Factors That Shape a Child’s Personality

Factors That Shape a Child’s Personality There is a growing interest in factors that influences and shapes a child’s personality, genetics and environmental factors are the two most prominent factors that are rising in debates. Personality theorist such as Sigmund Freud supports genetic factors and that it plays a huge role in shaping a child’s personality while Alfred Adler supports environmental factors that dominate in shaping the personality of a child. However, there are other studies and research that indicates genetic and environmental factors are both essential in building the personality of the child. The personality of the parents and the child reciprocates with each other to build a more positive parent-child relations depending on the situations and environments. Personality is the fundamental expression of feelings and emotions through bodily organizations, intelligences as well as special capacity as defined by Rue (2008). This is supported by Allport (1961), where he stated that personality is an individual’s characteristic patterns whereby it is stable throughout an individual’s development. Over the past few decades, increased studies have shown that genetics and environmental factors have an impact on a child’s behaviour (Rutter, 2006). One of such theories was provided by Sigmund Freud’s psychosexual development, where he supported the factors of nature in shaping a child’s personality during their early years. Human sexual life does not start at puberty but it begins soon after birth, with clear manifestations (Kline, 2014). Yet, there are opposing personality theorists who believed that the personality of an individual is shaped through interactions with the environment and the people around them. E xamples are Costa and McCrae’s five factor model where personality of individuals are categorised as openness to experiences, conscientiousness, extraversion, agreeableness as well as neuroticism and Alfred Adler’s theory on birth orders, where birth orders of an individual in the family will affect their personality. Child temperament is one of the most prominent genetic factor that shapes a child’s personality. It can be defined as the fundamental basis for affective arousal, expression and regulation components of personality (Goldsmith et al, 1987). Temperamental traits begins in early childhood and will be stabilized across time and it is the basic elements for later personality development (Coplan, Reichel Rowan, 2009). Children with difficult temperament will have a higher tendency to withdraw in connecting with new environments and people and they are more pessimistic and have negative emotionality (Laukkanen et al, 2014). For example, shyness is regarded as the temperamental tendency to experience fear and anxiety and they tend to exhibit more negative emotions and are inclined to the developing of internal problems (Coplan, Reichel Rowan, 2009). Therefore, when they are interacting with the societies and they are more likely to stimulate protective and over controlling responses from their parents or caregivers (Coplan, Reichel Rowan, 2009). One of such personality theorist, Sigmund Freud, believed that the fundamental personality was formed by events and things that happened in the first 6 years of life of an individual (Carroll, 2010). Carroll (2010) also stated that Freud classified a different erogenous zone where libidinal energy was directed and if that stage failed to complete, the libidinal energy will remained in that particular zone, leading to the child experiencing a fixation. Erogenous zones refers to areas of the body where they are highly sensitive to touch and are related to sexual pleasures. Freud’s psychosexual development consisted of oral, anal, phallic and genital stages as analysed by Carroll (2010). Oral stage is known as the first stage of psychosexual development and it lasts for the first eighteen months of a human life, described by Carroll (2010). According to him, it is a stage where the mouth, lips and tongue are the primary erogenous zone. Garcia (1995) explained that during this stage, mothers are the ones who have the most direct communication with the child and the mothers should attend to the child without implementing anxiety in the child. In accordance to Freud’s theory, complications and dispute in this stage could result in oral fixation and his could lead to behaviours such overeating, smoking and alcohol abuse (Carroll, 2010). The subsequence stage will be the anal stage where the anal area is the elementary erogenous zone and it is the period where children begins with their toilet training where the child begins to adopt the practical life lesson of how and when to let go and hold on to certain things and events (Carroll, 2010 Garcia, 1995). Carroll ( 2010) stated that failure in this stage could result in traits such as stubbornness, cleanliness and orderliness. The following stage, namely the phallic stage according to Freud, is the most critical period where it occurs between three to six years old. Carroll (2010) explained that Freud believed that during this stage, boys will undergo the Oedipus complex, while girls will undergo Electra complex and develop penis envy. He also described that oedipus complex is where a male child has sexual attraction for his mother and electra complex is where female child has incestuous desire for her father. However, before this stage ends, the male and female child will distinguish with parents of the same sex and embraces its masculine and feminine characteristics (Carroll, 2010). Superego from Freud’s psychoanalysis theory where he emphasise on unconscious mind in humans, will also being to establish around the same time and most children will take up the values of their parents (C arroll,2010). He also suggested that before entering puberty, the child will go through latency stage where libido in inverted and contained (Garcia, 1995). Carroll (2010) indicated that during this stage, sexual interest are supressed and children during this stage will play with others of the same sex. Garcia (1995) suggested that educations from caregiver and role model can help the children to learn more about the importance and the responsibilities of self-govern, self-expressions and its consequences. During puberty, the child will enter the last stage of psychosexual development, the genital stage whereby the child will develop the ability to adopt adult sexual behaviours and in this stage, libido is to be directed to an object that is significantly different from those childhood sexuality (Carroll, 2010). Genetics differences in individual’s personality are only predispositions to behaves in certain ways, conversely to the environmental factors that may suggest that different