.Companies that are facing changes in their organizational structures through a M&A, present important modifications in the processes, politics, values and frame of references. Each participant of this processes either the acquiring or the acquired, have to face different process and challenges. Clearly, both companies are affected part of their identity and way of doing things. The challenges of this adaptation are more evident when the difference of core business between the both companies is more obvious. Therefore, the kind of industry is a fundamental element to understand the transition.First of all, some fields are more appropriate to realize an M&A, for instance, industries, where the economy of scale is very relevant, and much easier to be understood in term of economy. Moreover, if the companies are complementary in their own business, synergies are most likely to be reached in terms of marketing, finances and organizational goals which make it a â€Å"natural† growing process. 9 Through the last century, companies paid more attention to the three following mindsets: strategy, economics and finance.Nevertheless, these last years, it has seen the emergence of a fourth mindset, as human factors to achieve a perfect integration of both companies. Though M&A process is regarded to be an integral organizational change, but the human component often appears to be the determinant element to succeed or fail (Parra, 2006). This is because people are susceptible to fear modification in their environment; therefore the implementation has to be executed with clear and structured plan in order to diminish possible resistanc e. To manage M&A process efficiently in the best conditions is very far to be easy.If some barriers are perfectly identifiable such as human costs of scale, weak innovation and so forth, there are others more niggling to identify and measure like the invisible structure of mindsets. For all of these reasons, an important and deep study has to make before the bargaining of M&A (Parra, 2006). 1. 2 Problem Statement The M&A is an ongoing process. This means that the operation runs from the moment the company is interested by another one until and after the achievement of the M&A. For instance, a number of M&A succeed in the long run, often after a long period of time.This illustrates that M&A process is always running, even 10 before the bargaining of transactions independently of the need or circumstances that surround the process. The M&A process has to launch and develop through companies integration. This is highly oriented toward the management of people and the strategies develop ed to incorporate them into the new vision and philosophy that the company will create with the merger. This stage of the process represents the problem that will be analysed, described, and explained in this study.Though integration and its success depends on many factors like corporate culture compatibility, corporate size and dimensions, management style and, ability to communicate effectively, another vital issue to acknowledge is the appropriate environment throughout the whole process of M&A where human talent is involved. This cannot be realised without the assistance and involvement of human resource. Having said, the M&A strategy should be driven by human resource. It is inevitable that human resource play vital role in the human side of the M&A process especially managing employee expectation.There are literally hundreds of reasons why the M&A failure rates are so high and many have been traced was due to the exclusion of human resource professionals in the pre-deal planni ng phase. Human resource only function to the last minute inclusion after the transaction has closed. This is a classic case of â€Å"too little, too late† (Clemente & Greenspan,1999). 11 In order to obtain a better insight of the situation above described, this thesis project addresses its focus on studying the transition process in a M&A developed by two giant oil and gas service providers in Malaysia; SapuraCrest Petroleum Berhad and Kencana Petroleum Berhad.Some factors will structure the analysis of this investigation such as employee expectation, leadership, communication & commitment. Most importantly, this thesis will look into the factors that influence the M&A success through human resource initiatives by focusing on the employee expectation. The initial and basic assumptions of this investigation is being able to explain and analyze how human resources initiatives and leading roles, being the most important dimension in M&A process could be considered to have the m ost impact to the success or failure of the integration .This is critical since the merger between SapuraCrest Petroleum Berhad and Kencana Petroleum Berhad has triggered issues in oil & gas industry. The involvement of risk and massive investment made so far by both companies, are the key reasons why this M&A cannot afford to accept failure as the closure. 1. 3 Research Questions This research will initially be guided by these questions: 12 RQ1- Is there any significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A?RQ2 – Will there be any relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A? RQ3 – Will human resource strategic roles in terms of commitment contribute in managing employee expectation towards the success of M&A? 1. 4 Research Objectives There aren? t many studies on the relationship between the empl oyee expectation and strategic human resources in the case of M&A. However, the main objective of this study is to determine which amongst the variables contributes most to the success of M&A.They are addressed by specific objectives such as: RO1 – To determine significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. RO2 – To examine the relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A. 13 RO3 – To determine the relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A. 1. Significant of Study In general this research aims to promote the understanding of employee expectation after the announcement of M&A to the management, as well to explore the impact of human resources roles on the success of the integration. Even though in toda y? s rapid growth of business and the acknowledgment of the benefits gained by proceeding with M&A, it is observed that the research done was insignificant. Most M&A research preaches on corporate culture compatibility, corporate size and corporate dimension as factors contribute to the integration success.This issue needs to overcome in ensuring that the management are aware that in every M&A, there is the human side to deal with. Apparently, the most common factors cited as „keys to M&A success? are communication, cultural integration and fit, integration project planning, due diligence, leadership and talent placement and management. All of these factors are intrinsically linked to human resource. Hence, the involvement of human resource in this big step taken is vital. Since employees are the one drives the success of a company, human resource being the backbone of a company, functions to manage the employee expectation in any M&A process. 