Scope and Kinds of Cyber Security Research Paper

Scope and Kinds of Cyber Security - Research Paper Example The researcher states that one can hardly imagine an activity that would not involve the computer and other digital equipment being used in digital devices. Their usage is furthermore visible in the organizational structures, both on managerial front, educational and governmental level. Having explained its dominance and presence all over in our surrounding, at the same time, it must be said that computing world which is an online world is a fragile one and is extremely vulnerable to the external threats and challenges. These threats come in form of security concerns. While it is an outer world where there is no restriction on anyone who may want to join the network of World Wide Web, it becomes imperative to create a security factor consideration which would enable safe operations. Since all kinds of activities are being performed over the computer and internet, ranging from private data exchange to financial records, governmental records, other documents of national security, centr al databases and various other elements, in such cases it becomes important to establish a mechanism that would ensure safer operations on the internet. Internet is being termed as one of the least equipped and least reliable source of communication when it comes to privacy and security. This has been proven in cases and forms of all kinds of breaches in different parts of the world from time to time. no bank, no individual, no organization , no website is safe from the attack of these insurgents who pose threat to the common flow of traffic across the board. Scope of cybersecurity: The scope of cybersecurity is a very large one and it finds its application in any place where there is computer and internet in function. It would find its usage in home applications, official applications, educational institutes, governmental, even in the aeroplanes where most of the transmission is done over computer and digital means, require safe coding methods. Anything that is on the board of onli ne interface is included in the scope of cybersecurity since it requires protection in one way or other. Even the domestic users of computer who may use it for ordinary online operations, require security and safety since any kind of malware or bug can penetrate into their computer and cause the desired damaged. The need for cybersecurity: Cyberworld is just like the society of human being. While over 3 billion people from across the world are on board on the digital interface, it does require patrolling and controlling of the entire traffic. Just like the society would need law and order, police control and patrol, in the same way a medium that has over 3 billion users would require a scheme which would ensure safe usage of internet and computers. With all kinds of operations subject to the usage of online resources, it is highly imperative to create a zone that is shielded with secure browsing of computers and the world of internet. Kinds of cybersecurity threats: Just like a phys ical society may face threats in different forms, the cyber world is no exception and it is faced with challenges and obstacles in various forms. These come in form of cybersecurity concerns.

THE GLOBAL ECONOMY Essay Example | Topics and Well Written Essays - 2500 words

THE GLOBAL ECONOMY - Essay Example bserved that cutting edge improvements in the area of information technology (IT) have made most of the business processes easier as well as economical, apart from pushing geographical boundaries into near obsolescence. These improvements â€Å"have made it less costly for consumers to determine the characteristics of products produced abroad† (Krol, 2008, P.3), and have also provided the producers/manufacturers with the ease to gauge consumer preferences. As a result the manufacturers are in a better position to customize their products and/or services with an aim to tap the foreign markets. Hence it can easily be comprehended that the modern business scenario that prevails in the global arena is highly competitive and the players are keen on utilizing every possible avenue to maximize their gains. It may be observed that â€Å"income growth in developed countries and even in some less-developed countries has increased the demand for goods and services produced domestically as well as from abroad† (Krol, 2008, P.4), which implies that the volumes of international trade – and hence its inherent perils – have been rising incrementally, thereby calling for efficient trade protection policies. Another important reason for the implementation of such policies is that â€Å"trade restrictions have decreased significantly since World War II† (Krol, 2008, P.4). In the context of global economies it has been observed that the developed nations can afford to subsidise, the developing nations prefer barriers to protect their trading activities. Data from the World Bank reveal that a large number of trade restrictions have been brought into effect as â€Å"several countries, including 17 of the G-20, have implemented 47 measures whose effect is to restrict trade at the expense of other countries† (Gamberoni & Newfarmer, 2009, P.1). Within the eventful cauldron of international trade one of the phenomena that raise concern is that of dumping which, according to the World

