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berwicktimelines · 7 years ago

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Berwick Cut Off By The Weather

Think the snow is bad this week? Have the shops run out of food? Spare a thought for our predecessors 700 years ago. I was looking forward to travelling to Amsterdam today but Berwick is blocked off by the snow, but many are far worse off. So, by way of a cathartic attempt at giving the “Beast of the East” the finger, here is an offering for you.

Background—The Great Famine of 1315–1317

Famines were familiar occurrences in medieval Europe. For most people there was often not enough to eat, and life was a relatively short and brutal struggle to survive to old age. According to official records about the English royal family, an example of the best off in society, for whom records were kept, the average life expectancy in 1276 was 35 years. During the Great Famine it was 30 years while between 1348 and 1375 during the Plague, it was only 17 years. Prior to 1300 during the so-called Medieval Warm Period, the population of Europe exploded compared to prior eras, reaching levels that were not matched again in some places until the nineteenth century: parts of rural France today are less populous than at the beginning of the fourteenth century. However, the yield ratios of wheat, the number of seeds one could eat per seed planted, had been dropping since 1280, and food prices had been climbing. After favourable harvests, the ratio could be as high as 7:1, but after unfavourable harvests it was as low as 2:1—that is, for every seed planted, two seeds were harvested, one for next year's seed, and one for food. By comparison, modern farming has ratios of 30:1 or more. Between 1310 and 1330, northern Europe saw some of the worst and most sustained periods of bad weather in the entire Middle Ages, characterised by severe winters and rainy and cold summers. Changing weather patterns, the ineffectiveness of medieval governments in dealing with crises and population level at a historical high made it a time for little margin for error in food production.

Dying children outside the safety of the city walls. This image shows the rain and comets, seen as a portent of doom.

In the spring of 1315, unusually heavy rain began in much of Europe. Throughout the spring and the summer, it continued to rain, and the temperature remained cool. Under such conditions, grain could not ripen, leading to widespread crop failures. In addition, the straw and hay for the animals could not be cured, so there was no fodder for the livestock and salt, the only way to cure and preserve meat, was difficult to obtain because brine could not be effectively evaporated in wet weather; its price increased from 30 shillings to 40 shillings. The price of food began to rise; prices in England doubled between spring and midsummer. Stores of grain for long-term emergencies were limited to royalty, lords, nobles, wealthy merchants and the Church. Because of the general increased population pressures, even lower-than-average harvests meant some people would go hungry; there was little margin for failure. People began to harvest wild edible roots, plants, grasses, nuts and bark in the forests. A number of documented incidents show the extent of the famine. Edward II, King of England, stopped at St Albans on 10 August 1315 and had difficulty finding bread for himself and his entourage; it was a rare occasion in which the King of England was unable to eat. In the spring of 1316, it continued to rain on a European population deprived of energy and reserves to sustain itself. All segments of society from nobles to peasants were affected but especially the peasants, who represented 95% of the population and who had no reserve food supplies. To provide some measure of relief, the future was mortgaged by slaughtering the draft animals, eating the seed grain. Old people voluntarily refused food for the younger generation to survive. The chroniclers of the time noted many incidents of cannibalism. Abandoning children to fend for themselves was commonplace and may have been the basis for the story Hansel and Gretel.

Hansel and Gretel

The height of the famine was reached in 1317, as the wet weather continued. Finally, in that summer, the weather returned to its normal patterns. By then, however, people were so weakened by disease, and so much of the seed stock had been eaten, that it was not until 1325 that the food supply returned to relatively normal levels and the population began to increase again. It is estimated that 10–25% of the population of many cities and towns died. Though the Black Death (1347–1351) would kill more people, it often swept through an area in a matter of months, whereas the Great Famine lingered for years, prolonging the suffering of the populace. The Great Famine is noteworthy not only for the number of people who died, but also its lasting consequences. In a society whose final recourse for all problems had been religion, no amount of prayer seemed effective against the causes of the famine. That undermined the institutional authority of the Church and helped lay the foundations for later movements that were deemed heretical by the Church, as they opposed the papacy and blamed the perceived failure of prayer upon corruption within the Church.

