The constructivist philosophy in the modern pedagogy Essay

The constructivist philosophy in the modern pedagogy - Essay Example Application Summary The following essay is focused on the constructivist philosophy and its significance in terms of contemporary education. The essay will review the constructivist philosophy and its complementary technology that has become popular in the modern pedagogy. The constructivist curriculum exemplifies futuristic and flexible technology tools. Web 2.0 tools strengthen the constructivist curriculum by providing it the most efficient technology tools to address cognitive needs of analyzing, interpretation and inquiry. This third wave is still undergoing a change, which may bring about more possibilities and more accomplishments in the field of education. This metacognitive philosophy will be utilized as an instrument of change for constructing a constructivist technology centered system. In order to provide an analysis of constructivist academic activities and make an evaluation of effective teaching technologies, statistics and research must be perused. This project will provide an analysis and evaluation through the author’s wiki page and power point presentation. The effectiveness of ineffectiveness of the constructivist educational activities can be shown through both modern means of technology. The author predicts a successful analysis of constructivist pedagogy. The evaluation of the analysis of constructivist pedagogy will be based on the author’s analysis. Hopefully, the evaluation will be successful, but the possibility of ineffectiveness will be considered.

Individual Case Study Analysis Essay Example | Topics and Well Written Essays - 2000 words

Individual Case Study Analysis - Essay Example The founder of Honda was very innovative, whereas Fujisawa was an optimistic man who took many decisions related to marketing and financials of the company. The inventory was not encouraging for Honda to enter in the market, as US manufacturers used to sell their motorcycles on consignment and retailers used to provide consumer finance. The Honda motorcycles were leaking oil from engines and clutch of the bikes were not functioning properly. This created huge problems for the company, as reputation of Honda was at stake. The Uppsala model is best suited for Honda because the company was internally very strong in Japanese market therefore; it had liberty to start their operations in the US. The internationalization process model is based on establishing chains in which two variables of internationalization are involved that include change variable and state variable. Supercub 50CC motorcycle was a serious success in Japan, but Honda initially aimed to promote its heavy motorcycles in the US, because the company did not wanted to ruin its reputation in US. The â€Å"Nicest People Campaign† of the company became very successful in US market, and it increased sales of Honda dramatically. Honda should have performed complete market research before entering in US region, as the whole operations of the company was dependent on the report of only two executive’s of the company. ... After the success of Honda motorcycles in Japan, the owner of the company and his partner decided to enter in US market, but dynamics of that market was entirely different from Japanese market. For this purpose, a team of Honda executives was send to US in order to understand market dynamics and making suitable strategy for the company. The obstacles and problems that these executives faced in US, and measures taken to overcome these obstacles are presented in this report with help of past theories and models. Further, this report provides recommendations that can be help Honda to make effective decision making in the future. Transformational Leadership Theory The founder of the company Sochiro Honda and partner Takeo Fujisawa were determined to make Honda amongst the top companies around the world. The founder of Honda was very innovative whereas Fujisawa was an optimistic man who took many decisions related to marketing and financials of the company. Sochiro Honda focused was to ma ke inventions that can become trademark in the industry, but Fujisawa forced him to give concentration on commercial aspect of the business. Both these leaders of Honda were role model for the employees of the company as they were able to motivate their employees for extracting maximum output from them (ManagementStudyGuide). Moreover, executives of Honda were motivated by these two leaders to take strategic decisions for the company in US, as rewards were given to the executives after accomplishing positive results in US market. Issues in US Market Fewer Dealers: The number of dealers in US market was extremely low and there were only 3000 dealers for the whole motorcycle industry of America. More than 50% of those dealers were not willing to open their business

Traits That Shape Personality: Reflection

Traits That Shape Personality: Reflection Dominika Klapacz We live in a world that has over 7 billion people and even when there is so many individuals, not one person is the same. There are various characteristics that determine what type of personality a person will endure. Personality can be defined as qualities that mold an individual’s original character. It is what makes us all unique. It forever changes as we grow up, influenced by what happens internally and externally. Not one personality is the same because we all have different experiences, different outlooks on life, different cultures, and different perspectives. The three traits that I believe define my personality are high need for affiliation from Henry Murray’s theory, extraversion from Eysenck’s two-factor theory, and conscientiousness. A first trait that describes my personality is need for affiliation from