Financial Statements and the Monetary Situation of Morrisons Essay

Financial Statements and the Monetary Situation of Morrisons - Essay Example The report is aimed towards guiding interested shareholders to rationally invest in Morrisons Supermarkets. Morrisons is one of the largest chains of supermarkets located in the U.K. The firm has their headquarters located in Bradford, England. Morrisons is counted amongst the big four supermarkets in the U.K, after Tesco, Sainsbury, and Asda. Currently, the company holds approximately 11% market share in the supermarket sector of the U.K. The company had initially begun as retailers of butter and egg in the year 1899. However, the firm has remained successful in expanding itself and presently it has 515 superstores and 113 local stores spread across the U.K, England, Wales, and Scotland. The U.K supermarkets are highly competitive and also possess the ability to earn a very high level of revenues. Consumers, in general, are seen to gain benefits from such high competition as they are able to procure goods and services at reduced prices. The purpose of the paper is to understand how analysis of financial statements facilitates better investments decision making. Income statements are prepared to estimate the level of profitability existing in a firm. They also indicate the efficiency with which an organization performs and earns revenue. Investments decisions are crucial as they may either cause a shareholder to earn adequate profits or lose earnings on the capital invested. Shareholders face the risk of losing their savings if financial statement interpretations are not carried out effectively. The income statement is essentially a summary of the incomes and expenses of a firm presented in a summarised form for a particular period. By analyzing the incomes, expenses and the profits of a number of years, investors can understand how effectively a firm manages their internal operating expenses so as to earn sufficient profits.

Scope and Kinds of Cyber Security Research Paper

Scope and Kinds of Cyber Security - Research Paper Example The researcher states that one can hardly imagine an activity that would not involve the computer and other digital equipment being used in digital devices. Their usage is furthermore visible in the organizational structures, both on managerial front, educational and governmental level. Having explained its dominance and presence all over in our surrounding, at the same time, it must be said that computing world which is an online world is a fragile one and is extremely vulnerable to the external threats and challenges. These threats come in form of security concerns. While it is an outer world where there is no restriction on anyone who may want to join the network of World Wide Web, it becomes imperative to create a security factor consideration which would enable safe operations. Since all kinds of activities are being performed over the computer and internet, ranging from private data exchange to financial records, governmental records, other documents of national security, centr al databases and various other elements, in such cases it becomes important to establish a mechanism that would ensure safer operations on the internet. Internet is being termed as one of the least equipped and least reliable source of communication when it comes to privacy and security. This has been proven in cases and forms of all kinds of breaches in different parts of the world from time to time. no bank, no individual, no organization , no website is safe from the attack of these insurgents who pose threat to the common flow of traffic across the board. Scope of cybersecurity: The scope of cybersecurity is a very large one and it finds its application in any place where there is computer and internet in function. It would find its usage in home applications, official applications, educational institutes, governmental, even in the aeroplanes where most of the transmission is done over computer and digital means, require safe coding methods. Anything that is on the board of onli ne interface is included in the scope of cybersecurity since it requires protection in one way or other. Even the domestic users of computer who may use it for ordinary online operations, require security and safety since any kind of malware or bug can penetrate into their computer and cause the desired damaged. The need for cybersecurity: Cyberworld is just like the society of human being. While over 3 billion people from across the world are on board on the digital interface, it does require patrolling and controlling of the entire traffic. Just like the society would need law and order, police control and patrol, in the same way a medium that has over 3 billion users would require a scheme which would ensure safe usage of internet and computers. With all kinds of operations subject to the usage of online resources, it is highly imperative to create a zone that is shielded with secure browsing of computers and the world of internet. Kinds of cybersecurity threats: Just like a phys ical society may face threats in different forms, the cyber world is no exception and it is faced with challenges and obstacles in various forms. These come in form of cybersecurity concerns.