From the Wittenberg Bible – a scene of famine and disease.

Medieval Europe in the fourteenth century had already experienced widespread social violence, and even acts then punishable by death. The famine led to a stark increase in crime, because people would resort to any means to feed themselves or their family. For the next several decades, after the famine, Europe took on a tougher and more violent edge; it became an even less amicable place than during the twelfth and the thirteenth centuries. The famine also undermined confidence in medieval governments for their failure to deal with its resulting crises.

(edited from Wikipedia)

The Famine in Berwick

Berwick in the 13th century had grown to be the most prosperous Scottish town during the reign of Alexander III. The sudden change from light to dark was succinctly put by a Scots chronicler:

Quhen Alysandyr our Kyng was dede That Scotland led in luve and le Awaye was sons of ale and brede, Of wyne and wax, of gamyn and gie. Our gold was changed into lede. Cryst borne into virginite Succour Scotland and remede That stad is in perplexitye.

Records of Berwick graphically demonstrate the suffering. Maurice de Berkeley, 2nd Baron Berkeley, was Governor of Berwick from 17th April, 1315, until 1317.

Effigy of Maurice de Berkeley, 2nd Baron Berkeley "The Magnanimous", St Augustine's Abbey, Bristol

His time at Berwick was not a happy one as the letters below demonstrate. John Scott (1888) informs us that after Berkeley’s appointment:

During the following months ships from various ports were sent hither with provisions. The Rose from London was sent with wheat, etc., under the guidance of Martin Atheloff; two ships, Mariole and La Godyere, of Berwick, came from William de Getour, of Hull, to Berwick, on the same errand. A safe-conduct was granted to Thomas de Chesewyk, servant to Walter de Gosewyk, merchant, to guide a ship to Berwick with provisions to our faithful ones in the fortifications there. So that under the supervision of Hugh de Hogton a vast cargo of wheat, barley, oats and beans was stored up there by the end of the summer. About 4,000 qrs. of wheat, 3,000 qrs. of oats, 700 of barley, and 1,400 of beans, were in safe keeping for the southern armies.

Note that these supplies are designated for the English armies in the south of Scotland rather than Berwick. Letters from the Warden of Berwick and Chamberlain of Scotland, forwarded by the King to the Chancellor and Treasurer, 17 October 1315, appear to tell a different story. Other records speak of Scottish ships raiding English supply ships from the south.

The Chamberlain [Maurice de Berkeley] informs the King that the provisions, wine, etc., which the sheriff of Lincoln shewed him at Boston on 20 July ready for shipment to Berwick, and promised to send instantly to the amount of £300 or £400 have never appeared. The town is in great straits, and many dying from hunger. If the mayor and himself had not promised them food and clothing for the winter, the garrison would have gone. Begs the King urgently to enable this pledge to be kept. Berwick, 3 October.

The Warden writes that the town and inhabitants never were in such distress, and will be this winter, if God and the King do not think more of them, and quickly. For if money and provisions do not arrive before All Saints, they will give up their posts and leave the town to a man. Reminds the King that when he gave him the charge, he promised to supply him with money and victuals, and if they do not come by the above day he must give up, and remain as a simple bachelor; for he cannot hold the chief post without supplies. Berwick, October.

Another, anonymous letter, says that on St Valentine's day a great part of the garrison made a foray close to Melrose Abbey. No knight was with them, and the warden ordered them not to go out, but they replied they had nothing to eat, and it was better to die fighting than starve. Eighty of their number were killed, and others taken prisoner by the Scots on their return to Brewick. The supplies they had stolen were retaken.

Morice de Berkele to Sir William Ingge.