Henry Murray’s theory from the motive approach. According to the motive approach to personality, it is an assumption that an individual’s behavior is reflected on a set of underlying needs. Once a need becomes intense, it turns itself into a motive that influences what behavior is going to be presented. The motive theory also states that behavior is influenced by press, an external stimulant that gives motivation. Needs direct behavior and there are two types of needs: primary and secondary. Primary needs are biological needs such as food and water. Secondary needs are psychological needs such as positive self-views and achievement. The influence of behaviors depend on the strength of the needs. Motives are pertained to the individual’s goals and desires (Carver Sheier 2011). An example of this: a need for food results in a motive state of hunger. Press acts like a trigger that influence mo tives. In Henry Murray’s theory there are four types of needs: need for power, need for achievement, need for affiliation, and need for intimacy. The need for affiliation is the trait that best describes my personality out of the four types of needs. The need for affiliation is the desire to spend time with others (Carver Sheier 2011). There are many reasons why I believe that I have a high need for affiliation. All my life I have lived in Chicago with my family. I had all my friends and family close to me so I was never out of touch with anybody. Just a little over a year I have moved to a South Suburb called Oak Forest with my boyfriend. I don’t know anybody here. When my boyfriend goes to work and I have no class that day, I am always stuck at home alone. As soon as he leaves, I get anxious and try my best to find something to do and go out to see a friend. I don’t even care that I have to drive 30miles plus to see a friend, I just need social contact with a human being. This is definitely an example of the need for affiliation because in this need an individual tries to have some type of social contact with another individual. When I am home alone, I call around to my friends in Chicago to see if they can hang out with me. When my friends are busy and can’t go out due to work or school, I call my cousin and hang out with her. If I were just to sit at home and not bot her to call anybody to hang out, I would feel very alone and that I don’t belong with any social group. However, when I do hang out with my friends or cousin, I feel like I belong to a certain social group and that makes me feel at ease. When I am outside my home and I am in my school setting, it is also obvious that I have a high need for affiliation. Every time I walk into class, I walk towards the social group and sit next to them. Even when it is the first week of class and I have no clue who anybody is, I still manage to go to a group of students and talk with them. Most of the time I get a sense that they don’t really want to talk to me and they think I am weird, but I don’t mind because I am calm knowing that I am around people. â€Å"People with a high need for social affiliation do not look for social rewards, but rather intrinsically valuing the relationships with other people† (Carver and Scheier 1992). One time on a beautiful sunny day I was walking around campus by the quads and I saw a group of random girls talking. I came up to them and starting talking to them about random things. I remember one of the girls looking at me as if I was from another planet, she got up and left. After one of the girls left, the rest followed her and left me there. I shrugged and started walking to another group of people. People with a high need for affiliation are likely to interact as much as possible with people so they do no stay alone. This is true in my case because I feel like I need to socialize with people, even when they might think I am strange. Another trait that describes my personality is extraversion. Extraversion is one of the five traits that make up human personality in Eysenck’s theory. Eysenck created a model of personality traits that consisted of the continuum of neuroticism and extraversion. He believed that everybody lied somewhere between the continuum. Extraversion is the best trait that describes my personality. Extraversion is characterized by being very sociable, being talkative, enthusiastic and assertive. People who are extraverts seek any opportunity to engage with others. If you ask a person to describe an extrovert, they would say that they are full of life, full of optimism, and energy. I am very extroverted. In a group setting I am constantly talking to someone and make sure that there never is any awkward silence. I am very friendly and highly adaptable to any environment. One example of my extraversion is that when I go to a party that I hardly know anybody in, I make the best of it and act as if I knew the people for years. I would go to a random person at the party and introduce myself and talk about anything and everything I could think of. There would be times where I would go to my boyfriend’s family’s house for a family gathering for a few hours, and after go to my boyfriend’s friend’s house to see a whole new group of people there and I would just adjust to the environment without a problem. When I lived with my parents in Chicago, they would always have random family friends come over. Most of these people I wouldn’t see ever since I was a baby. Whenever these strangers would come over, my siblings would run upstairs and hide from them or they would never come downstairs to greet them. My siblings would call me â€Å"weird† because I would stay downstairs with the adults and have a conversation with them as if they were my best friends. I fit in the category of being extraverted because I am very outgoing and talkative. There is rarely a time where I am quiet. I am excited when