children with the similar predisposition in a different directions (Keogh, 2003). One dominant environmental factor is the parenting style and it has been seen as a fairly stable contributions to childrearing practices. Parenting style is characterized as parent’s behaviours and their interactions with their child over different situations, creating the interactional climate for parent-child relations (Laukkanen et al, 2014). Crockenberg et al (2008) indicated that maternal behaviour play a key role in developing children’s attention behaviour, personality and externalising trajectories. Fromm (2013) supported this by explaining that one of the essential factors in shaping a child’s personality is the relatedness to the child’s mother and how the mother behaves will influence th e child’s behaviour and personality. He also stated that Freud had dreams about his mother and it implies that as a child, he wanted to be fed by his mother, this symbolises as being cared for, loved and protected by his mother. If a child is being neglected and not fed by its caregiver, the child will grow impatient and angry as he or she feels that they have the right to immediate and complete attention (Fromm, 2013). Belsky and Barends (2002) claimed that the Five Factor Model (FFM), namely openness to experience, conscientiousness, extraversion, agreeableness and neuroticism, by Costa and McCrae is the basic framework with regards to parents’ personality and the quality of parent-child relation. For example, neuroticism refers to individuals who have a high tendency to experience negative emotions such as anxiety, hostility and more important emotionally instability (Vondra Belsky, 1993). Parents who score higher in neuroticism are more anxious and are more likely to embrace an overprotective style of parenting because of their tendencies to identify threats to their child in the environment (Coplan, Reichel Rowan, 2009). They also indicated that parents who score higher in neuroticism are unlikely to be responsive and displaying warm in parenting. On the other hand, agreeableness in individuals are reflected through their interpersonal skills, they can range from compassionate, trustwo rthy and being helpful to highly irritable and manipulation on others (Coplan, Reichel Rowan, 2009). Coplan, Reichel and Rowan (2009) also explained that mothers who are high in agreeableness exhibit more parental warmth and are highly responsive. Due to the tendencies to give in, agreeable parents will more likely to give in to their child, leading to a more harmonious parent-child relationships (Denissen, Aken Dubas, 2009). Extraversion is correlated with a higher level of positive effects and parents that score higher in extraversion are more likely to have a positive relationship with their child (Denissen, Aken Dubas, 2009). Belsky and Berends (2002) support this by stating that parents who are high in extraversion are more sensitive and responsive to their child. Parents who are high in conscientiousness are said to have a higher level of control over their own lives and therefore they are less regulated by the family rules, there are also evidences that suggest that parent s with high level of conscientiousness are correlated with higher quality of parent-child relation (Denissen, Aken Dubas, 2009). Lastly, they also indicated that parents who are high in openness to experience are found to have a positive relationship with their child as they are less restrictive towards their child due to them having a broader and more permeable conscientiousness. Personalities of parents have significant correlations with the personality of the child as supported by Kochanska, Friesenborg, Lange and Martel (2004), they stated that parents who are more agreeable have infants who are more able to focus their attention and more fearful while parents who are more empathic have infants who are better focused and less prone to anger and parents who are more open have infants that are more joyful. Laukkanen et al (2014) also indicated that parents who show high level of psychological control towards their child, will lead to the child developing a more maladaptive outcom es such as having lower self-esteem and lower academic performances. Another environmental factor is the birth order of the child and personality among siblings that was highly emphasized by Alfred Adler. Leman (2009) also pointed out that parental values are powerful factors that can affect every child in the family, especially the firstborns. Sulloway (2011) support birth order by conducting a study where adults were asked to compare their personality traits with their siblings. He found out that firstborns tend to be more achieving and conscientious while the laterborns tend to be more rebellious an open. Leman (2009) emphasized that firstborns are more reliable and they tend to differentiate right and wrong and believe that there is a right way to accomplish things. He also stated that firstborns are natural leaders and often tend to be achievement oriented. Whereby the middle child will more likely to be contradictory of the child before them in the family and they are often loyal and competitive (Leman, 2009). Leman (2009) also suggested that be ing the middle child, they are not expected to accomplish as much as those who are born before them and they are often the negotiator of the family who tries to keep the peace. As for the lastborns, Leman (2009) describe them as sociable, outgoing, spontaneous and humorous and they are often the most pampered ones in the family. However, being the youngest would mean that they are most likely to be picked on by other members in the family (Leman, 2009). He also stated that the entire family and its environment will change when a child is born and how the parents behaves and act towards the child will determine a great part in the child’s destiny. Leman (2009) stressed that a child’s personality depends largely on the personality and the parenting style of the parents. If parents are to controlling and applied too much stress or too unreasonable towards the firstborns, they can turn the child to a rebel who will messes up just to agitate the parents instead of excelling in their academic (Leman, 2009). To conclude, nature and nurture come together in many ways in shaping a child’s personalities (Bates Pettit, 2007). Those children whose personalities and temperaments are in conflicts with cultural norms and parental expectations have a higher tendency to evoke negative reactions from others and in turn, parents will become more controlling and adopting a more authoritarian parenting style (Maccoby, 2007). In some cases, the personalities of children and parents may have a lot of resemblance as they will mimic each other and share a portion of the same