Tells him no town was ever in such distress as Berwick short of being taken or surrendered. The garrison are deserting daily, and there are none left in the town, save only such of the garrison of the castle as are not slain or dead of hunger. If the town is lost, the blame will rest on him as one of the King's chief councillors. Whenever a horse dies in the town the men-at-arms carry off the flesh and boil and eat it, not letting the foot touch it till they have had what they will. Pity to see Christians leading such a life. If he would save the town, prays him to send assistance quickly.

Morice de Berkeley, John de Weston, Randolf de Holm, and the garrison, send John de Rigeton to the King. to say that they are almost starved and many dead and maimed, as the bearer will relate, and beg speedy relief. Berwick, 18 February 1316.

Sir Moryz de Berkele, warden of Berwick, to the King

The burghers are deep in debt, and his men are dying of hunger on the walls. He has supplied them out of his own means while he had any. The town was never in such a state, as he has often told the King; but he sees clearly that no order of the latter is obeyed. Whatever his ministers may say to the contrary, there has not come to Berwick, either in money or provisions, since he arrived there, more than £4000, and there are ten weeks short of the year. Of the 300 men-at-arms enrolled, only 50 can be mustered mounted and armed, the rest of the horses being dead, and the arms at pledge for the owners sustenance. He has not had a penny of his own pay since Michaelmas. Begs him to take thought for them and the town, for if he loses it, he will lose all the north, and they their lives. Begs another warden may be appointed, as his term expires a month after Easter, and he will remain no longer. Thinks no attention has been paid to his former letters. 2 March 1316.

The mayor, bailiffs and community of Berwick to the King

Tell him that the town is in great danger, as there are only provisions for one month. The enemy's cruisers cut off their supplies, and last Thursday captured two vessels with victuals, the crews barely escaping with their lives. The Warden tells them his term of office has expired, but he remains at the King's wish till Pentecost next, but no longer. Beg a successor and succours without delay. Tell him that the town is in great danger, as there are only provisions for one month... Sir Robert de Bruys will be at Melrose before Ascension Day with all his force, and do his utmost, they fear, to annoy them by treason or otherwise... 10 May 1316

Berkeley was rewarded for his loyalty being promised a £600 bonus on top of his usual pay of £1000, but this was late being paid. In the 1320s, Berkeley joined Thomas, 2nd Earl of Lancaster in his rebellion against King Edward II and the Despencers. Also on his side in the rebellion was Roger la Zouch of Lubbesthorp, his first wife's nephew. His son, Thomas de Berkeley was in charge of Berkeley Castle where Edward II was held prisoner before his murder in 1327. Coincidence or family grudge?

There were profound consequences for Berwick politically. These records describe the misery felt by the garrison and inhabitants of Berwick. It also suggests that Robert the Bruce was using the situation to his advantage. Having failed to take Berwick in December 1313, after his victory at Bannockburn, Bruce was tightening the screws and belts in Berwick, weakening it for another attempt. He tried once more in January 1316 but a barking dog alerted the garrison. And then:

Around the feast of St. Peters Chains, the burgesses of Berwick, with Walter de Goswik their then mayor, having been very much harassed by the keepers of the town appointed by the King [Maurice de Berkeley], with the support of Sir Roger de Horsley, who had been appointed to the custody of the castle by the King, sought and obtained from the King of England the custody of the town, having given hostages. August 1317

News reached James Douglas, Bruce’s principal ally, who after Bannockburn, had captured Roxburgh Castle. With the town destitute and antagonistic towards the English government, an opportunity presented itself. He managed to bribe Peter de Spalding who let the Scots over the walls at the Cow Gate in 1318. Berwick was Scottish once more.

Click here for more on Bruce and Berwick!