4 This study is hoped to give an insight to the management of SapuraCrest Petroleum Berhad on the awareness of the importance of human resource strategic roles in managing employee expectation towards the M&A success. Since the integration stage is still at the initial stage, it is worth getting the feedback on the employee expectation. The finding will at least assist in ensuring that the rest of the process is carried out in accordance such as cultural assimilation and placements. 1. 6 Definition of Terms For the purpose of this study the following terms are defined as follows: 1. . 1 Employee Expectation : Employees concern that transform into expectations concerning both themselves and their work group. These expectations are with respect to immediate job and employment worries to longer term status, and behavioural and cultural concerns in the „new? organization (Surkund, Purang & Gupta, 2006). In this case, the expectations reflected by the affected employees of SapuraCrest Petroleum Berhad in the proce ss of M&A. 1. 6. 2 Leadership : A process whereby ones influences others to achieve a common goals (Northouse,2001).In this case, it is referred to the management of SapuraCrest 15 Petroleum Berhad through human resource strategic role and the affected employees. 1. 6. 3 Communication : Defines as the communication transaction between individuals and/or groups at various levels and in different areas of specialization that are intended to design and redesign organizations, to implement design and contribute from day-to-day activities (Frank & Brwnell, 1989). In this case the communication is meant between the management of SapuraCrest Petroleum Berhad through human resource strategic role and the affected employees. . 6. 4 Commitment : The meaning behind commitment in the organizations appears to be shifting from a â€Å"desire to remain in, and identify with, the organization towards a highly proactive, innovative and challenging approach to work, as a mutually beneficial psycholo gical contract between organization and individual (Vinicombe, 1998). This summarise the intention definition of commitment in this study where human resource strategic role acts on behalf of the management of SapuraCrest Petroleum Berhad in ensuring commitment is offered to employees throughout the process of M&A. 6 1. 7 Scope of the Study The research is carried out on SapuraCrest Petroleum Berhad? s (SCPB) affected employees. The announcement to merge with another giant oil & gas service provider in Malaysia, Kencana Petroleum Berhad has triggered some concerns amongst the affected employees. This study is primarily designed to review the relationship between SapuraCrest Petroleum? s human resource strategic roles and employee expectation on the merger plan success. 1. Assumptions A researcher assumes that all respondent at SapuraCrest Petroleum Berhad (SCPB) answer all questions sincerely and that respondents are fully understand and aware the purpose and objectives of this stud y. Researcher also assumes that the sample in this study represents the population of organization that is going through a merger exercise in Malaysia. 1. 9 Structure of the Study This study consists of five chapters. The first chapter outlines the introduction, purpose and objectives of this study.It also touches on the research problems, questions and the significant of the study. Chapter Two discuss on review of related literature based on the research done, research model framework, and research hypothesis development. 17 Elaboration on the research design, sampling and data collection procedures, measurement & instrumentation and, data analysis techniques are outlined in Chapter Three. Chapter Four discusses on the overview of the data collected, profile respondents, reliability test, major findings, correlation analysis of variables, multiple regression and summary findings.The final chapter presents the discussion of the research done, recommendations for future research as w ell as limitation. 18 CHAPTER 2 LITERATURE REVIEW 2. 1 Introduction Chapter Two offers a literature review on issues related to M&A, employee expectation and human resource management. The development of research framework/model and hypotheses will be discussed in this chapter. Then, it is followed by theoretical framework. 2. 2 Evaluation of Merger & Acquisition Mergers and acquisitions represent the end of the continuum of options companies have in combining with each other.This combination has the greatest implications for size of investment, control, integration requirements, pains of separation, and people management issues (Doz & Hamel, 1998; Hamel, 1991; Harbison, 1996; Sparks, 1998, 1999). With the focus on mergers and acquisitions, it is important to distinguish them. In a merger, two companies come together and create a new entity. In an acquisition, one company buys another one and manages it consistent with the acquirer? s needs. However, both suffer the same predicament .The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the â€Å"2 + 2 = 5† effect (Cartwright and Cooper, 1993) 19 between two business units that will increase competitive advantage (Porter & 1985). However, the mere existence of potential synergism is no guarantee that this possibility will be realized (Cartwright & Cooper, 1993). Recent research indicates that these M&A has a negative impact on the economic performance of the new entity (Cartwright & Cooper, 1993).With the estimated rates of their success from 20-60 percent, it sure will paralyse the competitiveness in the new entity (British Institute of Management, 1986). Therefore, although M&As are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human resource planning. Consequent ly, for sustained competitive advantage to be achieved, it is imperative that the M&A be implemented from a financially and legally sound standpoint, as well as from a behavioural approach.Most mergers and acquisitions follow a four-stage process as per discussed by Schmidt & Griffin, 1993. There are the pre-deal stage, due diligence stage, integration planning stage and implementation stage. 2. 2. 1 Pre-Deal Based on its growth strategy, the acquirer searches for an appropriate target or partner, assesses potential targets and develops a plan for executing the deal. This first phase involves searching for suitable entities for M&A. During this phase it is usually done to develop a set of criteria for the selection of a suitable 20 entity.In this early phase the organization defines its objectives and desired outcomes of the merger or acquisition and searches for suitable entities. This often involves extensive research and gathering of market intelligence to access the potential of suitable candidates. 2. 2. 