Mergers Of Abbey National And Santander Finance Essay

Mergers Of Abbey National And Santander Finance Essay As Watson Head (2007: 310-311) explained the terms Merger and Acquisition are used interchangeably but the differences are quite noticeable. The term Merger suggests the friendly reorganisations of assets into a new organization; the two similar sized organizations will then become one entity with both sets of existing shareholders. On the other hand, Acquisition or a Takeover suggests obtaining ones companys ordinary share capital by another one. In an acquisition the one of the organizations is larger in size and financial stability and has the dominant power over the other one. The Acquisition process is lengthy and very complicated in nature. Acquisition of any particular organization can have several motives, the acquirer may want to amplify their economies of scale, market share or to attain the financial synergy through declining the companys cost of capital. All these can be classified as: Horizontal Merger and Acquisition: Involves companies at the same stage of production in the same industry. i.e.: the acquisition of Cadbury by Kraft in 2010 Vertical Merger and Acquisition: This involves companies at different stage of production but within the same industry. The vertical integration can either be: Forward movement towards the production process, i.e: A furniture manufacturer merging with a retail furniture outlet. Backward movement towards securing the suppliers, i.e: A furniture manufacturer merging with a wood supplier. Conglomerate Merger and Acquisition: involves companies in unrelated business lines. i.e.: A clothing company acquiring a jewellery company. Trends in MA activity 2004 to 2010 in Europe Banking Industry: Figure 1: One in Five companies plans to go for large scale Acquisition in 2010 some industries expect to be even more active. Source: USB and BCG CEO/Senior Management MA survey- 2009 on 166 European Companies. As from the Figure:1 and Graph:1 , The MA trend in Retail and Insurance industries are in inclining nature, but we can observe an inclining trend in the Banking industry MA in Western Europe compared to the global trend. The Western Europe Banking sector MA shows a parallel movement with the global MA trend, suggesting that the Western Market is very susceptible to the overall market movement. The inclining nature of the MA in the Western Baking Sector (from mid 2005- mid 2009) suggests the upturn of the MA trend in the during the current recession crisis, the banks were making profits with the global trends in M&A; as these banks are also earning fees from their advisory and other services, such as; syndicated banking facilities to support leveraged bids. The trend also suggests the wave of cross-border MA with the movement of the global trend in order to expand the business. Graph 1: Trend in Global MA activity (2004-2010), compared to Eastern and Western Europe banking industry MA. Source: Bloomberg In the current recession years; with low interest rate, poor bond yields and high level of liquidity- the banking industry within the Western Europe is embracing the MA opportunity as many corporations have pushed back the bidding deals.  [1]   Table 1: MA trend from 1/01/2010 to 29/03/2010. Source: Bloomberg Acquirer Region Target Region Average Size (GBP million) Global Global 110.63M Global North America 174.94M Global Europe 79.60M Global Asia Pacific 65.29M Global Latin America Caribbean 331.65M Global Middle East Africa 106.65M North America North America 159.79M North America Europe 114.29M North America Asia Pacific 48.36M North America Latin America Caribbean 47.84M North America Middle East Africa 17.54M Europe North America 546.90M Europe Europe 65.42M Europe Asia Pacific 636.53M Europe Latin America Caribbean 1.14B Europe Middle East Africa 95.87M Asia Pacific North America 128.86M Asia Pacific Europe 41.68M Asia Pacific Asia Pacific 46.56M Asia Pacific Latin America Caribbean 180.35M Asia Pacific Middle East Africa 94.18M Latin America Caribbean North America 183.26M Latin America Caribbean Europe 455.35M Latin America Caribbean Asia Pacific 73.86M Latin America Caribbean Latin America Caribbean 506.03M Latin America Caribbean Middle East Africa 11.21M Middle East Africa North America 10.50M Middle East Africa Europe 485.98M Middle East Africa Asia Pacific 21.17M Middle East Africa Latin America Caribbean 7.62M Middle East Africa Middle East Africa 134.77M From the table above, the MA trend is inclining more towards emerging markets as the target regions; although, emerging markets are also opting for MA activities in the same or different emerging markets to expand the business. An Acquisition CASE: Abbey national PLC acquired by Banco Santander SA: Background of Abbey National PLC: The Abbey National Building Society was formed following the merger of the Abbey Road Building Society and the National Building Society in 1944  [2]  . In July 1989, Abbey became a public limited company and floated on the London Stock Exchange. With 12 million customers and assets of  £ 177 billion, it is ranked the sixth largest bank in the UK by assets and the fifth largest by deposits (with a 9% share of the market). Reflecting its origins as a building society, it is the second largest mortgage provider in the UK, with an 11% share of the market. Furthermore, with 15% of the market, at the time of acquisition, it was the third largest provider of insurance protection products and has a large distribution network with more than 700 branches (EMCC, 2008). Abbey had two main business divisions, Personal Financial Services and the Portfolio Business Unit. Background of Banco Santander Central Hispano SA: Santander is a bank that has transformed itself: from being a middle player in the Spanish banking market 20 years ago, it is now a major global bank operating in Spain, Portugal, Germany, the United Kingdom and other European countries, as well as in Latin America. The group is currently the leading consumer bank in Europe and has