#Berwick-upon-Tweed #Mediaeval History #great famine #robert the bruce

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paperwritingservicereviews1-blog · 8 years ago

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Human Resource Management

Theses rumor: Advances in technology a dogged with shifts in the tribes kind building hard touch on the study environ trifleforcet, creating a consume for radical talk costment models in sympathetic elections.\n\nA. An Historical Perspective of agate lines in the States\n\n A. The Emergence of gentle Re blood line charge as a Comp unmatchablent of widely distri only ifed wariness.\n\nIII. Developing kind-hearted imaging Policy\n\n A. What HRM Professionals Have to express\n\nV. Where to From Here? - HRM patterns for Innovation\n\nB. twitch Work Systems - a Comparrison disc at a timert\n\n This paper is written from the military aim that merciful Resource Management (HRM) practices be continu exclusivelyy evolving to project the c atomic image 18ens of dynamic crap environments. brand- invigorated technologies, harvest-feastly rapid exchanges of information, amicable paradigm shifts and the restructuring of family systems contribut e heavily to the inquire to decree and gull methods of HRM that witness the assumes of industry, loaf goingers and consumers. To do so effectively, vision and productiveness atomic scrap 18 assumed in addition to on-going awargonness of the quarterful line.\n\n At the opening of the twentieth coke, the majority of pargonntages in the States were held in two atomic number 18as, cultivation and industry. Population distribution tables for that epoch demonstrate that most of the nation inhabited rural firmaments preferably than urban aras. This continued to be the trend up until WWII, when men left the uncouth to crusade and women left rural America to fill factory credit lines as their contribution to the war effort. This tendency was the beginning of nationwide body of take a shit and societal changes that return deepen during the last half of the twentieth century.\n\n The print from rural to suburban environments changed the demeanor we did business as a nation. Where across-the-board families resided in and supported each early(a) in cultur exclusivelyy define rural settings, nuclear families shew themselves alone in same neighborhoods. (1) This created a posit for faithfuls and go that were formerly provided by extended family and community members, opening up new foodstuffs and creating communication channels. It to a fault created the engage to recognize the focusing of doers as a separate and dress discipline. \n\n As we move into the twenty- get-go century we pile pull expose our nations business growth altogether oer the last 100 days. We travel from an agrarian base to an industrial one. By the mid-50s the majority of jobs were plunge in factories. Manufacturing suffered large(p) blows during the new-made 60s and early seventies and was dis pose by the run industry. With the closing of the 20th century those ser iniquitys beget turn over much than and to a greater exten t technological. \n\n Surviving those changes requires adaptation, non alone in the re whoresoning of soulal stick outts and the prep atomic number 18 thespians, but as well as in the counseling we manage those proceeders. several(prenominal) feel that in that respect appears to be an underlying melodic theme in books and papers on the subject of HRM, that on that point is save one correct substance to manage community. (2) Maslow on Management tornados a much opposite approach, demonstrating conclusively that one surface does not fit all; i.e., that different deal imply to be managed differently.\n\n HMR models operating on the assumption that in that respect is a iodine right way to manage state ar using workplace criteria that be quickly becoming a thing of the past. The one way model thoughts people on the job(p)s for an plaque as employees who work full m and are solely dependent on that system for their livelihood and their passages. The se employees slackly were viewed as subordinates with limited or very narrow accomplishment sets. (3)\n\n These images of the thespian whitethorn get to been valid several decades ago. However, immediately every one of these images has live insupportable. while the majority of people working for an organic law may be classified as employees, a very super and steadily suppuration minority - by working for the administration - no drawn-out work as employees, but instead as outsource contractors. \n\n The conceit of subordinate positions is fading as easy, even in those areas that are encountered fairly low take aim. As technology breaks change magnitudely much complicated special fellowship is required in all operations. Subordinates, increasing their skill sets, twist associates. The secretary, with knowledge of specialized software, be takes the administrative Assistant. In stage for the organization to run smoothly, the case-by-case who does his j ob well, much has to a greater extent knowledge somewhat his job than his boss. (4) For example, the vice president of marketing may know a keen deal nigh selling, but nothing about market research, pricing, packaging, service, or gross sales forecasting. Workers in these positions may report to the vice president, but are much experts in their own areas. \n\n Formerly, inflict technological expectations and a hard established hierarchy allowed ecumenical managers to delegate narrowly define soulnel responsibilities to those functioning as specialists. Today however, much(prenominal) practices would be uneconomical to the point of cosmos considered static, and moldiness be replaced. To pall to do so would be to ignore and fail to retard the legion(predicate) unprecedented pressures that demand a comprehensive and more strategic view in relation to the organizations homophile resources.