2 Due Diligence After making the offer, the acquirer ensures that the deal is strategically and economically sound and has a high likelihood of success. Thorough, detailed execution of this stage is critical. Once a suitable entity has been identified, usually the next step is to make an offer to acquire or merge with the new entity.This offer is usually made conditional on the completion of the due diligence. During this second phase, a review of the new entity is undertaken to ensure the soundness of the deal and to access any risks involved with the completion of the deal. During this phase the organization will typically review the financial statements, strategies, business plans, resources and operations of the entity to confirm their assessment of the commercial suitability of the deal. Often many transactions do not go beyond this phase because the due diligence highlights the inappropriate risks associated with the deal. 2. 2. Integration Planning The acquirer creates a comprehensive plan for integrating the two organizations. This stage takes place within the first 100 days of the decision to 21 merge and can begin during due diligence if both sides believe the deal will go forward. The detailed plans, milestones and activities are developed to ensure the successful implementation of the deal. This phase is often conducted under very tight time frames and requires extensive and detailed involvement from experienced personnel. Detailed project management plans are established to ensure the smooth implementation of the deal. 2. 2. Implementation The final stage builds on all the planning that has gone before. Implementation can take months or even years to complete, depending on the complexity of the deal and the size of the merging companies. This phase requires the execution of the detailed planning conducted in phase three. Again, this phase is usually conducted under tight time frames and requires the execution of many co mplex plans simultaneously. Strong project management skills are required during this stage. The implementation phase is very visible to, shareholders, staff, clients and competitors and is conducted under tremendous scrutiny of these parties.However, according to the study carried out by the Ministry of Manpower Singapore (2003) there should be another stage that sums up M&A process. This neglected final stage is known as evaluation. The final phase requires reviewing the performance of the new entity to ensure that a successful integration has been completed and that the objectives of the M&A have been achieved. Performance of 22 the new entity is assessed against the original objectives determined in the pre deal phase. Figure 2. 1 Merger & Acquisition Life Cycle Source : The Ministry of Manpower Singapore,2003 There are numerous reasons for companies to merge or acquire. Some of the most frequent include: ? ? ? ? ? ? ? ? ? Horizontal mergers for market dominance; economies of sc ale Vertical mergers for channel control Hybrid mergers for risk spreading, cost cutting, synergies, defensive drivers Growth for world-class leadership and global reach Survival; critical mass Acquisition of cash, deferred taxes, and excess debt capacity Move quickly and inexpensively Flexibility; leverage Bigger asset base to leverage borrowing 23 ? ? ? ?Adopt potentially disruptive technologies Financial gain and personal power Gaining a core competence to do more combinations Talent, knowledge, and technology Hence, M&A are supposed to create new, stronger organizations, but history shows that such combinations often fall far short of expectations. Every M&A promises to create value from some kind of synergy, yet statistics show that the benefits that look so good on paper often do not materialize. The result, more often than not, is value destruction. The literature on M&A indicates that failure rates typically range from 50 to 70 percent or even higher.A Business Week (2004) s tudy of megamergers conducted between 1998 and 2000 found that in more than 60 percent of the cases, shareholder value was destroyed. Why do so many corporate combinations that looked like such great opportunities end up in disaster? Recent research suggests that contrary to common belief, it is not poor strategic fit that most often causes M&A to fail but poor execution. The errors can be seen, for example, in instances of insensitive management, lack of trust building and communication, slow execution, power struggles, or a leadership vacuum following the deal.Even with this kind of information, most corporate combinations still place special emphasis on the strategic and financial goals of the transaction, whereas the cultural and people implications rarely receive as much attention. 24 2. 3 Evaluation of Employees Expectations in M&A Mergers between different organizational entities have been a widespread phenomenon during the past decades. Our newspapers abound with stories abo ut organizations in the process of merging their activities. It is expected that approximately one in three employees will face a merger or acquisition in their working ife (Hubbard, 1999). In the past decades, many works, both academic and business, have been dedicated to this phenomenon, and the reasons for merging and the actual implementation have both been described extensively (Cartwright & Cooper, 1993). The issues under investigation have initially concerned the strategic, financial, or operational side of mergers. However, even thoroughly planned mergers often fail to materialize and much of the variance in the prediction of merger failure remains unexplained (Amiot, Terry, & Callan, 2007). Many companies believe that M&A are a key means for growth.By combining, companies may gain market share, new markets, a wider range of product offerings, control over the supply chain, and cost efficiencies. It isn? t just being bigger that matters. Employees may not always agree with t he merger rationale, but their understanding of it guides decisions and actions, motivates them to devote the energy and time to changes, sustains their performance and retention during the merger, and develops an enthusiasm for a better future (Walker & Price,2000). 25 Merger announcements should not simply be a cliche.Stating that the merger will enable us â€Å"to become more competitive globally† or to â€Å"become the technology leader in our industry† says very little to employees. Beyond increased shareholder value, an acquiring company should define specific benefits expected and how they will be realized (Walker & Price,2000). A focus on the â€Å"human side† of mergers could therefore be valuable. Human dynamics become even more relevant with the growing trend toward related combinations which involve a great extent of people integration (Cartwright & Cooper, 1996).The human side of mergers has been examined according to a variety of perspectives and t heories such as expectations in certainty on the future direction of the company, departure of key personnel, cultures clashed, job Security and morale (Cartwright & Cooper, 1996). 2. 