Financial Statements and the Monetary Situation of Morrisons Essay

Financial Statements and the Monetary Situation of Morrisons - Essay Example The report is aimed towards guiding interested shareholders to rationally invest in Morrisons Supermarkets. Morrisons is one of the largest chains of supermarkets located in the U.K. The firm has their headquarters located in Bradford, England. Morrisons is counted amongst the big four supermarkets in the U.K, after Tesco, Sainsbury, and Asda. Currently, the company holds approximately 11% market share in the supermarket sector of the U.K. The company had initially begun as retailers of butter and egg in the year 1899. However, the firm has remained successful in expanding itself and presently it has 515 superstores and 113 local stores spread across the U.K, England, Wales, and Scotland. The U.K supermarkets are highly competitive and also possess the ability to earn a very high level of revenues. Consumers, in general, are seen to gain benefits from such high competition as they are able to procure goods and services at reduced prices. The purpose of the paper is to understand how analysis of financial statements facilitates better investments decision making. Income statements are prepared to estimate the level of profitability existing in a firm. They also indicate the efficiency with which an organization performs and earns revenue. Investments decisions are crucial as they may either cause a shareholder to earn adequate profits or lose earnings on the capital invested. Shareholders face the risk of losing their savings if financial statement interpretations are not carried out effectively. The income statement is essentially a summary of the incomes and expenses of a firm presented in a summarised form for a particular period. By analyzing the incomes, expenses and the profits of a number of years, investors can understand how effectively a firm manages their internal operating expenses so as to earn sufficient profits.

The Specialist Creed Essay Example for Free

The Specialist Creed Essay No one gets away with more than I. I am a non Non-Commissioned Officer, a beast of burden. As a junior enlisted soldier I realize that I am a member of an under appreciated, much chastised group of soldiers which is known as the ribcage, or perhaps pancreas, of the Army. I am proud of myself and my fellow Specialists and will continue to bitch, whine and sham until the absolute last second regardless of the mission at hand. I will use my grade and position to avoid responsibility, accountability and any sense of presence of mind. Ignorance is my watchword. My two best excuses will always be on the tip of my tongue I didnt know, and It wasnt me. I will strive to remain invisible and unavailable for details. Never ever volunteer for anything is my rallying cry. I am aware of my role as a SPC and if you need me for anything, Ill be on appointment. I know the other soldiers, and I will always refer to them by their first name or in some cases derogatory nickname. On weekends, or days off I will consistently drink myself into oblivion, and I will never answer my phone. I understand that for a person in my hierarchal position, rewards are going to be few and far between, and punishment will always be swift and severe. Officers of my unit will have maximum time to accomplish their duties, because I will be accomplishing them for them. I will kiss up to their face and badmouth them behind their back, just like everyone else. I will be loyal to those with home I serve, provided theres something in it for me. I am the last bastion of common sense that stands between me and the Army philosophy of Work Harder, Not Smarter. My voice is a tool and my complaints are a weapon that I wield with unmatched skill and finesse. I will not forget, nor will I allow my comrades to forget, Specialist is the greatest rank in the Army and rank has its privileges.