genes that will affect their temperament (Denissen, Aken Dubas, 2009). Therefore, shaping the personality of the child is mostly depending on the reciprocal relations and interactions between the parents and the child. For example, happy and easy infants will have a positive and responsive relationship with their parents and also, affecting ambience in mothers will likewise have positive and consistent relationship with fearf ul infants as mothers tend to be more protective towards fearful infants (Kochanska, Friesenborg, Lange Martel, 2004). References Allport, G. W. (1961). Pattern and growth in personality. New York: Holt, Rinehart and Winston. Bates, J. E., Pettit, G. S. (2007). Temperament, Parenting, and Socialization. In J. Gausec P. Hastings. In Handbook of Socialization (pp. 153-177). New York: Guilford. Belsky, J., Barends, N. (2002). Personality and parenting (2nd ed., Vol. 3). Mahwah, NJ: Erlbaum: M. H. Bornstein. Carroll, J. (2010). Sexuality Now: Embracing Diversity. Wadsworth: Cengage Learning. Coplan, R. J., Reichel, M., Rowan, K. (2009). Exploring the associations between maternal personality, child temperament, and parenting: A focus on emotions. Personality and Individual Differences, 46, 241–246. Crockenberg, S. C., Leerkes, E. M., Barrig Jo, P. S. (2008). Predicting aggressive behavior in the third year from infant reactivity and regulation as moderated by maternal behavior. Development and Psychopathology, 20, 37-54. Denissen, J. J., Aken, M. A., Dubas, J. S. (2009). It Takes Two to Tango: How Parents’ and Adolescents’ Personalities Link to the Quality of Their Mutual Relationship. Developmental Psychology, 45(4), 928–941. Fromm, E. (2013). Sigmund Freuds Mission: An Analysis of his Personality and Influence. Open Road Media. Garcia, J. L. (1995). Freuds Psychosexual Stage Conception: A Developmental Metaphor for Counselors. Journal of Counseling Development, 73, 498-502. Goldsmith, H. H., Buss, A. H., Plomin, R., Rothbart, M. K., Thomas, A., Chess, S., al, e. (1987). Roundtable: What is temperament? Four approaches. Child Development, 58, 505–529. Grazyna, K., Amanda, E. F., Lindsey, A. L., Michelle, M. M. (n.d.). Keogh, B. (2003). Temperament In The Classroom: Understanding Individual Differences. United States, Baltimore: Bethesda. Kline, P. (2014). Fact and Fantasy in Freudian Theory. New York: Routledge. Kochanska, G., Friesenborg, A. E., Lange, L. A., Martel, M. M. (2004). Personality Processes and Individual Differences: Parents’ Personality and Infants’ Temperament as Contributors to Their Emerging Relationship. Journal of Personality and Social Psychology, 86(5), 744–759. Laukkanen, J., Ojansuu, U., Tolvanen, A., Alatupa, S., Aunola, K. (2014). Child’s Difficult Temperament and Mothers’ Parenting Styles. J Child Family Study, 23, 312–323. Leman, K. (2009). The birth order book: Why you are the way you are. Grand Rapids: MI: Revell. Maccoby, E. E. (2007). Historical Overview of Socialization Research and Theory. In J. E. Grusec, P. D. Hastings, Handbook of Socialization: Theory and Research (pp. 13-41). New York: Guilford Publications. Rue, D. W. (2008, January 30). What is Prsonality? The Educational Forum, 1(1), 54-59. Rutter, M. (2006). Genes and behavior: Nature-nurture interplay explained. Oxford: UK: Blackwell. Sulloway, F. J. (2011). Why siblings are like Darwin’s finches: Birth order, sibling competition, and adaptive divergence within the family. In D. M. Buss, P. H. Hawley, The evolution of personality and individual differences. Oxford: Oxford University Press. Vondra, J., Belsky, J. (1993). Developmental origins of parenting: Personality and relationship factors. In T. Luster, L. Okagaki, Parenting: An ecological perspective (pp. 1–33). Hillsdale: NJ: Erlbaum.

British American Tobacco

EXECUTIVE SUMMARY Any organization regardless of the fact of its size, age needs to run smoothly and achieve the goals and objectives which it has set forth. And thus the organization needs to manage Human Resource Management effectively and efficiently. For it develops and implements its own Human Resource Management concepts. British American Tobacco Bangladesh is one of the oldest and largest multinational companies operating in Bangladesh. At British American Tobacco Bangladesh, the key factor to their sustainable growth is human resource. BAT Bangladesh is a leading business organization in the industrial sector employing more than 1,300 employees directly and a further 40,000 indirectly as farmers, distributors and suppliers. It has always been committed to good employment practices and has set out the framework of its Employment Principles on workplace practices, employee relations and employee human rights. BATB employs more than 852 people directly and about 40,000 people indirectly as farmers, distributers and local suppliers. BATB is one of the most preferred employers in the country. It is their pool of talented people who give this place the wonderful and pleasant working environment that takes the company forward every day. It is a team of different people, different cultures and backgrounds, coming together to form something new, something remarkable everyday. In this report, we have tried our best to exemplify how the basic functions of HRM are exercised in British American Tobacco Bangladesh. We have analyzed BATB’s several functions: planning, recruiting and selection, training and development, performance appraisal and employee. We also discussed the BATB’s goals, mission and vision. BATB wants to attract, develop and retain high caliber talent. It also wants an organization that is constantly learning. This learning culture shares knowledge quickly, learns from its mistakes and replicates success formulas quickly. BATB’s Employment Principles set out BATB’s commitment to good employment practices and workplace related human rights. BATB invests time in these forums because it is committed to developing employees’ career and because in business, individual performance matters. BRITISH AMERICAN TOBACCO History : The  British American Tobacco  Company (BAT or BATCO) is the second largest listed tobacco company in the world, with a market capitalization of over ? 