I am around people and I like to energize others. Making things happen is what I am good at. A third trait that perfectly describes my personality is conscientiousness. Conscientiousness is a personality trait that is defined as being careful, thorough, responsible, and diligent. Individuals high in conscientiousness want to achieve and do a task well. Therefore, I feel that conscientiousness fits in my personality well. For example, I am the oldest out of my three siblings and my mom trusted me at a younger age a lot more than she trusted my other siblings. When I was in kindergarten, my mom would let me walk to school and back without her having to worry that I would get lost or go somewhere else. She trusted that I would get out of school and walk straight home. Even though my school was literally only 3 blocks away, it was a big deal for me. I never really paid attention to it until I grew a little older and my siblings started going to school. My sister was starting kindergarten and I would always have to walk her to school and from school. The reason why I believe that conscientiousness describes my personality is because my mom trusted me, and she didn’t trust my sister. That makes me more responsible in my mother’s eyes. I also feel obligated to be responsible because I am the oldest. Growing up I always babysat my siblings and there would rarely be an occasion where I wouldn’t have another kid to babysit along with my siblings. The neighbors trusted me babysitting their children. I made sure they were safe, full, and happy. Outside of the home environment, I am a very diligent student. I am in constant effort to accomplish something so I can better myself. I do my best to get a better grade and if I do bad I don’t punish myself, I just push myself to do better. I plan my work out ahead of time so I have a set schedule for my work. I have a research paper that is due on April 10th for my CLJ class, and I already went into the writing center to better my paper. This is a good example for conscientiousness because this trait in a personality makes individuals systematic and they plan rather than being spontaneous. Conscientiousness predicts that there will be a higher achievement in both high school and college (Noftle Robins 2002). Even though I do have a strong degree of conscientiousness personality, I do not take it to an extreme. I am not a complete workaholic or perfectionist; however, I do try my best in my work and I am hard working and reliable when it comes to doing a job. In conclusion, just as there are no two people that are the same, no two personalities are the same either. In the world that is filled with over 7 billion people, each individual has a unique personality. Some people might share the same traits as another but there will always be a different pattern, different experiences, and different cultures that will make up a different personality. Three traits that my personality is made up of are need for affiliation, extraversion, and conscientiousness. These shape my personality and make me into the unique person that I am today. References Carver, C. S., Scheier, M. F. (2011). Perspectives on Personality (7th edition). Boston, MA: Allyn Bacon. Carver, C. S and Scheier, M. F. (1992) Perspectives on Personality Allyn and  Bacon, Boston Noftle, E., Robins, R. W. (2007). Personality predictors of academic out comes: Big five correlates with GPA and goals. Journal of Personality and Social Psychology, 93, 116 –130.

Symbolism in Ernest Hemingways Hills Like White Elephants :: Hills Like White Elephants Essays

Ernest Hemingway is an incredible writer, known for what he leaves out of stories not for what he tells. His main emphasis in Hills Like White Elephants seems to be symbolism. Symbolism is the art or practice of using symbols, especially by investing things with a symbolic meaning or by expressing the invisible or intangible by means of visible or sensuous representations (merriam-webster.com). He uses this technique to emphasize the importance of ideas, once again suggesting that he leaves out the important details of the story by symbolizing their meaning. This short story is filled with symbolism, some of which the reader may never find. The title itself can be analyzed a lot deeper. The â€Å"hills† refers to the shape of the female body during pregnancy and the â€Å"white elephants† symbolize a property requiring much care and expense and yielding little profit (merriam-webster.com). The story is about a man and a woman taking a train to get an abortion. The train is supposed to show change and movement, something this couple appears to need because their life is very routine. The reader is told that there is a curtain made of strings of bamboo beads, hung across the open door into the bar, to keep out flies. The bamboo beads not only keep them from their problems (known as flies) but it also keeps their lives separate from all of the other people at the bar. Hemingway then tells the reader that the train will stop at this junction for two minutes and then go to Madrid. The train only stopping for two minutes is to show the importance of the girl’s decision to have the abortion. It is a big decision and there is not that much time for her to sit around and think about it. The guy and the girl are now sitting at a bar deciding what they should drink. The girl takes off her hat and puts it on the table. This action symbolizes her putting her feelings on the table to talk about them with the man. Instead of coming straight out and talking about the problems the couple decides to drink beer. The act of consuming alcohol is another way for them to run away from their problems. Later on, the man and the woman are talking and the woman says, â€Å"They look like white elephants.† He replies to her comment by saying, â€Å"I’ve never seen one.