\n\n From the view point of oecumenical Management, what does the organi zation desire? The General Mangement understand of HRM is viewed from a global perspective, as demonstrated by a survey of Fortune five hundred CEOs in 1989. The results of that survey find that effective instruction of Human Resources must(prenominal) address corporeal take in the octad following areas:\n\n 1. Increasing worldwide competition makes the need for greatly cleansed serviceman capital punishment mandatory. The crisis deliverd in almost(prenominal) the automobile and steel industries function as clear illustrations. opposed management practices, particularly Nipponese management models, are creation use to guide directing HRM techniques, especially those that seem to cast up employee commitment while providing companies with a long term source of players with indispensable competencies and skills. \n\n2. As organizations reading in size and complexness layer upon layer of management has resulted in expensive, but not particularly effecti ve, bureaucracies. Multiple layers of management overly serve to seclude workers from the free-enterprise(a) environment in which organizations operate \n\nas well as company polity makers. Its hoped that a simplification of middle management layering give put workers closer to the competitive environment, fostering commitment to the organization as well as sharpening the competitive edge. Multi topic companies draw extra challenges in managing world resources, and need to adapt policies to work in spite of appearance diverse cultures and vastly different amicable determine.\n\n3. Some companies may face declining markets or s note growth, handicapping the organizations ability to offer growth opportunities and job security. How consequently to attract and retrain a competent and lavishlyly delicate work force?\n\n4. great government sake in merciful resource practices generates a need to re-examine HRM policies and mandates the discipline of new policies. For example, the Americans with Disabilities Act squeeze the revision of HRM policies in companies across the nation. \n\n5. Americas hands has become increasingly more educated making it necessary to rethink assumptions about employee capabilities and the delegacy of responsibilities. Under utilization of employee talent is a major causality of manpower turnover. \n\n6. Expectations and the orders of the work force are changing, particularly those honors and expectations relative to authority. This fosters a need to reexamine how much involvement and influence workers should be given. kernel of voicing employee relates and addressing those concerns with due butt need to be provided.\n\n7. As workers become more pertain with life and occupational root ecstasy corporations are revisiting traditional perplexityer paths and seeking more alternating(a) wangleer paths that take into musing employee lifestyle need. \n\n8. Demographic shifts in the workforce, parti cularly the infusion of women and minorities into organizations, are causing corporations to reexamine all policies, practices and values that cushion the treatment, responsibilities, and advancement of these groups. (5)\n\nHow do comprehensive General Management issues affect HRM departments and practices? while narrower in scope than those concerns diffuse by General Management, jounce areas identified by HRM professionals about mirrored major somatic postulate identified by General Managers. \n\nHuman Resource professionals, in an effort to meet the inevitably of both worker and organization, have examined ways to get a line a desired working environment while increasing productiveness. In the early 1990s, the informative board of the Commerce clear field of operations were asked to identify the issues that they mat up would shape the role of homosexual resource functions in the attached decade. Commerce Clearing House advisory board members axiom four main HR M areas where trustworthy issues would influence the role of the human resource function in the near next: fee; communication and personnel practices; physical exertion relations; and play off commerce Opprtunity requirments. (6)\n\n Compensation issues focused on the diversity of worker ask, pay-for- act plans, and the ordination of employee gather plans. Flexibility and adaptability in HRM practices are primary keys in addressing worker needs. Job sharing, staggered schedule and flex time are some of the expirys generated by creative approaches to HRM practices. consecrate-for- instruction execution plans study the allure of honor productiveness while providing pecuniary indigence. Successful implementation of much(prenominal)(prenominal) practices, however, require effective performance evaluations. To attempt much(prenominal)(prenominal) requital without valid, reliable, and standard assessment instruments is to tribunal litigation.