Analysis of Personnel Management and HRM Perspectives

Analysis of Personnel Management and HRM Perspectives INTRODUCTION The report has two sections; the first will focus on critically analysing the principals of Personnel Management (PM) and Human Resource Management (HRM) and the similarities and differences between them. Furthermore, John Storeys (1992), Guests (1987), Beer and Spectors (1985) points of difference will be provided and adapted to a Subway franchise. Finally, the appropriate recommendations on how the company could improve its HR procedures. The second will focus on context of Subway Franchisor Corporation which is currently the leading fast food company in the US, winning numerous awards since it was founded in 1965 by a 17 year old Fred DeLuca. It provides nutritious menu choices, flexible food options on its gourmet breads, sauces and toppings. The company also specialises in wraps, tortillas and salads as well as a variety of drinks. According to Subways official website (subway.co.uk), their mission is to supply good quality food and service, and also provide the tools and knowledge to entrepreneurs to gain competitive advantage over other fast food companies. It is important to understand Subways role as a franchisor. This report is not based on an analysis of the Subway Corporation, the franchisor, but rather on an individual Subway franchisee. 1 Personnel Management The history of PM began around the end of the 19th Century; a concept closely connected to the contradiction in relations between companies and their employees. It is believed that PM evolved through phases: Welfarist (until 1920s) Characterised by an emphasis on the provision of welfare facilities and efforts made to create the ideal factory (Cumming, 1993, pp.4-5). Personnel Administration (1930s) In the form of recruitment, basic training and record keeping (Armstrong, 1996, p.32). Development (1950s) Management of employee relations becomes the critical contingency factor of PM due to the rise in TU membership and collective bargaining. A wider range of personnel services were provided (Armstrong, 1996). A broad definition of PM is a function concerned with putting in place, the processes and procedures to make sure the organisation has the right staff at the right time so it can operate at a very basic level. Similarly, Cole (2002) describes PM as the function of management that has to deal with the recruitment, employment, training, redeployment, safety and departure of employees. 1.1 Functions of Personnel Management PM tries to maintain fair terms and conditions of employment, whilst efficiently managing day-to-day, personnel activities at the operational level. Heavily based on administrative tasks; It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM are identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include:- Conducting job analysis, recruiting and selecting and handling promotion internally. Training based on legal requirements of Health and Safety procedures, risk assessment. Remuneration: making sure the correct wage/salary is paid at the right time (Cole, 2002). Providing benefits and incentives. Appraising performance, resolving disputes in the form of grievance and discipline. Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences). Redundancy: administration of and dismissal procedures (Cole, 2002, p.26) 1.2 Advantages and Disadvantages of Personnel Management Identifying people as the central function of an organisation which need controlling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously mentioned, personnel managers can identify staffing gaps and assign the right number and type of people the organisation needs, (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be done in certain situations implying that there is transparency and consistency in the way individuals are treated. The advantages of PM may however also have negative implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with each employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is costly and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the wanting of different things) between workers and management. 2 Shift from Personnel to HRM In the 20th Century there was a broad discussion whether or not HRM represents a fundamental change in people management or it just a phase of PM (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a businesss most important resource and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a next step in PM development caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a variable asset to the organisation. However, some theorists argued that change in name didnt bring a change in reality, therefore HRM was described as an old wine in new bottles (Armstrong, 1987) and as a wolf in sheeps clothing (Keenoy, 1990). Theorists tried to answer these questions by identifying similarities and differences between two approaches of people management. Legge (1995) identifies following similarities:- Both emphasise the importance of integration. Both linked employee development with the achievement of organisational goals. Both sought to ensure that the right people were in the right job. Both gave the responsibility of people management to line managers. 2.1 Beardwell and Claydon Model (2007) In contrast, Beer and Spector (1985), Guest (1987) and Storey (1992) compared the models and identified several points of difference which are summarised in a single model developed by Beardwell and Claydon, (2007, p.13). It examines differences between them in 5 perspectives seen in Appendix 2. 