30 billion (U. S. $44 billion). It is based in London in the United Kingdom. It began operating in 1902 as a joint venture of the  Imperial Tobacco  Company and James Duke's  American Tobacco Company, and grew to be the major cigarette company in many countries – but not in the USA or in the UK, where each of the partner organizations had agreed not to compete with the other. During the trust-busting era of President Theodore Roosevelt, the American Tobacco Company was forced to divest its interest, and in the years that followed. Imperial Tobacco also reduced its shareholdings. Eventually BAT became a relatively independent organization that out-grew its parent. BAT Industries : The international remnants of the original company were reorganized into a holding company called BAT Industries in 1976, and it acquired what was left of the American Tobacco Co. after the anti-trust split-up. BAT later acquired  Brown ; Williamson  (B;W) which, at that time, was the largest cigarette company in the USA. BAT's US subsidiary retained a degree of independence from the UK, although clearly it must report to the London office — and occasionally they exerted their own pressure. BAT is based in London and has subsidiaries in the UK, Europe, Asia and the old British colonies. In 1999 it acquired the South African-based company of  Rothmans International  after a long battle with Philip Morris  for control. The company has also diversified into many other industries – owning, for instance, a major life insurance company, food and beverage companies, etc. The acronym BATCO is often used when referring to this larger conglomerate. BRITISH AMERICAN TOBACCO BANGLADESH Beginning the journey as Imperial Tobacco 100 years ago, the company set up its first depotat Armanitola in Dhaka Bangladesh. After the partition of India in 1947, Pakistan Tobacco Company was established in 1949. Then it became Bangladesh Tobacco Company Limited in 1972 immediately after Bangladesh’s independence. In 1998, the company changed its name and identity to British American Tobacco Bangladesh aligning the corporate identity with other operating companies in the British American Tobacco Group. Address : British American Tobacco Bangladesh New DOHS Road Mohakhali PO Box 6069 Dhaka – 1206 Bangladesh Tel: (+880) 2 882 2791 Tel: (+880) 2 882 2786 BATB’S SHAREHOLDERS BATB is among the first companies to be listed on the Dhaka and Chittagong Stock Exchanges and currently rank amongst the top 20 companies in terms of market capitalization. British American Tobacco Group holds 65. 91% of our shares; 18. 76% is owned by investment Corporation of Bangladesh; Shadharan Bima Corporation, Bangladesh Shilpa Rin Shangstha, Government of People’s republic of Bangladesh, Sena Kallyan Sangstha owns 4. 73% and further 10. 609% is owned by other shareholders. BATB’S OPERATIONS BATB grows tobacco leaves through its registered farmers in Kushtia, Chittagong, Manikganj and Rangpur zones. Both its head office and cigarette manufacturing plant are located in Mohakhali, Dhaka. It has one Green Leaf thrashing plant in Kushtia and a Redrying Plant in Manikganj. RESPONSIBILITIES BATB aims to ensure that it only purchases leaf from responsible and sustainable sources. Its Social Responsibility in Tobacco Production program addresses the social and environmental issues associated with tobacco growing and processing, and reaches more than 300,000 farmers who supply all the leaf it buys. The program covers good agricultural practices for improving soil and water conservation, appropriate use of agrochemicals, environmental best practice and occupational health and safety. It is also active in eliminating exploitative child labor and promoting forestation initiatives for the farmers who need wood for tobacco curing. As part of the program, it provides direct agronomy support and training to some 250,000 of its grower suppliers where it is not otherwise available. BATB’s VISION BATB’s vision is â€Å"to achieve leadership of the global tobacco industry in order to create long term shareholder value. Leadership is not an end in itself, but a company that leads its industry, is the preferred partner for key stakeholders and is seen to have a sustainable business, should be valued more highly. † BATB defines leadership in both a quantitative and qualitative sense. Quantitively, it seeks volume leadership among its international competitors and in the longer term, value leadership. It recognizes that its success will depend on adult consumers and that, therefore, it must be consumer driven. But the hard, quantitative measures do not in themselves address all the things it must do as a company. It takes a long term view, focusing on the quality of its business and how it works. As a result, qualitatively, it seeks to be recognized as industry leaders and to be the partner of first choice for governments, NGOs, investors and potential employees. It will do this by continuing to demonstrate that it is a responsible tobacco Group, with a sustainable business, outstanding people and superior products. In order to deliver its vision, its strategy for creating shareholder value has four elements around which all our efforts revolve – Growth, Productivity, Responsibility and Winning Organization. HR MISSION Embedding winning culture where people always strive to excel. How BATB Works To Achieve Its Organizational And HR Vision : To develop the most vital element of the organization which is the human resource BATB has put in a lot of efforts in responding to various changes and problems through effective formulation and implementation of human resource strategies through the HR department. A key part of BATB’s work is helping nurture an open, confident and winning culture, where all are aligned in delivering consumer satisfaction. It ensures that people have the opportunity to release their energies in a constructive and focused way. It wants its employees to have a clear vision for the business and to foster enthusiasm to drive superior performance. Furthermore, BATB expect its leaders to engage with their teams and to develop their people. BATB’s culture also encourages ongoing development, so its role includes optimizing personal and organizational learning in order to leverage the capability of both the business and the individual to establish the company vision. BATB strives to match the needs of the organization and individual aspirations and encourage personal fulfillments. Therefore, success is recognized in ways which are relevant to the individual. Strategic Human Resource Management The company clearly identified that a strategic approach to human resource management, development and administration was the primary requirement for dealing with the critical issues that it faced, and has been following such an approach since 1996. Under this approach, it has set out to achieve the following objectives: * Create an environment within which all parties could engage each other, build trust and produce satisfactory results. Ensure a stable working environment in which the unions and the workers would become partners in achieving the company’s overall objectives. * Develop leadership among workers and create an innovative environment; * Ensure the virtual absence of disruptive industrial relations issues; * Upgrade the base level of education and skill of all employees; * Achieve significant increases in