4 Importance of Managing Employee Expectation An estimate by Davy et. al (1998), blames â€Å"employee problems† as being responsible for one-third to one-half of all M&A failures. Therefore, the underlying causes of employee resistance need to be studied carefully because their understanding has the potential of improving merger planning outcomes.Managing employee expectation is crucial as it leads directly to the success of merger. This is very much related to the importance of employees? engagement. According to Harter, Schmidt and Hayes (2002), a highly engaged employee will 26 consistently deliver beyond expectations. Employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt (2010), a consulting company has proved that there is an intrinsic link between employee engagement, customer loyalty and profitability.As organization going globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employee to provide them with an organizational â€Å"identity† (Vazirani, 2007) All those who are involved with the M&A process should take into consideration the human expectations. They should be able to understand human attitudes and behaviours in order to manage the expectations. Given the magnitude and importance of the employees? sychological reactions on the merger outcome, it is very important to understand the sources of this stress and the way it affects the organization in order to be able to reduce employee resistance as a way to maximize synergy realization (Moran, 2005). 2. 5 Evaluation of Strategic Human Resources Management in M&A Given the increased importance of people issues in an M&A transaction, it? s somewhat surprising that survey results conducted by Towers Watson (2008) shows that human resource function tends to be only peripherally involved in much of the M&A process. It? not until the planning and implementation phase of the acquisition that human resource plays a more predominant role, with 38% of 27 respondents saying that they? re brought to the leadership team at the integration planning stage and 35% of respondents saying they have a leadership role during the integration implementation phase. There is evidence to suggest that bringing human resource to the leadership team earlier in the acquisition makes sense it is interesting to note that very successful dealmakers appear to involve human resource in more aspects of the deal than others.The data shows that a small number of very successful dealmakers chose to involve human resources a lot earlier in the process. For example, 17% of very successful dealmakers involved human resource in the due diligence phase with some involving their human resou rce function in the target evaluation phase. It is believed this may be an appropriate response to the impact of people issues in affecting long-term deal success. Figure 2. 2 : Comparison of Where HR Playing A Lead Role in very Successful Deals vs. Less Successful DealsSource : Canadian Financial Executive Research Foundation, 2010 28 If one assumes that human resources is the unit best equipped to help the new company manage the people-related issues of a merger, the next step is to look at how human resource functions during a merger or an acquisition. According to Schmidt & Griffin (2002), below are strategies that should be taken or at least considered by human resources in dealing with M&A process : 2. 5. 1 Leadership by Human Resources The greater the frequency and magnitude of change, the more important leadership and culture become.Leadership holds it all together. It is a make or break function (Arian, 2007) He confirms that leadership is the most important driver of emplo yee engagement. During periods of transition and disruption, employees look first to leaders for guidance about how to react and behave, for motivation, and for focus. Experience shows that what leaders do during mergers and acquisitions has a significant impact on how employees of both organizations react and promote a sense of community and purpose. Positive employee perception of leaders is crucial to successful change.Employees want to believe that leadership cares about them. When employees are convinced that leaders genuinely do care about them, they become more open and willing to make necessary transitions (Arian, 2007). Companies that foster a high degree of leadership visibility and involvement during M&A instil a supportive organizational culture with a better than average chance of success (Olson, 2007). Leaders set the priorities and create the positive business 29 momentum and discipline required during M&As.They instil in employees the necessary level of commitment, e ngagement, confidence and comfort to work through difficult transitions. Leaders, who by their statements and actions inspire a shared sense of purpose, coherence, community and trust, enable employees to focus and remain highly engaged during M&As and post-merger integration. Establishing and sustaining cultural alignment during the first 100 days is particularly important in shaping the newly formed organizational culture and employee perceptions of it. Leadership intervention is a critical symbol of the new organizational culture (Olson, 2007).Strong leadership and maintaining energy for change among employees are the two principles of success that reinforce each other when executed well (McKinsey, 2008). Only human resource truly has its fingers on the pulse of the acquired employees. Only human resource can shape the organizational mindset that will move the merged firm forward in the marketplace. Therefore human resource must take a leadership role in these most important area s. 2. 5. 2 Communication by Human Resource It is well accepted that communication is the key tool within any changes (kanter, Stein & Jick, 1992).Any failure to communicate leaves employees uncertain about their future and will lead them to seek other means to reduce this uncertainty, such as reliance on rumours and other means of informal 30 communication which are not an effective means in reducing anxiety (Rosnow, 1988). This is because it tends to focus on negative and inaccurate information. Buono and Bowditch (1989) mention that, during mergers and acquisitions activity, â€Å"rumour mills and the grapevine work overtime, leading to more anxiety and, in many cases, counterproductive behaviours.Often based on fears rather than reality, these rumours can significantly exacerbate employee anxiety, tension and stress†. This anxiety and uncertainty are usually leading to dysfunctional outcomes. The extensive literature on managing communication in periods of organisational c hange and merger, shows that frequent and honest communication to staff about the merger has a stabilising effect (Ashkenas et al. , 1998). The literature suggests communication strategies serve to reduce uncertainty, but also acknowledges that staff are frequently sceptical about management messages.Furthermore, it is evident that such scepticism is not misplaced in times of change where futures are uncertain and directions are evolving. Procedural justice research emphasises the importance of two-way communication, in which both management and employees can voice their opinions, concerns, desires and provide information. Research shows that employee opportunity to voice an opinion results in the process being perceived as fairer, although this is negated if that opinion is perceived to be ignored by the decision maker (Citera and Rentsch, 1993).With all concerns mentioned earlier, clear communication is the tool to ensure their anxiety is entertained. The primary goals of post mer ger 31 communications should be to inform, and more importantly to inspire! The best median will be none other than human resource as the intermediary. 