Maggie: a Girl of the Streets

Stephen Crane wrote many short stories, one of which was Maggie: A Girl of the Streets. His stories contained various aspects of Naturalism, a literary movement that sought to replicate a believable everyday reality, as opposed to Romanticism or Surrealism, in which subjects may receive highly symbolic, idealistic, or even supernatural treatment. Poverty, abuse and a survival of the fittest way of life created an environment which Maggie was negatively influenced by. Her environment is made up of many circumstances that affect her, one of which is poverty. Maggie grew up in poverty, living out her childhood in a shabby apartment in Rum Alley.This poverty influenced her beliefs. The story says â€Å"when Pete arrived Maggie, in a worn black dress, was waiting†¦,† (18). In comparison, Pete was said to wear nice clothes such as â€Å"his blue double-breasted coat, edged with black braid, buttoned close to a res puff tie, and his patent-leather shoes,† (14). Maggie has her â€Å"worn dress† and as such she sees herself as lowly. The effect of the poverty is emphasized when Maggie, while observing Pete, ponders â€Å"She vaguely tried to calculate the altitude of the pinnacle from which he must have looked down upon her,† (16).This statement shows how, at this point in her life she sees other people above her. The poverty caused her to think this way- it influenced her in ways so subtle and yet so big. It was this thinking caused by the poverty which led to her seeking out Pete’s strength. The poverty stricken environment in which Maggie lived is one in which only the strong survive or one who adapts. The women are described as â€Å"formidable women, with uncombed hair and disordered dress,† (4). They are survivors. They have no time for looking nice, they are working to be strong and survive.Maggie, on the other hand, â€Å"grew to be a most rare and wonderful production of a tenement district, a pretty girl,† (13). She is not strong in that aspect and as such she sought out a strong person, Pete. When seeing him she thinks â€Å"Here was a formidable man who disdained the strength of a world full of fists. Here was one who had contempt for brass-clothed power; one whose knuckles could defiantly ring against the granite of law. He was a knight,† (16). She became enamored with his strength and defiance. He proclaims how great of a fighter he is and as a result she gravitates towards him so he can be her knight.He could protect her. This thinking that she needed a strong man was a result of her environment. It was survival of the fittest and her attempt at survival was attaching herself to a strong man. Another time in which she had to adapt in order to survive was when she was walking down the streets â€Å"Soon the girl discovered that if she walked with such apparent aimlessness, some men looked at her with calculating eyes. She quickened her step, frightened. As a protection, sh e adopted a demeanor of intentness as if going somewhere,† (47). This quote emphasizes the fact that in order to survive she needed to adapt to the streets.Throughout all of Maggie’s life there was, on top of the poverty and the primal instinct for survival, violence and abuse in her home. Violence and abuse was a constant in Maggie’s life. The violence and abuse affected her psychology. Both the physical beatings and the lack of parental figures as a result of the abuse cause her to act differently than she would if she had a mother who loved her and a stable household life. Maggie repeatedly refers to her mother as ‘the woman’ or ‘the mother’ such as in the quotes â€Å"the eyes of both were drawn, by some force, to stare at the woman’s face,† (10).She does not talk of Mary as her mother; instead Maggie refers to her as another woman. This happened as a result of the violence shown to her from Mary; she does not trust her mother. Her mother then proceeds to, later on in Maggie’s life, kick Maggie out of the apartment because she does not like Maggie’s boyfriend, Pete. Mary tells Maggie â€Å"Yeh’ve gone the deh devil, Mag Johnson, yehs knows yehs have gone the deh devil. Yer a disgrace the yer people, damn yeh. An’ now, git out an’ go ahn wid dat doe-faced jude of yours.Go the hell wid him, damn yeh, an’ good riddance. Go the hell an’ see how yeh likes it,† (27). This verbal abuse is something which Maggie has lived with all her life. This quote is the climax in Maggie’s life. The abuse from her mother pushes her out of the apartment and to her subsequent death. All of the abuse and violence influenced Maggie and caused her to have a messed up life. Ultimately throughout Maggie’s life, she was influenced by her environment. Her life would have evolved in a completely different way than in Maggie: A girl of the Streets.The environm ent in which one grows up in is crucial in life. The environment is one where children learn from and it influences who they will be. For some people their environment influences them for the better, and in other cases, like with Maggie, it is for the worse. All abuse, the poverty and survival of the fittest environment lead to her early death. Had those factors not been there she most likely would have lived a long and great life. But, those factors where there in her environment and that is the reality of life, not everything is perfect.