productivity even while there has been a reduc tion in employment levels; * Create the cultural change from a manufacturing orientation to a service orientation; * Manage the separations that were required; Develop an environment at work that focuses on worker health and welfare, on safety and on the hazards of smoking; * Improve the focus on customer service and product quality; * Develop and maintain a reputation as an employer of choice HUMAN RESOURCE PLANNING practiced by BRITISH AMERICAN TOBACCO BANGLADESH Employment Planning : Human resource planning is a process of determining an organization’s human resource needs through ensuring that it has the right number and kinds of people at the right place, at the right time in order to achieving the organization’s overall objective. Like every other organization BAT also has its own employment planning. This planning includes determining the demands and supplies of labor in their organization. Determination of Demand of Labor : The management of BAT forecasts the company’s employees’ personnel needs based on its mission, strategic goals & objectives & technological and other changes resulting in increased productivity. Although there are several methods to predict personnel needs, but they use managerial judgment because it gives them more real world scenario for personnel needs. They think that the other methods cannot give the accurate situation of the personnel needs. These are basically graphical methods, which cannot measure the actual personnel needs. But managerial judgment method depends upon the change in productivity, market conditions etc. Determination of Supply of Labor : Internal Supply- Increase in Internal Supply – * New hires * Contingent workers * Transfers-in * Individuals returning from leaves Decrease in internal Supply – * Transfers * Layoffs * Voluntary Quits * Dismissals External Supply – BAT searches for fresh graduates among the business schools and other universities for fulfilling the demand of labor. It also targets the experienced workforce who is already working in different organizations. Besides, it offers contractual jobs to the people among who most are students. It also goes through the â€Å"Battle of Mind† competition through which they bring out the best promising faces from the crowd. BAT has recruited 37 fresh students judged through this competition since 2004. Job Analysis of British American Tobacco Bangladesh JOB ANALYSIS A job analysis is a systematic exploration of the activities within a job that provides information about the jobs currently being done and the knowledge, skills and abilities that individuals need to perform the jobs adequately. A thorough Job Analysis can enhance the effectiveness of regular or recurring HR processes like Recruitment and Selection, Training and Development, Performance Appraisals etc to long-range areas like HR Planning, Succession Planning etc. British American Tobacco Bangladesh does not follow any specific type of method to do the job analysis. Rather it uses a combination of different type of methods. The methods are based on the principles of modern management and of organizational psychology. Purpose of Job Analysis : The purpose of Job Analysis is to establish and document the ‘job relatedness' of employment procedures. A job analysis helps to determine the * Training Needs * Compensation of the employees * Selection Procedures Performance Review Job Analysis Process A job analysis process has three outcomes: Job Description: Job description is a statement indicating what a job entails. It includes what the job holder does, how it is done, under what conditions and why. BATB is comprised by experienced human resources executives who at a first level, with the help of managers; define the needs of the organization assessing the characteristics and obligations of each job post, as well as the organization's cultur e and structure. The focus of BATB lies on preparing a job description accurately, rapidly and in a scientific and effective way. The job description includes information such as the job title, a short job description, the job's place within the organization chart, the immediate supervisor, coactive departments, obligations and authorities, degree of freedom to make decisions and proceed to initiatives, degree of blame in several circumstances, objectives etc. Job specification: Job specification states the minimum acceptable qualifications that incumbents must possess to perform the job successfully. Based on information acquired through job analysis, the job specification identifies prerequisite qualifications such as knowledge, skills, education, experience, certification, necessary personality traits and abilities. BATB’s experienced and specialized collaborators prepare job descriptions for different posts based on a structured guide and specified methodology. Job Evaluation: Job evaluation is a method of determining on a systematic basis the relative importance of a number of different jobs. By sector and size, job evaluation is far more prevalent in the public and private sectors and among larger employers. In BATB it's a useful process because job titles can often be misleading – either unclear or unspecific. IN BATB it's impossible for those in HR to know each job in detail. As a rough guide, job evaluation is very much essential for a huge organization like BATB. Job evaluation is counted as an ongoing process in BATB. According to the company a job evaluation should be transparent, and reviewed regularly to ensure business needs continue to be met. Recruitment Recruitment is a process of seeking sources for job candidates. Recruitment process aims at getting responses from job seekers and avoiding applications from unqualified candidates. BAT searches for fresh graduates among the business schools and other universities for fulfilling the demand of labor. It also targets the experienced workforce who is already working in different organizations. Besides, it offers contractual jobs to the people among who most are students. It also goes through the â€Å"Battle of Mind† competition through which they bring out the best promising faces from the crowd. BAT has recruited 37 fresh students judged through this competition since 2004. Recruitment Policy British American Tobacco Bangladesh has been in e-resourcing since 2002. It focuses on e-based advertisement for more visibility and transparency beside the conventional print media. All recruitment related notices are posted on the www. bdjobs. com website. Candidates are required to fill up the blank resume format provided in the website. A well-structured and systematic selection procedure is followed to get the most suitable candidate. Following the selection procedure, pre-employment medical examination and