2. 5. 3 Commitment Another crucial human resource role is helping employees cope with change. It has far-reaching consequences, including maintaining productivity, stemming the loss of key talent and smoothing the integration of the two cultures. Change can be particularly difficult for employees involved in a M&A, especially those who work for the target.Unanswered questions about job security, relocation and new reporting relationships, spawn rumours, anxiety, resentment and the loss of top talent, who can most easily find jobs elsewhere. All this can lead to lower productivity and diminution of a company? s intangible assets. In the growing world of global financial services mergers, these issues take on heightened importance (Schmidt & griffin, 2002). Exhibiting commitments to the employees in the light of merger is essential. Th ings rarely remain the same in the wake of a major transaction.Roles and responsibilities change. Employees are normally re-assigned or worst case scenario, terminated. New policies and new procedures are adopted. Employees must be aided and psychologically prepared, to accept the changes that are inevitable. They must be made understand that additional changes may have to be enacted in the future as the integration process moves through its various stages. Helping employees to 32 accept and understand change is a commitment by human resource where it will accelerate the process and minimize the pain associates with the uncertainty. . 6 Research Model/Framework Based on the literature discussed earlier, the following research framework has been developed as a model for this study. This research model is designed to identify the relationship between dependent variable of employee expectation and three independent variables of human resources strategic roles. Based on the literature r eview presented, further investigations on the relationship among the variables are accomplished. The model framework is as per illustrated in Figure 2. 3 below. Figure 2. 3 : Research FrameworkDEPENDENT VARIABLES Leadership Communication Commitment H1 H2 H3 DEPENDENT VARIABLES Employee expectation towards M&A success 33 2. 7 Research Hypotheses Development From the model in Figure 2. 3, three (3) hypotheses are developed as below: H1) There is a significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. H2) There is a relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A.H3) There is a relationship between human resource strategic roles in terms of commitment and employee expectation towards the success of M&A. These hypotheses had been tested using appropriate data analysis technique. 2. 8 Conclusion This chapter has presented a review of literature that focused on the employee expectations and how human resource strategic roles could assist in managing them subsequently ensuring the success of merger & acquisition. Research framework has been developed to see the significant relationship between employees? expectation and human resource Strategic roles.The following chapter describes in details of the procedures and methodology used for data collection and analysis for this paper. 34 CHAPTER 3 METHODOLOGY 3. 1 Introduction This chapter provides the methodology use in this research to study the significant relationship between the independent variable and the dependent variables. This chapter begins with research design, population and sampling procedures, data collection procedures and data analysis techniques. 3. 2 Research Design A research design is a master plan explaining the methods and procedures for collecting and analyzing the information.The design is to ensure that all of the information gath ered are appropriate for solving the problem (Zikmund, 2003). Research design offers critical choice points to carry out the research. It outlines the details or the necessary procedures in carrying out the research. This research intends to investigate the relationship between independent and dependent variables, as well as it offers a platform for hypothesis testing. According to Sekaran (2006) studies that engage in hypothesis testing usually explains the nature of certain relationship. 35 3. 2. Type of Study The method used to analyse data was carried out using quantitative survey where the researcher measured the phenomena under investigation with the use of statistical analysis of raw data collected from a structured questionnaire. It used various statistical tests and Statistical Package for Social Science (SPSS) to interpret the results of data. The study will be carried out specifically among affected employees at SapuraCrest Petroleum Berhad. 3. 2. 2 Unit of Analysis The u nit of analysis refers to the level of aggregation of the data collected during the data analysis (Sekaran, 2000).The problem statement of this study focused on how the success of merger is significantly influence by the relationship between strategic roles of human resources and employee expectation. Data was collated from individuals working at SapuraCrest Petroleum Berhad. The approach to this study was a survey study where data was generated via distributing questionnaires. Affected employees had been asked to furnish and answer the questionnaire to the problem statement of this study; evaluate the existence of relationship between human resource strategic roles and employee expectation. 6 3. 3 Population and Sampling Procedure The samples at SapuraCrest Petroleum Berhad are selected using the simple random sampling technique. The simple random sampling method is chosen because every element in the population has a known and equal chance being selected as the sample. According t o Sekaran (2006), simple random sampling has the lease bias and offered the most generalization. In order for this research to become more reliable, it is important to have the right sample size. The population of this study cover all affected employees in SapuraCrest Petroleum Berhad.Affected employees are defined as the first cohort joining the new entity. Due to tight time frame of the thorough implementation process of M&A as well as the business and operations requirement, the management has decided to implement the merger in phases. It started off with all employees that are hired directly under SapuraCrest Petroleum Berhad cost centre. There are 134 employees all together. The rest of the 1466 employees are hired under business unit cost centres. Due to the operations requirement these employees will not be affected immediately. The second phase will only commence 8 months later.The reason why only this population chosen is very much aligned to the significant of this study a s per mentioned in Chapter One. Out of 134 affected employees, the random sample of 100 employees is identified via Raosoft Sample Size Calculator with 5% margin error and 95% tolerance of confidence level. 