2.2 John Storeys Model (1992) Another model, underlying the previous one was made by John Storey, who identified 27 differences between PM and HRM. These points are grouped into four categories: beliefs and assumptions, strategic aspects, line management and key levers (Appendix 3). 2.2.1 Advantages Clearly identifies the differences between the two. Shows consideration to organisational culture, strategies, leadership. Identifies a two dimensional map: interventionary/non-interventionary and strategic/tactical (Armstrong, 1996, p.62) 2.2.2 Limitations Companies often combine both approaches and therefore cannot be characterised under just one. Organisations beliefs and assumptions as these are often invisible and non-tangible (Beardwell and Claydon, 2007). 3 Human Resource Management HRM presents a variety of different styles and models. Storey (1989) identifies its two types: hard and soft. Later, Michigan Business School (MBS) and Harvard University developed two different basic models, which have been very influential in the interpretation of HRM (Beardwell and Claydon, 2007): Matching model associated with a hard approach and Harvard model, in connection with soft. These two particular models underline the two main concepts: Matching model became a basis of best-fit school of Strategic Human Resource Management (SHRM), whilst Harvard models ideas contributed to best-practice approach. These will be discussed further. 3.1 Soft/Hard approach to HRM The hard approach stresses the importance of close integration of HR policies, and activities and systems of business strategy. Also, the emphasis is placed on cost-reduction strategies (Schuler and Jackson, 1987). Furthermore, it detects the strong from the weak i.e. those whose attributes and skills help the company to achieve strong strategic positioning and competitive advantage. The soft approach recognises employees as valued assets to attain competitive advantage through their commitment, high quality, adaptability, performance and their skill set. Employees are proactive through collaborations and participation. Soft and hard approaches are very contrasting especially when implementing a single approach. Soft and hard approaches show an obvious gap between what would be characterised as rhetoric and reality. 3.2 Matching Model The model is developed by MBS (Fombrun et al.,1984). It shows an interconnection between different environmental forces (political, economical, cultural), business structure and strategy and HR policies and practices. It emphasise a close relationship between the last two (Appendix 4). The model is associated with a hard version of HRM that is characterised by using HR in order to meet business objectives. Two basic assumptions form a model (Beardwell and Claydon, 2007): Effective way of people management is not universal: it depends on the particular organisation. Employees should follow the same business views as managers and the owners in order to maximise organisational performance. 3.2.1 Advantages Takes into account the influence of external factors on an organisation and its HR polices. Emphasises tight fit between HR and business strategy that leads to competitive advantage (Beardwell and Claydon, 2007, p.7). 3.2.2 Disadvantages Business level strategy and HR strategy could not be linear (Bratton and Gold, 2001). Fails to generate employee commitment (Purcell, 1995, cited in Storey). Excessive fit could be a disadvantageous to achieving goals (Boxall, 1996). 3.3 The Best-Fit Model Best-fit model belongs to contingency school of SHRM that explores the link between stages of organisational development, strategy, HRM policies and practices (Boxall and Purcell, 2000). There are several best-fit models: life-cycle model (Kochan and Barocci, 1985), competitive advantage models (Schuler and Jackson, 1987 and Miles and Snow, 1984) and configurational perspective (Marchington and Wilkinson, 2002; Delery and Doty, 1996). 3.3.1 Life-Cycle Model The model matches HR policies and practises with the stage of organisational life-cycle (Appendix 5). In the start-up phase, HR polices should be flexible and attract talented and skilled employees. The growth stage should have more formal HR procedures, efficient management and organisational development. The maturity stage is characterised by cost control, HR strategy and, finally, in the decline stage, the company shifts to rationalisation with a reduction of workforce and redundancy implications (Kochan and Barocci, 1985). 3.3.2 Competitive Advantage Model The model links HR systems and organisational strategy. Porter (1980) argued that firms could follow only three generic strategies: cost leadership, differentiation or focus strategy. Schuler and Jackson (1987) matches these with a firms HRM polices (Appendix 6). The emphasis shifts from long-term focus, coordination and broad career path under the innovation strategy to fixed job descriptions, immediate focus and continuous training under quality enhancement and to short-term focus and minimal level of training under the cost reduction strategy (Schuler and Jackson, 1987). Miles and Snow (1978) classify companies into four distinct strategic groups (defenders, prospectors, analyzers and reactors) and base their response to three major problems: entrepreneurial, engineering, and administrative. Their competitive advantage framework (Miles and Snow, 1984) links three of these strategies with firms HR practices (Appendix 7). Application of their model to the organisation increases busi ness performance. 3.3.3 Configurational Model Contingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents non-linear synergistic effects and higher order interaction to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchington and Wilkinson, 2002). 