reference checks are done. * BATB asks for applications from recognized universities from home and abroad. * Applicant must be a citizen of Bangladesh. BATB encourages students with good academic track record to apply. * BATB is not prejudiced against race, sex, religion, age etc. Positions are offered to the candidate on the basis of his/her ability and the requirement of the company. If an application is successful, the applicant is invited to a preliminary interview  which will be taken by a member from the function to which he has applied an d a member of the Human Resource team. This is a chance for him to find out more about BATB, as it is for the company to find out whether he has the competencies BATB is looking for. BATB is committed to keep the applicant informed of the progress through every step of the selection process. BATB now outsources the recruitment process to People Scape. Mid Careers : â€Å"Whatever stage of your career, we can offer new challenges† Talented people join BATB at all points of their career and for many reasons. Some seek a new challenge or an environment where they can prove themselves and where their current skills will be appreciated. Others want to reinvigorate their career or achieve a better work-life balance. And most want to improve their rewards package. BATB doesn’t just offer a dynamic, diverse environment laden with opportunity – people find the company a truly exciting and fulfilling place to work. They enjoy being part of a high profile company with a strong corporate culture that promotes individual and personal flair, while encouraging teamwork and delegation. They're proud of BATB’s commitment to corporate responsibility in a controversial industry. The nature of the tobacco industry contributes to the challenges of our work – and to job satisfaction. Our people need a broadness of vision and understanding not always necessary in other sectors. They need people skills to communicate with diverse and multicultural audiences. They need the intellectual curiosity to try out new ideas and the imagination to ensure our story is told, even when under serious constraint. Selection The selection process of BATB consists of the following steps: * If the application is successful, candidates are invited to a preliminary interview which is taken by members from the functional department for which the candidates have applied and a member of the Human Resource team. The candidates who selected in this interview are invited to a specifically designed British American Tobacco assessment centre. This provides them with the opportunity to demonstrate their skills and suitability through their performance in a number of participative and individual exercises. They also have the opportunity to meet managers and to gain firsthand experience of what i t is like to work for British American Tobacco Bangladesh. * If they get through the Assessment Centre, they will be recommended to the respective Heads of Functions for a final Interview. And if a candidate is can prove he is suitable for the job in this interview s/he is selected. British American Tobacco has put in a lot of efforts in responding to various changes and problems through effective formulation and implementation of human resource strategies through the HR department to successfully utilize this large number of employees. BATB has proved that it is functioning very well and that it will continue its operations and will become the trendsetter of the Human Resource Management practices of Bangladesh. Managing performance While managing performance BATB focuses on: * Measuring ; aligning performance * Rewarding performance * Managing ; administering benefits * Managing organizational learning and development * Managing change * Designing ; developing the organization * Managing organizational climate * Learning in the organization Managing careers  and development include: * Assessing competencies and potential * Career development systems * Coaching and mentoring * Training and development Managing employment relations includes: Managing employment legislation * Managing workplace relations * Managing HR customer services BATB’s employment beliefs and principles BATB’s people are its business and its Guiding Principles represent the common values at the heart of its success, shared by employees across the world. Its Employment Principles set out BATB’s commitment to good employment practices and workplace related human rights. Guiding Principles * Strength from Diversity * Open Minded * Freedom through Responsibility * Enterprising Spirit Strength from Diversity  reflects its cultural mix and a working environment that respects employees’ individual differences. BATB embraces different people, cultures, viewpoints, brands, markets and ideas – to create opportunities and strengthen performance. In short, we are interested in what makes you unique. Open Minded  reflects BATB’s openness to change, to identify opportunities and to consider new ideas, including ways of addressing regulatory issues and changing social expectations. People seek to listen without prejudice, actively and enthusiastically considering other viewpoints. Freedom through Responsibility  helps our people to get on with their jobs – BATB believes they should be free to make their own decisions, accept responsibility for them and not be hampered by unnecessary bureaucracy. Employment Principles Like all major international companies, BATB takes its employment policies and procedures very seriously. BATB’s Employment Principles cover topics such as: * Equality of opportunity and non-discrimination; * Internal communications and the free flow of ideas; * Worker representation and freedom of association; Fairness at work and the unacceptability of harassment and bullying; * That we do not condone or employ child labor; * That forced or bonded labor is completely unacceptable; * Performance responsibility; * Health, safety and environmental responsibility; * Community contributions and skills development for employees and communities in markets where our companies operate; * Personal development and learning; * Reasonable wor king hours and family friendly policies; * Fair, clear and competitive remuneration and benefits. Training and development * We recognize that getting the right start is crucial to building a successful career. This is how we approach your early training and career development. * The  Challenge Initiative is structured around the following components: INDUCTION| FUNCTIONAL DEVELOPMENT| MANAGERIAL DEVELOPMENT| BUSINESS AWARENESS| PERFORMANCE APPRAISAL| The induction gives you the opportunity to learn about our company, objectives, products and markets. | Developing a base of excellence in the function into which you have been recruited. Developing