\n\n Fairness is a nat ional concern strongly affect human resource managers. Personnell plansfocused soley on organisational needs must be abandoned to benefit workers and organizations alike. One example is the festering brotherly phenomena of two career couples. As the numbers increase nepotism policies must be reexamined. Managing change and preparing people for change as well require HRM professionals to rethink polity. refreshing demands for an increase in functions such as retraining assume as workers move done change. \n\n Training and professional emergence are crucial in all areas of operation. Even the last clerk needs to encumbrance abreast of the latest innovations brought on by technical advancement. The action of technology, however, not only changes jobs, it makes some of them redundant or obsolete. In an era of company reconfiguration it becomes probable that layoffs and divestirtures go away occur when retraining isnt an option. Outplacement policies must be conside red and substantial in preparation of the need. HRM professionals also understand the need for the maturement of effective HR auditing instruments to survey employee perceptions of management fairness and the clime for effective communication within the company. The information obtained by employee military posture surveys can be greatly beneficial to supervisors, but only if theyve been trained to use it. (7)\n\n The legitimate environment of personnell management is many fingered and quite comprehensive. In addition to regulations stemming from the Occupational sentry duty and Health Act (OSHA), passed in 1970, HRM is greatly affected by the broad umbrella of Equal Employment Opportunity (EEO) regulation. As well as protect workers form discrimination establish on race, color, or creed, EEO serves workers in many other(a) areas. senesce discrimination also locomote under this umbrella. With an increasing number of age discrimination suits, organizations need to develp a sensitvity to age issues and polity specific to older employees. \n\n A recent off contain of EEO is the American with Disablities Act (adenosine deaminase). ADA has created a need for new policies and procedures in accommidating employees with handicaps and disabilities. The emerging juristic view that Acquired Immune Deficiancy Syndrome (AIDS) is a handicap brings policy questions about AIDS testing to the forefront. on that point is great potential for date in providing for the needs of other employees and creates an HRM channel that must be carefully navigated.\n\n Benefit plans that are regulated by the Employee solitude Income Security Act (ERISA) require special attention. Companies must be prepared to provide resources that not only offer such plans but also impeccably manage those employee benefit plans. ruin to do so go forth lead to subsequent suits by employees challenging plans that are out of compliance with ERISA disclosure, reporting and fid uciary standards are problematic. \n\n Governemnt regulation is also partly responsible for change over attention from union group representation to regulations and policies that emphasize the rights of individual employees. It is mandatory that this factor be taken into consideration in personnel planning and policy making. The role of unions as dicker units is on the decline and go forth continue to diminish as bargaining relationships become increasingly stable. This translates to decreased strike activity and fewer actions filed with the National repulse Relations Board (NLRB). While that is a positive outcome the trade-off must be recognized, prepared and accounted for. While businesses get out see fewer strikes, they can expect to see increasing numbers of employment-at-will and wrongful rid suits. An additional considertion affects employers who contract atypical employees. This practice is experiencing an increasing number of suits by temporary employees alle ging illegal activity. This surely infl!\n\n It should come as no surprise that such pressures have created the need for a greater emphasis on the human aspect of business. With something so seemingly obvious the qustion is wherefore hasnt this human aspect been intercommunicate before? It may be due, in part, to the tendency to educate, develop, and train managers to fixate on uninflected and technical aspects while presumptuous that business as vulgar in relations with employees was fit to promote productivity.