37 Below is the breakdown of the 100 participated employees Table 3. 1: Sample Breakdown Category/ Job Grade Tea Lady & Driver (DO & OA) Non Executive (G1-G3) Admin & Secretary (S1-S4) Executive (E8-E6) Middle Management (E5-E3) Senior Management (NG-E2D) Management TechnicalNon-Technical 4 6 7 6 22 20 4 15 13 3 3. 4 Data Collection Procedure The major approach in generating data for this study is through questionnaires which intended to measure employee expectation towards merger & acquisition. The survey is conducted at SapuraCrest Petroleum Berhad. The questionnaire was distributed to 100 employees both via email as well as hard copy extended by hand. The respondents were given 1 week to respond to the survey. 38 3. 5 The measurement The major measures for this research are em ployee expectation, leadership, communication and commitment.Participants are required to respond to all questionnaire items for measures using a five-point likert scale. Two scales are used in this research. First is nominal scale, specifically for Section A. Likert Scale is used for Section B, C, D and E. The scale below show the measurement used in Likert-Scale scoring from 1 to 5 (Sekaran, 2003). Table 3. 2: Likert-Scale Strongly Disagree 1 Uncertain Uncertain Agree Strongly Agree 5 2 3 4 Source : Sekaran, 2003 Responses on items for each measure are averaged to form an overall score such that higher scores indicated a higher standing on the measures.The items for each of the measures are given in the Appendixes. Table 3. 2 outlines the measurement items. Table 3. 3: Measurement Items Variables Employees Expectations Items 5 Scales Five-point Likert Scale Sources Adopted from Clemente & Greenspan (1999) 39 Leadership 5 Five-point Likert Scale Adopted from Avolio, Gardner & Walum bwa (2004) Adopted from Cartwright & Cooper (1993) Adopted from Allen & Meyer (1990) Communication 5 Five-point Likert Scale Five-point Likert Scale Commitment 7 3. 6 Questionnaire Design The questionnaire consists of five (5) sections.The first part contains information regarding respondent? s demographics features which include age, gender, academic qualification, job grade, length of service and job classification. The second part of the questionnaire consists of questions on employee expectation, which subsequently followed by leadership, communication and commitment in that order. Table 3. 4 : Questionnaire Layout Sections A Variables Respondent Background: ? Age ? Gender ? Academic Qualification ? Job Grade ? Length of Service ? Job Classification Employee Expectation Leadership Items 6 B C 5 5 40 D ECommunication Commitment 5 7 3. 7 Data Analysis Techniques The first step in statistical analysis involved physically going through all the completed questionnaires page by page a nd browsing through them in order to understand the responses. Raw data, as per written in the questionnaire will be coded for analysis purposes by using Statistical Package for Social Science (SPSS) Program. The analysis of data begins with reliability test for the scales through Cronbach? s Alpha. The Cronbach Alpha testing is used due to well accepted reliability test tools applied by social researcher (Sekaran, 2005).Cronbach? s Alpha reliability analyze that the closer Cronbach? s Alpha is to 1. 0, the higher the internal consistency reliability (Cronbach, 1946). Cronbach scale analyzes: I. II. III. reliability less than 0. 6 is considered poor reliability in the range 0. 7 is considered to be acceptable reliability more than 0. 8 is considered to be good Secondly, in order to determine whether there are significant relationships among the independent and dependent variables, Pearson Correlation 41 Coefficient analysis was carried out.The scale model suggested by Davies (1971) is used to describe the relationship between the independent variables and the dependent variable, as shown below: I. 0. 7 and above – very strong relationship, II. 0. 50 to 0. 69 – strong relationship, III. 0. 30 to 0. 49 – moderate relationship, IV. 0. 10 to 0. 29 – low relationships and V. 0. 01 to 0. 09 – very low relationship. Thirdly, Multiple Regression Analysis was conducted to exam which among the three independent variables is the most important variables in exhibiting employees? xpectation. According to Sekaran (2005), the correlation coefficient, R, will indicate the strength of relationship between two variables and it will also show how much of the variance in the dependent variable will explain when several independent variables are theorized to simultaneously influence it. Besides that the square of multiple, R2 is the amount of variance which will explain the dependent variable by the predictors. Beta value ( ) is used to identify the most important variables. This is known as Multiple Regression. 42Finally, frequency distribution is being carried out to obtain a count of number of responses associated with different values of one variable and to express these counts in to percentage terms 3. 8 Conclusion This chapter discussed the research method proposed for this study by presenting the theoretical framework and research hypothesis. Aside to that, it also includes the discussion of sampling design, data collection, questionnaire, measurement and data analysis. 43 CHAPTER 4 FINDINGS 4. 1 Introduction This chapter outlines the results of data analysis obtained based on data collected from respondents.The main purpose of this research is to study the relationship between the independent variables of HR strategic roles namely leadership, communication and commitment with the dependent variable which is employee expectation. The findings intend to verify the hypotheses made in chapter two. The statistical method of Pearson Correlation is used to determine the existence of any relationships between the independent variables and dependent variable. In addition, regression analysis is conducted to examine independent variable and determine which serve the most important to explain employee expectation.This chapter also illustrates the reliability test made to the instruments used using Cronbach Alpha. All in all, this chapter is divided into eight segments which includes; overview of data collection, profile of respondents, goodness of measure, descriptive analysis, major findings, summary of findings, and conclusion. 44 4. 2 Overview of Collected Data A total of 100 sets of questionnaires were distributed to respondents. All 100 sets of questionnaires were returned on a timely manner; within 1 week. It has been found that all questions were answered by the respondents and considered valid and ready-fit to be analyzed.Table 4. 1: Response Rate Data Questionnaire distributed Collected question naire Usable questionnaire Discarded questionnaire Total 100 100 0 0 Percentage (%) 100 100 0 0 4. 3 Respondents’ Profile The survey demonstrated the details concerning demographic characteristics or respondents? profile as shown in Table 4. 2 below. Table 4. 2: Respondent Profile No 1 Demographic Age Categories ? Below 25 ? 25-34 years ? 35-44 years ? 45-54 years ? 