managerial competencies needed in your future roles. | Gaining an understanding of the overall business and appreciating the role played by each function. | Giving you regular and constructive feedback, both formally (every 6 months) and informally (every 6 weeks) to ensure that you achieve the defined standards for the  Challenge Initi ative. | * The  induction  gives the opportunity to learn about BATB’s Group objectives, products and markets. It introduces the corporate guiding principles and culture, the role of each function, and industry issues in your country. It also introduces to the product – and how the company markets it. * The Challenge Initiative programmer includes employees’ functional development  Ã¢â‚¬â€œ development of a base of excellence in chosen function. BATB will clearly explain what it expects from employees. Then, with support from employees coach and mentor, they set their objectives and work towards achieving them in order to meet the needs of the business and their personal development objectives. * Employees will develop the  management skills  they need in their future roles with both formal training and on-the-job experience. And they will have the opportunity to put these skills into practice in preparation for the move into their first management role. * BATB also expects them to develop  business awareness, an understanding of the overall business and the role played by each function. In other words, BATB wants them to understand the business beyond their own functional and geographical area of responsibility. It wants them to question its existing ways of working and to bring positive change to the business. BATB will provide them with opportunities to challenge its practices, a receptive audience and the feedback they will need to build their knowledge. BATB monitors their success through regular  performance appraisal. It gives regular and constructive feedback, formally every 6 months and informally every 6 weeks. This ensures that employees are aware of the standards they should aim for, and also that it can tailor their development to its needs. Training Training is a learning experience that seeks a relatively permanent change in an individual that will improve his or her ability to perform a job. To make training a success, a BATB takes care of the following points: * Make learning meaningful * Make skills transfer easy and Motivate the learner Employee Training Method followed in BATB ON-THE-JOB TRAINING It means having a person learn a job by actually doing it. Advantages: * Relatively inexpensive * Trainees learn while producing * No need off-site facilities Drawbacks: * Low productivity while the employees develop their skills * The errors made by the trainees while they learn. Apprenticeship Training: It traditionally involves having the learner study under the tutelage of a master craftsperson. Informal Learning: This learning process is not determined or designed by the organization. But the organization may ensure it by creating a learning environment in the organization. Job Instruction Training: Listing each jobs basic task, along with key points, in order to provide step-by-step training for employees. Lectures: The most simple and quick way to provide knowledge to large groups of trainees. Simulated Training: It places the trainee in an artificial environment that closely mirrors actual working conditions. OFF-THE-JOB TRAINING †¢The Case Study Method: Here the manager is presented with a written description of an organizational problem to solve in a discussion with other trainees. Management Game: The manager presented with a computerized decisions regarding but simulated situations. †¢Outside Seminars: Many organizations now are using this popular method on various aspects of business and management. Employee Development BATB’s approach to personal development is based on a simple belief – that the person who best knows your ambition s and aspirations is you. BATB aims to support its development. People will find that BATB invests strongly in people to increase their skills, improve their performance and stimulate them with new ideas. BATB is committed to motivating people so they can also motivate others. But BATB also believes that you're the best person to map out your own evelopment. BATB expects employees to drive regular career discussions. It encourages to assess their strengths and weaknesses honestly and to seek feedback from colleagues. BATB counts on them to make continuous learning and the quest for improvement a part of your personality – to be hungry for new ideas, skills and assignments. Managers play a key role in this and employees play a key role in developing the careers of people reporting to them. The managers assess individual capabilities and place a high priority on development planning. They set stretching performance goals, which are regularly reviewed. The discussions focus not just on what employees have achieved, but how they achieved it and what they've learned along the way. Career development tools Career planning benefits both the employees and the company. It helps build succession that mesh with employees’ own aspirations – making them more accurate, reliable and robust. BATB encourages them to spend quality time thinking about their career and it has highly developed tools to help them. BATB is prepared to invest significant time reviewing their career and meeting their development needs to ensure that their potential is fully realized. BATB holds annual Talent Review Meetings which are chaired by Board members, for all regions and functions around the world. These meetings aim to ensure that BATB has good succession plans in place that take account both of individuals' needs and of the future shape of the organization. BATB invests time in these forums because it is committed to developing employees’ career and because in business, individual performance matters. CONCLUSION British American Tobacco has put in a lot of efforts in responding to various changes and problems through effective formulation and implementation of human resource strategies through the HR department to successfully utilize this large number of employees. BATB has proved that it is functioning very well and that it will continue its operations and will become the trendsetter of the Human Resource Management practices of Bangladesh. Bibliography www. bat. com www. batb. bd-servers. com www. wikipedia. org

The Scarlet Letter: Light vs Dark