Hospitality Human Resources Management Essay

In organisations today, the scope of human resource management is vast but there are three main functions that human resource management is comprised of – strategies, plans, practices, processes and policies; attract, manage, develop and reward; and contributing to the overall performance of the organisation. Throughout this literature review the different approaches that various authors take when outlining the what activities, tasks and functions contribute to the role of an human resources manager in organisations will be discussed as well as the features that are unique to the industry and affect the role of human resources manager in hospitality. I will also make an executive suggestion as to which human resource approach I feel is the most appropriate for organisations in the hospitality industry from the readings used in this literature review. The main sources that will be referenced in this literature review include Rudman (2010), Armstrong (2006), Baum (2007) and Fà ¡ilte Ireland (2005). Human resource management is an important role within organisations and businesses which focuses closely on both the recruitment and the overall management of employees within organisations and businesses. It is a strategic approach when it comes to managing people in the work place and works to create, as well as reinforce, a work environment that is positive for organisations employees. (Heathfield, 2013). When recruiting new employees, the human resource managers of organisations look for candidates who are highly experienced in the organisations field, possess a wide variety of skills that can be applied within the organisation, and have a positive working attitude and good work ethics which they will apply to the organisation or business. Human resources management is the control of an organisation’s employees; according to Rouse (2011) an organisation’s human resources management department is in charge of creating, implementing and overseeing all policies that ar e to do with the behaviour of the organisation’s employees as well as the organisation’s behaviour towards the employees. Human resources management can be defined in many different ways and everyone  has a different view on what human resources management is comprised of. It is said that up until the 1980’s human resources management was known as personnel management, and making the change from personnel management to human resources management offered organisations a new beginning. It offered organisations new beginnings as human resources management, according to Rudman (2010), is based on three key aspects; commitment and engagement, integration and fit, and flexibility and adaptability. As human resources management can be defined in various ways it is apparent that authors will have different views on what human resources management is as well as what the tasks and activities are that make up the role of a human resources manager in organisations. The roles and functions of a human resources manager are viewed differently by organisations but all organisations do have a human resources function whether they openly recognise it or not. Human resources management uses a human resources system as a means to operate. This human resources systems amalgamates the philosophies, strategies, policies, processes, practices and programmes of human resources management. (Armstrong, 2006). Armstrong’s (2006) human resources management activities model, which was based on Becker and Gehart’s (1996) human resources management model, views the role of the human resources manager in organisations to comprise of ten key components. The ten key components of Armstrong’s (2006) human resources management activities model include organisation, an employment relationship, resourcing, performance management, the development of human resources, reward management, employee relations, health and safety, welfare services as well as employment and human resource services. These ten, supposed, key components of the human resources management activities model can also be matched to a human resources model Armstrong (2006) claims. This human resources model shows that human resources and the structure that an organisation is built on should be managed in a way that harmonises them strategically. It is also said that there is a human resources cycle which is made up of four functions that are generically performed in all organisations. These functions include selection, appraisal, rewards and development according to Armstrong (2006) who believes that the human resources cycle starts with selection, then goes on to appraisal – or  performance management which it is also known as – before splitting off into two sections, rewards and development, before finishing the cycle with performance. This model and matching human resources cycle explain human resources management in a way that appears to cover every aspect of it simply and effectively . Where Armstrong’s (2006) human resources management model talks about there being ten key components of human resources management and are simple, Rudman (2010) goes into more detail when defining the scope of human resources management. Rudman (2010) said that the scope of human resources management is influenced by how big, or small, an organisation is along with other characteristics and it â€Å"†¦covers everything an organisation does to attract, manage, develop and reward†¦Ã¢â‚¬  (p. 8) employees who help the organisation achieve its goals. This scope of human resources management means that Rudman (2010) see the role of a human resources manager as consisting of activities, but he also talks about there being five main elements when it comes to human resources management. The five elements that Rudman (2010) suggests are the core elements that make up human resources management are staffing the organisation, managing people and performance, developing people and performance, rewarding people and performance, and