55 and above ? Male ? Female Frequency 8 55 34 3 0 57 43 Percentage (%) 8 55 34 3 0 57 43 2 Gender 45 3 Academic Qualification Secondary ? Diploma ? Degree ? Master ? PhD ? Professional ? DO &OA ? G1-G3 ? S1-S4 ? E8-E6 ? E5-E3 ? NG-E2D ? Below 2 years ? 2-4 years ? 5-7 years ? 8-10 years ? More than 10 years ? Management ? Technical ? Non- Technical 6 11 67 9 1 6 4 13 6 42 32 3 18 56 24 1 1 7 43 50 6 11 67 9 1 6 4 13 6 42 32 3 18 56 24 1 1 7 43 50 4 Job Grade 5 Length of Service 6 Job Classification The study indicates more than half of the respondents are within the age of 25 – 34 years old, where approxim ately one third of the respondents are within the age of 35 – 44 years old.It is self explanatory, when majority of 57% of the respondents are male due to the nature of business which is oil & gas, which known for performing tasks under harsh environment. A highest rate of respondents 67% 46 did their degree and only small percentage of 9% holds master degree followed by 1% who pursued PhD. Lastly, this questionnaire managed to capture different job classification where 7% from the management, 43% from technical and 50% from non-technical. 4. 4 Reliability Analysis According to Sekaran (2003), the closer the reliability coefficient gets to 1. , the better it is, and those values over . 80 are considered as good. Those value in the . 70 is considered as acceptable and those reliability value less than . 60 is considered to be poor (Sekaran, 2003). According to George & Mallery (2003), reliability is the degree to which measure are free from error and therefore yield consistent results. Table 4. 3: Reliability Analysis Variables Employees Expectations Leadership Communication Commitment No. Of Items 5 Items Dropped 0 Cronbach? s Alpha 0. 6 5 5 7 0 0 0 0. 8 0. 6 0. 8 As shown in table 4. , alpha value for independent variables ranges from 0. 6-0. 8 which can be considered good. In addition, dependent variable has found to be at 0. 6 on acceptable value. 47 4. 5 Major Findings The results of Pearson Correlation Analysis and Linear Regression are presented in the following section. 4. 5. 1 Pearson Correlation Coefficient According to Sekaran (2003), in research project that includes several variables, beyond knowing the means and standard deviations of the dependent and independent variables, the researcher would often like to know how one variable is related to another.This means that the researcher should see the nature, direction and significance of the bivariate relationship of the variables used in the study which is the relationship between any two var iables among the variables tapped in the study. A Pearson correlation matrix will provide this information, which will indicate the direction, strength and significance of the bivariate relationships of all the variables in the study. Theoretically, there is a possibility of a perfect positive correlation between two variables, which is represented by 1. 0 (plus 1), or a perfect negative correlation which would -1. (minus1). While correlation could range between -1. 0 and +1. 0, and the researcher need to know if any correlation found between two variables is significant or otherwise (i. e. ; if it has occurred solely by chance or if there is a high probability of its actual existence) As for the information, a significance of p ? 0. 05 48 is the generally accepted conventional level in social sciences research. This indicates that 95 times out of 100, this can be sure that there is a true or significant correlation between the two variables, and there is only a 5% chance that the r elationship does not truly exist.The correlation matrix between dependent variable and independent variables are exhibited in Table 4. 5 below. The finding from this analysis is then compared against the hypotheses developed in this study. Table 4. 4 : Inter-Correlations of the Major Variable Variables Leadership Communication Employee Expectation Employees -. 544** . 502** Expectations Leadership . 782** Communication Commitment – Commitment . 460** . 857** . 680** – **Correlation is significant at the 0. 01 level (2-tailed) *Correlation is significant at the 0. 05 level (2-tailed)Hypothesis 1: There is significance relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. The relationship between leadership is tested against employee engagement. The results between the two variables is found as r=. 544, n=100, p?. 05. The correlations coefficient indicates that there is a strong relationship betwee n the variables. Hypothesis 1 is accepted. 49 Hypothesis 2: There is significance relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A.The relationship between communication against employee expectation is investigated. The results shows quite similar to leadership where the two variables are found as r=. 502, n=100, p ? .05. The relationship is significant with strong relationship. Hence, hypothesis 2 is accepted. Hypothesis 3: There is significance relationship between commitment and employees’ expectation in SapuraCrest Petroleum Berhad. The relationship between commitment against employee expectation has found to have poor significant with r=. 406, n=100, p

Bacteria1 essays

Bacteria1 essays As hard as it is to believe, bacteria (also known to scientists as Bacillus, thuringensis) are everywhere; on your hands, on door handles, theres even thousands bacteria on the period at the end of this sentence (Thats how small they are). Bacteria have been around for about 3.5 billion years. They were the first life forms on earth and more numerous then any other species we know of. Yet, while they are extremely common, they are also very small. Bacteria can only be seen with microscopes and are usually less then one micron (0.00002 inches) in length. Before I can explain how bacteria affect our world, you need to know more about them. Basically, bacteria are numerous, unicellular organisms that dont contain a nucleus and consist of a capsule and a cell membrane made of peptidoglycan (thats a protein-sugar molecule). Like all cells, bacteria contain DNA, but the DNA in bacteria is different then other organisms, see its arranged in a single circular chromosome while most cells hav e several rod shaped chromosomes. Some bacteria also have flagella. This assists the bacteria in moving by beating in a propeller-like motion. Bacteria can be classified in many different ways. Because of their simple cells structure they fit into the Moneran kingdom. Within that everything is a prokaryote (single celled organism that does not contain a nucleus) so the Moneran kingdom is sometimes called the Prokaryotae kingdom. (Confusing system right?) Bacteria are also sometimes classified as gram negative or gram positive depending on the composition of their cell walls. There are also bacteria that need oxygen called aerobic bacteria and bacteria that dont need oxygen called anaerobic bacteria. Since there are so many different types of bacteria its hard to figure out how exactly how to group them and which characteristics are most important when putting them into categories. Of course different bacteria co...