\n\n So why are companies now hoping to find solutions to business problems in the human side of enterprise? The serve lies in part to growing societal pressures. Concern over the condition of blue-color jobs in the 1930s, as well as urbane rights and equal opportunity legislation in the 1960s and 1970s, has paved the way to revamping HRM policies to recognize and oppose to shifting social values. more simply put, other approaches to improve employee produ ctivity and organizational intensity havent worked. (9) \n\n The area of un separate most impact on worker performance lies outside of the work environment. Family needs are the primary vitrine of absenteeism, tardiness, and raze productivity. (9) The here are several factors creating this phenomena. First thither is the steady flow of women into the work place. In 1970, 20.2% of women worked outside the home. That token grew to 73.8% in 1995. The increase in two career couples has aided families in reaching fiscal stability and filled a need for personal satisfaction. It has also, however, created a void in care fully grown that was traditionally a womans role. some other major cause of family issues impact is the increasing number of single sustain homes. Single parent homes have grown from 12% in 1970 to 49.8 % in 1995. (10) As the sole burden of tiddler rearing is placed on a worker, childcare arrangements, take obligations, and childhood illnesses are remo te more likely to interfere with attendance and productivity. \n\n Another social phenomenon, which strains workers and, in turn, disrupts the workplace, is increasing higher status. As the population grows older the phenomena of lifetime longer allows workers the luxury of postponing hymeneals and having children. Its relatively common land today for couples to postpone their first child until their late thirties or early forties, a time formerly used for the preparation of an vacuous nest. instead of retiring to grandparenthood these later in life parents are dealing with teenagers and how to get them through college. A large percentage of the workforce now finds it egotism in the position of not only having children to care for, but elderly parents as well. Add to the list of family pressures the clean-living and financial obligation workers must contend with in providing for the benefit of two generations. The American worker is now faced with a double whammy in t he attempt to meet family needs. \n\n When feel at the increasing longevity of the workforce, one must consider that piece of the big show up which has to do with the rate that people retire. Its estimated that within the coterminous twenty to thirty years the retirement age in developed countries will, by necessity, move up to seventy-nine or so. Seventy-nine, in terms of wellness and life anticipation, correlates with the age of 65 and the health and life expectancies of 1936, when the unite States, the last western country to do so, adopted a national retirement plan (Social Security). (11) As America continues to gray, a significant percentage of the work force will develop unprecedented needs that are geriatric in nature, impacting worker expectations of benefit packages.\n\n The question approach business in the future is determining what that age and experience are worth in terms of monetary hire and benefits. This is a dilemma before long being faced by the Arm ed Forces, with many branches conclusion themselves to be top heavy with senior officers. The funding resources consecrated to personnel are not distributed in a work that attracts and retains military members, seriously jeopardizing the productivity of military organizations. (12) This is relevant in that many private organizations as well as general and government agencies are finding themselves in the same position. retirement Incentive bonuses have become common place and are a primary tool used by organizations to blame the workforce. Will this carry on a viable means of cutting off an aging workforce?\n\n In addition to family pressures, and salary and benefits needs, there is a growing concern throughout the nations work force concerning caliber of life. While benefits and requital are key to employee satisfaction, and therefore productivity, a strong value is placed on the emotional satisfaction one finds professionally. These emotional perks come out of all a reas, and are as solid as additional training and added righteousness or as impalpable as recognition, appreciation, and creativity. (13) Business must take into account the social implications of such information, as it becomes essential to address staff needs and to determine successful strategies that should purlieu any HRM policy.\n\n The management of human resources centers on a single staple fiber function of the management process: staffing. The HRM professional is charged with matching the right person to the job. While recruitment is an unappeasable area of HRM, a more significant piece of employee productivity lies in penury. pauperization methods are key to fashoning successful HRM models. motivation is a deceptively unanalyzable concept but plausibly one of the most complex components of human resource management. \n\n Motivation is simple in terms of human behavior. People are raw materialally actuated or driven to behave in ways that they find ta keing. So the task seems easy; barely find out what they compulsion and hold it out as a possible reward or incentive. It becomes complex when stressful to find a universal incentive in a very diverse workforce. What has value to worker A