managing employment relations. Staffing the organisation works towards attracting and acquiring any of the human resources that an organisation needs in order to achieve the organisation’s goals while managing employment relations aims to balance both the interests of the employers and their employees so that the organisation can work to achieve their goals. When an organisation manages people and performance it encourages their employee’s contribution and commitment to both the organisation and the organisation’s overall performance while developing people and performance ensures that the organisation’s employees have the necessary skills, knowledge and competencies that are required for the present performance and future performance of the organisation. When organisations reward people and performance it influences the behaviour and performance of the organisation’s employees by encouraging them with future contributions as well as recognising their past achievements. These fiv e core elements make up what Rudman (2010) believes to be the scope of human resources  management. While Rudman (2010) suggests that there are five elements that make up the scope of human resources management, and Armstrong (2006) claims that there are ten key components that comprise to make up his human resources management activities model which has a complementary matching human resources management model; there are many other perspectives when it comes to discussing what makes up the role of a human resources manager. Another perspective is that of Baum (2007) who suggests that there are eight aspects that combine together to make up what the role of a human resources manager involves. Baum’s (2007) views on what human resources management is good practice is adapted from Fà ¡ilte Ireland (2005) model of what good practice in human resources management is. The eight aspects that Baum (2007) and Fà ¡ilte Ireland (2005) suggest are activities that contribute to what a human resources managers role is are flexibility, participation, performance management, recognition, reward, communication, learning and development, and empowerment. A human resources manager needs to be flexible according to Baum (2007) because they need to ensure that the organisation can match their demands with the availability of their staff whilst recognising the employee’s work-life balance also needs to be managed. Performance management is an important aspect of a human resources managers role according to Baum (2007) as carrying out regular staff performance reviews within organisations will ensure that both individual performance and team performance is being delivered to the standard of the organisation leads to rewards and recognition, two aspects that Baum suggests are important. Ensuring that employee’s good efforts are recognised within their peer group and are celebrated will ensure that employees continue working to the same standard so that they can gain either monetary or non-monetary rewards. Learning and development is also important when it comes to the role of a human resources manager as having access to both on-site and off-site courses and learning opportunities for employee’s ensures that employee’s work is up to standard and they are up to date and speed with what they are required to do for the organisation to achieve their goals. Developing, managing and rewarding people and performance appear to be  common, and important, functions of what a human resources manager role consists of according to Baum (2007), Fà ¡ilte Ireland (2005), Rudman (2010) and Armstrong (2006) human resources management activities models. The three models that have been discussed all have similar functions but Armstrong’s (2006) seems to cover every aspect of what I think human resources management entails in a more in-depth way compared to how Rudman (2006) explains it. However, each model is specific and suggest what they see as the most important functions of human resources management and activities of a human resources manager. In the hospitality industry human resources management departments are often considered, and talked about being, a cost center. A cost center is a function in an organisation that does not produce any direct profit but adds to the overall cost of running an organisation. Human resources management is considered a cost center in the hospitality industry as measuring the outcomes of human resources management efforts is not always clear to see and the same goes for the results of managing employees. Many hospitality organisation’s face challenges including the business environment continuously changing rapidly, increasing competition and changing customer demands but the changing technologies of today are making it easier for organisations to share information and replicate competing organisation’s work practices and strategies. (Cho, Woods, Jang & Erdem, 2006). Cho et al (2006) found that human resources management issues and challenges are becoming increasingly important to an organisation’s performance where as Becker & Gerhart (1996) have argued that decisions regarding human resources management influence the overall performance of an organisation because human resources management aims to improve the efficiency of organisations as well as increase the revenue of the organisation. A major issue that human resources managers face in the hospitality industry is employee retention as there is a personnel shortage. There is a decrease in the number of teenagers that are available to work in the hospitality industry as the majority of them are looking for jobs that allow them to work nine to five, Monday through Friday and have the weekends off. However, in the hospitality industry this is never the case and, in the vast majority  of cases, employees are required to work over the weekend. Because of this decrease in availability of teenagers wanting to work in the hospitality industry, Bonn & Forbringer (1992) suggested that human resources managers are going to have