The Importance of the Proclamation of 1763

The Importance of the Proclamation of 1763 At the end of the French and Indian War (1756-1763), France gave much of the Ohio and Mississippi Valley along with Canada to the British. The American colonists were happy with this, hoping to expand into the new territory. In fact, many colonists purchased new land deeds or were granted them as part of their military service. However, their plans were disrupted when the British issued the Proclamation of 1763. Pontiacs Rebellion The stated purpose of the Proclamation was to reserve the lands west of the Appalachian mountains for Indians. As the British began the process of taking over their newly gained lands from the French, they encountered major problems with the Native Americans who lived there. Anti-British feelings ran high, and a number of groups of Native Americans such as the Algonquins, Delawares, Ottawas, Senecas, and Shawnees joined together to make war against the British. In May 1763, the Ottawa laid siege to Fort Detroit as other Native Americans arose to fight against British outposts throughout the Ohio River Valley. This was known as Pontiacs Rebellion after the Ottawa war leader who helped lead these frontier attacks.  By the end of the summer, thousands of British soldiers, settlers, and traders were killed before the British fought the Native Americans to a stalemate. Issuing the Proclamation of 1763 In order to avoid further wars and increase cooperation with the Native Americans, King George III  issued the Proclamation of 1763 on October 7th. The proclamation included many provisions. It annexed the French islands of Cape Breton and St. Johns. It also set up four imperial governments in Grenada, Quebec, and East and West Florida. Veterans of the French and Indian War were granted lands in those new areas. However, the point of contention for many colonists was  that  colonists were forbidden from settling west of the Appalachians or beyond the headlands of the rivers that eventually flowed into the Atlantic Ocean.  As the Proclamation itself stated:   And whereas it is ...essential to Our Interest and the Security of Our Colonies, that the several Nations...of Indians...who live under Our Protection should not be molested or disturbed...no Governor...in any of Our other Colonies or Plantations in America, [is allowed to]  grant Warrants of Survey, or pass Patents for any Lands beyond the Heads or Sources of any of the Rivers which fall into the Atlantic Ocean.... In addition, the British restricted Native American trade only to individuals licensed by parliament. We...require that no private Person do presume to make any Purchase from the said Indians of any Lands reserved to the said Indians.... The British would have power over the area including trade and westward expansion. Parliament sent thousands of troops to enforce the proclamation along the stated border.   Unhappiness Amongst  the Colonists The colonists were greatly upset by this proclamation. Many had bought up land claims in the now forbidden territories. Included in this number were  future important colonists  such as George Washington,  Benjamin Franklin, and the Lee family. There was a feeling that the king wanted to keep the settlers confined to the eastern seaboard.  Resentment also ran high over the restrictions placed on trade with the Native Americans. However, many individuals including George Washington felt that the measure was only temporary in order to ensure greater peace with the Native Americans. In fact, the Indian commissioners pushed forward a plan to increase the area allowed for settlement, but the crown never gave final approval to this plan. British soldiers attempted with limited success to make settlers in the new area leave and stop new settlers from crossing the border. Native American land was now being encroached upon again leading to new problems with the tribes. Parliament had committed up to 10,000 troops to be sent to the region, and as the issues grew, the British increased their presence by inhabiting former French frontier fort and constructing additional defensive works along the proclamation line. The costs of this increased presence and construction would result in increased taxes among  the colonists, eventually causing the discontent that would lead to the American Revolution. Source:   George Washington to William Crawford, September 21, 1767, Account Book 2.  George Washington to William Crawford, September 21, 1767, Account Book 2. Library of Congress, n.d. Web. 14 Feb. 2014.

Medical Report for Pancreatitis Essay Example | Topics and Well Written Essays - 500 words

Medical Report for Pancreatitis - Essay Example Use of the stethoscope revealed an elevated heart and respiratory rate. Findings suggested an acute case of pancreatitis, so the patient was sent for further testing. Laboratory tests showed elevated blood amylase, serum blood amylase, and urine amylase levels, as well as confirming the patients report of hyperlipidemia and hypertriglycerdemia. An abdominal CT scan returned positive results of an inflammation of the pancreas, and ERCP was used to conclusively confirm the diagnosis of acute pancreatitis. The scan eliminated pancreas divisum as a cause for the condition. CT scan was inconclusive in determining if gallstones have formed as a result of the condition, so an endoscopic ultrasound or ERCP of the gallbladder will be performed. Patient was admitted to in-patient care and given pain medication and an IV drip. Patient is to take no oral food or drink until the condition improves. If pain increases regardless, nasogastric suctioning is indicated to remove the contents of the stomach and further reduce pancreatic function. Furosemide was prescribed to reduce inflammation; azathioprine is not indicated in this case due to lack of evidence of autoimmune problems. Patients calcium levels should be monitored in case of the patient developing hypercalcemia as a result of the reduced pancreatic and liver function until the pancreatitis attack is resolved. Prognosis is generally good in this case, as there appears to be no necrotic tissue on the pancreas and there is no evidence of hemmorhaging. However, case must be taken to watch for complications to include kidney failure, respiratory distress, fluid buildup or ascites, and pancreatic pseudocysts, abscesses, or further inflammation. Patient has been warned to reduce alcohol consumption in the future to reduce the risk of recurrent attack, and to improve his diet to reduce his triglyceride and lipid levels. Repeated attacks increase the possibility of acute pancreatitis becoming chronic. Eventually,