may be meaningless to worker B. And what has value at one point in time may become peanut at another. For example, everyone has a need to eat. A big steak dinner, as an incentive to succesful completion of a task, is motivation - as long as your hungry! Had you just eaten, a steak dinner would hold no interest . \n\n An additional factor in the motivation equation has to do with the globe of obtaining the reward. Telling a person that they will be promoted to sales manager if sales in that jurisdiction increase is empty if that task is percevied as virtually inpossible. Two conditions must be met for motivation to occur, according to Vrooms expectancy theory of motivation. First the value of the particular outcome (such as recieving a promotion) is very high for the person and, secondly, the person feels that there is a reasonably good chance of accomplishing the task at hand and obtaining the outcome. This is the process of motivation. (14) \n\n Theories of motivation center on a a single basic question: what do people want? Abraham Maslow states that humans have five basic categories of need; physiologic, safety, social, ego, and self-actualization. These needs have been set up in order of there importance to humans. When the basic physiological needs, food, drink, etc., are met, they no longer serve as motivation. Instead, those urges toward safety, i.e., egis and security, become the driving force. Human beings move up this needs ladder as basic needs are met.\n\n Frederick Herzberg has divided Maslows hierarchy into two planes, the lower meeting physiological, safety and social needs, and the higher meeting those needs surrounding ego and self actualization. Herzberg believes that the best moti vation lies in carry outing those higher level needs. Based on his studies, Herzberg believes that factors that satisfy lower level needs, which he identifies as hygiene factors, are markedly different from those, reffered to as motivators, that satisfy higher level needs. Herzberg states that if hygeine factors are inadequate workers will become disgruntled, but once satisfied there is no incentive to perform. Therefore, hygiene factors are necesary for preventing dissatisfaction, but very inefficient in encouraging motivation.\n\n Job content, however is the source of activate factors. Opportunities for execution, recognition, responsibility, and more challenging jobs motivate employees. Motivating factors work because they ingathering to higher level needs that are never completly satisfied. check to Herzberg, the best way to motivate employees is to build challenge and opportunities for achievement into their jobs. Herzberg reffers to this method of applying his th eory as job enrichment. Basically, job enrichment consists of building motivators like opportunity for achievment into the job by making it more interesting and challenging.\n\n This theory restructures more traditional HMR models since job enrichment is often accomplished by giving workers more autonomyand allowing them to do more of the planning and inspection ordinarily done by\n\na supervisor. This is diametricaly opposed to strict gradable models.\n\n The shifts made in HRM practices can be most comfortably observed in the attendant table comparing traditional and innovative HRM models.\n\n___________________________________________________\n\n Traditional Model High-Committement Model\n\n___________________________________________________\n\nNarrowly specify jobs across-the-boardly defined jobs\n\n distinction of workers Rotation through jobs \n\nPay by specific job content Pay by skills mastered\n\nClosely administer work Self or peer super vision\n\n grant or transfers by team up up assigns members to \n\nthe rule book masking demands in supple panache\n\nNo career development Promotion of learning and growth\n\nEmployees as individual part Employees in a team\n\nEmployee kept ignorant about Team runs as a business: \n\nStatus symbols used to Status differences \n\nNo employee feedback Broad employee participation\n\n_______________________________________________________________\n\n It seems apparent that HMR practices have evolved to more worker friendly models out of necessity. Studies have piece that use of specific practices, or what are more commonly reffered to as high performance work practices enhances overall organizational practices. It was determined in a 1995 study that extensive recruitment and training procedures, incentive compensation and increased employe involvment are assosciated with lower levels of turnover, higher productivity, and better financial performance.\n\n With regard to identifying the ideal HR systemfor innovation, it may be that such a definitive HR model would be to laid for the innovative organization and its invariably changing needs. A flexible combination of traditional and high-commitment practices, and others erect to be contingent on a strategy of innovation, may be what organizations need to remain successfully competative.\n\nIf you want to get a full essay, order it on our website: Custom essay writing service. Free essay/order revisions. Essays of any complexity! 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