3.3.4 Advantages of Best-fit model Analyses the influence of external environmental factors on organisation and its HR practises. Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996). Matches HR system with strategic management processes (Schuler and Jackson, 1999). 3.3.5 Disadvantages of the Best-fit model Ignores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49). Ignores employee interests. Simplicity of classical approach in describing competitive strategies. Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187). 3.4 Harvard Model The soft approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components: situational factors, stakeholders interest, HRM policy choices, HR outcomes, long term consequences and a feedback loop through which outputs flow directly into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central role in management (Storey and Sisson, 1993). 3.4.1 Advantages Recognises and incorporates a range of stakeholder interests (Armstrong, 2003) Recognises the importance of trade-offs. Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003). 3.4.2 Disadvantages Fails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006). This model does not explain SHRM functions in a detailed way (Loosemore, Dainty and Lingard, 2003). 3.5 Best Practice: High Commitment Models These models are tools which are used to enhance companys overall performance in improving employee spirits, behaviours, lowering labour turnover and absenteeism. The aim is to improve productivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches: the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives: strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve:- High job performance, Good problem solving among employees, Flexibility Lower employee turnover Another model is Pfeffers (1994): 16 HR practices for competitive advantage through people, later changed to seven practices for building income by putting people first (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, the concern is with how close organisations can get to the ideal of practices, (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company performs. Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10. Limitations of best practice models are: difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate within highly competitive markets and how they can invest in some of the HR practices advocated in the best practice models (Storey, 1995). Other limitations include: improved performance through efficiency and its tight financial control could be associated with the hard HR policies as mentioned in Storeys 27 points of differences. According to Boxall and Purcell (2003) high commitment models tend to fudge the question of pluralists goals and interests (Boxall et al, 2003) which has also led to negative comments of how best practice models assist with the organisations overall performance. 4 Subways Approach to Human Resource Management/Personnel Management In this part we explore and critically evaluate Subways Leicester based franchisees HR practises and procedures and assess their PM and HRM characteristics. Mannys Classic Subs Limited is a typical example of Subway UK based franchisee. HR practises in this company are conducted by the HR manager and Managing Director (MD), which include planning, advertising, interviewing, recruitment and selection, disciplinary procedures, training, payment and wages review, rewards system and retention. Some fundamental HR procedures are communicated from the head office; however, the way in which they are implemented depends on the management of individual franchisees. In this particular firm HR procedures are still being developed. 4.1 Role perspective There are several top management roles such as the MD, Restaurant Managers, and Company Secretary. These are however, not clearly defined. When looking at lower roles: within the stores themselves, there is a high level of specialisation. The specific roles include: Sandwich Artist involves customer service, paperwork accuracy, cash register, equipment usage, product preparation and taking phone orders. Shift Leader involves supervision of sandwich artist, deals with customer complaints, delegating work, enforcing policies and dealing with staffing issues. Assistant manager involves hiring, training and supervising procedures, weekly inventory and paperwork, food service certification, service counter marketing (Subway Operations Manual, 2009) According to Storey (1992) and Guest (1987), characteristics of PM can be seen at the lower levels and HRM at the top levels. It can however be said that the level of standardisation is high in general. This is because strict guidelines are passed down from the corporate Franchisor to each Franchisee in relation to its operations. In addition to this, communication throughout the company is direct in reference to HR approaches. This could be associated with the size of the company and with the stage within its life cycle. This company has 46 employees and therefore classified as a small firm. In addition, Subway is in the growth stage because it was established two years ago and its market share is still growing. 4.2 Training and Development A two week training program, in the corporate headquarters, in management, book-keeping and personnel procedures, is offered to new franchisees. Plus an additional 34 hours of job training at a nearest subway (Subway Staff Handbook, 2009). In contrast, staff training is provided by the local managers or supervisors however, when training employees in first aid, they are sent in groups to St Johns Ambulance to attend a four day training course in advance first aid. Preliminary courses are also organised before sales training. This way of controlling access to courses when training staff relates directly to PM. Furthermore, the Subway Staff Handout (2009) states that employees could be sponsored to obtain relevant qualifications that may be beneficial to their development within the company. 