Defined as a technique of contrasting dark and light to highlight elements within a piece of art or a story, chiaroscuro is displayed throughout The Scarlet Letter by Nathaniel Hawthorne. Also prevalent in many masterpieces created by Rembrandt during the 17 century, Rembrandt uses chiaroscuro to create a focal point in his paintings and evoke personal thought. Hawthorne uses chiaroscuro to focus on the element of overall sin and to illustrate conflicts between characters.A comparison of chiaroscuro in Rembrandts paintings and Hawthorne’s The Scarlet Letter, provides a deeper understand of how light and dark play a key role in the development of characters and theme. Sin is one of the most important themes in The Scarlet Letter. Throughout the novel, Hawthorne presents nature as being evil. For example, the forest displays a moral wilderness that is encompassed within a dark and gloomy atmosphere. However in Chapter 18, Hawthorne uses chiaroscuro as a device to show a change i n the forest as Hester succumbs to the evil of nature and of her sin.â€Å"†¦she undid the clasp that fastened the scarlet letter, and, taking it from her bosom, threw it†¦All at once, as with a sudden smile of heaven, forth burst the sunshine, pouring a very flood into the obscure forest†¦Ã¢â‚¬  During this scene, Hester releases herself from the burden that the scarlet letter brings. As Hester gives into her natural instincts, the forest around her slowly begins to brighten and become overcome by light. This new found light in the forest that grows hand in hand with Hester’s happiness is shown to be good and/or normal based on Hawthorne’s tone.He focuses on the beauty of the light and how it highlights every living thing in the forest, almost in an angelic way. The tone and use of chiaroscuro in this passage allows the reader to believe that giving into your natural instincts and wants is not necessarily wrong or sinful, but nothing more than a part of life. Rembrandt uses a similar approach in using chiaroscuro in his painting Nightwatch (1642). Rembrandt does not use the light to focus on a certain character or object in the painting; rather he exemplifies the different patterns of the painting by creating a battle between light and shadows.The effect of using light and dark in this painting is not meant to provoke meaningful thought, but rather to display an almost chimerical union between the light and dark, similar to the effect displayed by Hawthorne in the forest scene. Hawthorne also uses chiaroscuro to show conflicts between characters and the difference in their personality or spiritual well-being. â€Å"Old Roger Chillingworth, throughout life, had been calm and temperament, kindly, though not of warm affections†¦.Sometimes, a light glimmered out of the physician’s eyes, burning blue and ominous, like the reflection of a furnace†¦Ã¢â‚¬  Roger Chillingworth, Hester’s husband, is presented to the readers as a respectable man that was very upright and devoted to his job and those around him; however, he lacked any sense of passion or love. Once Chillingworth found out that Hester had committed adultery and would not name the father of her bastard child, it became Chillingworth’s mission to uncover the man that had lain with his wife in sin.He must search deep within Dimmesdale, minister for the town and who Chillingworth believes is responsible, using both human and supernatural remedies to extract the secret with no intention of forgiving Dimmesdale. Whereas Dimmesdale is seen as a trustworthy man for the Puritan citizens to bestow their own sins upon, ones of which Dimmesdale helps them to repent. Dimmesdale committed a sin in the eyes of the Puritan society, one born from his need to follow his natural instinct in which Hawthorne states to be good and later admitted to the masses that he was indeed the father and the second perpetrator in this earthly crime.â₠¬Å"And, as he drew towards the close, a spirit as of prophecy had come upon him†¦it was as if an angel, in his passage to the skies, had shaken his bright wings over the people for an instant- at once a shadow and a splendor- and had shed down a shower of golden truths upon them. † This quote displays the way that the Puritan people saw their pastor, a man that was both physically decaying before their eyes, but yet lit up by the word of the gospel. Dimmesdale would then follow his sermon with the confession of his sin, the last act of his mortal life.Hawthorne uses chiaroscuro to depict the difference in the type of evil within the characters of Dimmesdale and Chillingworth. Chillingworth is a man that did not sin in the terms that Dimmesdale did, however, he searches for it without the intent to forgive. Hawthorne expresses this as true evil and sin compared to Dimmesdale’s act of following his natural instinct, which is not a sin. Rembrandt uses chiaroscuro to d epict the character or personality within his paintings. In Self Portrait as St. Paul (1661), the man in the panting is lit while the background and his facial features are considerably darkened.The dark eyes and background represent a type of detachment, whether the detachment is due to an outward or inner struggle. The light of the picture gives one the sense that the man is important or respected. However, the dark causes the audience to believe that the man is in a great deal of struggle or woe, possibly causing him to be dark and cold in the sense of personality, like the depiction of Chillingworth depicted by Hawthorne.Nathaniel Hawthorne uses a device known as chiaroscuro, contrasting light and dark elements, to help develop the characters and theme within The Scarlet Letter. The way Hawthorne displays this development can also be viewed in pieces by Rembrandt. Sin is portrayed in many ways throughout the novel. The forest is used as a symbol of moral bareness of which Hester succumbs to when she takes off the scarlet letter and releases herself from her sin. At this moment, the dark dreary forest is flooded with heavenly beauty of light and life.This play with shadowing and light elements can be viewed in Nightwatch by Rembrandt. This paitning expresses a link between the light and the dark and how they can exist at the same time, however one will always triumph. In the case of the forest scene, the light and the happiness of Hester triumphed over the evil that surrounds her. Hawthorne draws his characters out by having one behold elements, Roger Chillingworth, and the other character behold elements of light, Minister Dimmesdale.Hawthorne then goes deeper to express that the darkness of one might not be of evil intention, but rather dulled by everyday sin of which the light could be redeemed. Rembrandt displays this in the paint Self Portrait as St. Paul, showing how shadows can make one look disconnected and spiritually or emotionally barren. Chiaros curo is a tool used in both the literary and arts world that can help to evoke more emotion and audience thought. Without it, the characters and imagery would all be caught between shades of gloomy greys.

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