to explore and develop new target markets and methods when it comes to both attracting and retaining employees. According to Davidson & Wang (2011) jobs in the hospitality industry are being characterised by the levels of labour turnover being quite high with a fair amount of employees leaving their current hospitality jobs for opportunities in different industries. This high labour turnover means that employees are not happy with the work they are doing but, in some conditions, it can also indicate that employee’s cannot reach the unrealistic expectations of the organisation they are working for. However, some other reasons have been known to be the cause of high labour turnover in the hospitality industry and these include; there being a lack of future career opportunities; the job-scope being dissatisfactory; and conflict between management and employees. Human resources managers are required to think of new ideas that will want people to work for their organisation so that there is a low labour turnover. If an organisation has a low labour turnover this means that their employee’s are satisfied with their jobs, they feel both safe and healthy in their work environment, and their work performance is deemed satisfactory from the employer’s perspective which is very important. Being able to attract and retain employee’s in one of the key components that is part of the activities and functions that comprise the role of a human resources manager. There are several different approaches that can be taken when it comes to human resources management; these include hard or soft, best practice, best fit and strategic. Two different approaches of human resources management are hard or soft. These approaches are opposing views on different human natures and control strategies; hard human resources management can be viewed as the basic functions whereas soft human resources is the advanced functions of human resources management. Soft human resources management is all about the self direction of individuals and in the center of the approach to managing people is trust, self-regulated behaviour and commitment. With soft human resources management employees are treated as  the most significant resources within an organisation and it focuses on the employee’s needs, roles, rewards and motivating them. This makes employee’s the greatest asset within an organisation and they are vital to the success of the organisation. Human resources managers ensure that they select the best candidates, provide them with training and development of a high and appropriate quality and are rewarded in regards to their value to the organisation. Whereas hard human resources management focuses on the strategic objectives of the organisation and human resources is treated like an equal function of production. Hard human resources management aims to minimise the cost of labour and make it flexible and people are often referred to as employee’s with this particular approach to human resources management as it reinforces that employee relations can be because of franchising, outsourcing or subcontracting. Strategic human resources is an approach that has a goal to use people in the most effective way in regards to the organisation’s strategic needs. This approach is designed to aid organisations meet their employee’s needs in the best way possible. It requires human resources managers to not only think and plan ahead different ways for the organisation to meet the needs of their employee’s but also ways for the employee’s to meet the needs of the organisation as well. (Becker & Huselid, 2006). Strategic human resources management is having the ability to plan for the employee’s needs as it helps improve and increase the amount of skillful employee’s whom choose to keep working for an organisation. Becker & Huselid (2006) suggest that improving and increasing this amount will reduce labour turnover costs, and the money that organisations would have to spend on attracting and recruiting new employee’s. The best practice approach to human resources management is based on there supposedly being a set of human resources management practices that are best suited and that using these practices will lead to the organisations overall performance being superior to their competitions. It aims to develop employees, increase their level of commitment to the organisation, with the intended outcome to improve the overall performance of organisations and create a competitive advantage that is sustainable. When it comes to this  approach to human resources management, what may work for one specific organisation may not necessarily be the best practice for another organisation as it may not fit the style of management, strategy, or working performance of that organisation. (Armstrong, 2006). Whereas the best fit approach to human resources management works on emphasising the significance that ensuring the human resources strategies are appropriate for the organisation. Human resources managers a re required to take into account bot the needs of the organisation and its employee’s. With this approach it is up to the organisation to decide what works best for them and what will fit their operational and strategic requirements according to Armstrong (2006). The most suitable approach to human resources management in the hospitality industry in my opinion, based on the findings of this literature review, is the best practice approach. This is because this approach aims to develop employee’s, increase their level of commitment to the organisation, and have an outcome that improves the overall performance of the organisation. When working in the hospitality industry it is important to attract and recruit the people best suited for the organisation and adopting this approach to human resources management it will ensure that the commitment of employee’s is enhanced and improved which, in turn, improves the overall performance of the organisation. 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