4.3 Recruitment and Selection The recruitment processes within Subway include e-recruitment (company website), job fairs and word-of-mouth from current employees. They clearly identify what they want from candidates especially in relation to punctuality, accuracy, communication, ability to take direction and follow rules and most importantly, customer friendliness. The selection process begins once the company has received candidates applications. The HR manager identifies the key characteristics of a candidate for example, age, availability and previous work experience. On the second stage of selection, the HR manager selects appropriate candidates for a telephone interview to discuss in detail the requirements of the role. The candidates that match the companys criteria are then invited to a face-to-face interview; ultimately leading to the selection of one candidate and the signing of the contract. The company contract is simple and generic as it applies to most employees. All requirements included within this contract are clearly stated implying a personnel approach. 4.4 Employment relations Managers treat employees according to the business needs. The main focus is on company stakeholders especially customers, who they believe is the heart of their business (Kang, 2009). Internal relationships between staff are fundamental to the company. If conflicts occur, they are de-emphasised and the main role for management is to manage climate and culture. This is a reflection of the HR approach. 4.5 Monitoring and Control Subway adopts a personnel approach to monitoring its employees so that all procedures and regulations set by senior management are followed. The monitoring system used is called KADCAM which ensures every transaction is processed accordingly and any errors within the process line inform the manager that employees are not following the rules. 4.6 Pay and Rewards Wage starts at  £7 per hour for all staff apart from store managers, after a trial period. These are then reviewed annually and depend upon company results and in accordance with the HR approach; pay is also based on individual performance. Company policy also includes promotion for suitable candidates with an appropriate level of experience and essential competencies (Subway Staff Handbook, 2009). CONCLUSION The first section of the report critically analysed PM and HRM and evaluated the similarities and differences between the two approaches. It was identified that PM sees employees as a cost and the objective is to minimise this. In contrast, HRM approach argues that people are a valuable asset and its practices are aimed to increase the employees commitment. They allow for HR policies to fit company strategy and ensure the company maximises business performance. In the second part of the report Subways approach to people management is analysed using comparative frameworks by Beer and Spector (1985), Guest (1987) and Storey (1992) and identified features of both personnel and HRM approaches in Subway. RECOMMENDATIONS According to the companys life cycle which is at the growth stage, and strategy involving maximising return on investment and providing excellent customer service (Subway Staff Handbook, 2009); they have relatively appropriate HR strategies in place. However, in order for them to adapt to the changing dynamic environment, they could improve and develop some of their procedures. From speaking directly with staff at the franchise, it was identified that the employees are given a high level of empowerment. When management first implemented this, staff members were allowed to give out free upgrades but werent given appropriate instructions on procedures. It is recommended that management provides training and supervision (in the form of instruction booklets) before employees are empowered. Subway currently closely controls its staff, but it could shift from PM, monitoring approach to nurturing in order to build trust between the company and its employees. As this franchise in particular is in the development stage, some HR procedures such as rewards and promotions are not clearly identified yet. The company could improve this in order to increase enthusiasm within employees, thus leads to achievement of organisational goals. Subway already emphasises the importance of teamwork however this can always be improved and develop for example by the use of team building workshops. They could also have an additional rewards set for teamwork as opposed to just individual rewards. Finally, rate of pay is fixed as there is no difference between weekend and week pay. Separate teams are allocated to work weekends and mid-week. With a separate team just working on the busier weekends, dissatisfaction may occur. In compliance with other fast food companies within the UK, a recommendation would be to increase the hourly pay rate for the members that work on the weekends. REFERENCE LIST Armstrong, M. (1987) Human resource management: a case of the emperors new clothes?, Personnel Management, 19(8), pp.30-35 Armstrong, M. (1996) A handbook of Personnel Management Practise 6th Edition, Kogan Page Ltd, pp.27-63 Armstrong, M. (2003) Human Resource Management Practice 9th ed. 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