over 10,500 branches globally (excluding those branches gained through the acquisition of Banco Real as a result of a deal with ABN AMRO). Santander is a technologically advanced bank, with an information technology platform that is regarded as a strong competitive advantage. Excluding Banco Real employees, the group currently employs approximately 130,000 people worldwide, of whom 50% are working in Latin America. There are also large numbers of employees working in the UK and Spain. (EMCC, 2008). Banco Santander was a small retail bank when it started its business in 1985, since then it initiated its local market growth through mergers and strategic alliances; and later implemented Low-scale cross-border expansion through strategic alliances and acquisitions. Gradually, the implementation of Large-scale cross border expansion took place. Chart 1: Banco Santander Acquisition Transaction Overview till January 2010. Source: Reuters Overview of the Acquisition: The objectivity of this particular acquisition/takeover was to diversify the business of Banco Santander PLC to mortgage and financial services; not to mention to explore the retail banking opportunities in the UK market. Therefore, the motive for this MA was to gain economies of scale through synergy and also to entering a new market in order to optimize their market share, hence; buying Abbey was a mean to enter into Europes second largest consumer financing market. In 2003 Abbey National PLC was pricey for Santander and in 2004, Abbey incurred losses from its entry into the money market and Santander decided to go ahead with the Acquisition plan in order to penetrate the UK market. Moreover, the secondary objective of this acquisition was to under-cut the local competition for Banco Santander with the hopes of obtaining higher profitability in the UK market. Moreover, Banco Santander already had the expertise in the retail banking and built a strategic alliance with the Royal Bank of Scotland from 1988. Therefore, Santander had already gathered banking knowledge and futuristic opportunities. As stated by Parada et al., (2009: 666-667) Acquiring Abbey National PLC would make Banco Santander the biggest bank in Europe and Latin America and dominating their business in the strong currencies- the Euro, US dollar and the Pound. The acquisition had boosted the companys operation in six segments: Retail Banking, Global Banking Markets, Corporate Banking, Private Banking, Group Infrastructure and Sold Life Businesses. After the acquisition Abbey National PLC became Santander UK PLC in January 2010.  [3]   Abbeys leadership position in the United Kingdoms mortgage lending market, together with its extensive branch network, represent for the shareholders of Banco Santander and of Abbey an opportunity to create value based on the application of the best business and technological practices of Banco Santander to Abbeys banking operations. Abbeys business heavily contributes to reinforce our pan-European franchise and provides the Group with a more balanced earnings stream.-(Emilio Botà ­n, Chairman of Banco Santander, July 2004).  [4]   Table 2: Overview of the Abbey National PLC acquisition. Source: Reuters As noted in Parada et al., (2009, 666-668) in 2004 Abbey was suffering from losses from entering in the whole-sale money market; therefore, Santander grabbed the opportunity to launch a friendly bid. Santander managed to overpower all the regulatory obstacles. Although the acquisition was initiated in 2004; but the tentative completion of this acquisition is expected to be at the end of 2010; given Abbey National PLC will be renamed as Santander UK PLC. Figure 2: The 3 steps of internationalization implemented by Santander in 2004. Source: Authors. Acquisition of Abbey National PLC Graph 2: The dimensions of Santander acquisition with its growth (2000 to 2004). Source: Bloomberg The graph above portrays the rising nature of Santander Share price after the Abbey acquisition at the end of year 2004. Defence Strategy implemented by Abbey National PLC: During the Acquisition offer, Abbey National PLC urged its rivals British banks to make counter-bid offer in order to push back the  £8.9 billion offer made by Banco Santander. Moreover Abbey spent out  £9 million worth of Legal documentation to its approximately 1.8 million shareholders in the hopes of bouncing off the Acquisition offer made by Banco Santander.  [5]   Valuation of the Acquisition: The asking price for the acquisition was  £10 billion and the sold price was  £8.9 billion. The terms of the Acquisition were based on the equity market capitalisation of the two companies over the three months prior to 23 July 2004. Based on the average closing market price for a Banco Santander Share on the Spanish stock market was à ¢Ã¢â‚¬Å¡Ã‚ ¬8.70 and the average closing mid-market price for an Abbey Share on the London Stock Exchange was  £4.69 at an exchange rate of à ¢Ã¢â‚¬Å¡Ã‚ ¬1.5054:  £1, the terms of the represent a premium of approximately 28.4 % with a value of each Abbey Share at  £6.03 or 603 pence ( taking into account the 6 pence for dividend differential, see the financing section), and the entire issued ordinary share capital of Abbey at approximately  £8.9 billion.  [6]   Financing the Acquisition Bid: The acquisition was finance through the purchase of Abbey shares and Mixed Bid offer was initially offered to precede the acquisition; where, Santander (the largest bank in North American and Spain) offered one of its own shares and 31 pence in cash for each share of London-based Abbey shareholders.  [7]  The special dividend of 25 pence will be paid along with 6 pence (31 pence in total) worth dividend differential to compensate the Abbey National shareholders; as historically the dividend payment of Banco Santander was usually lower than Abbey National Dividend payment (Table:3). Later on, in November 2004, the acquisition was carried out through an exchange of one new Santander Share for each of Abbey share. 94.6% backing support (based on the share counting only 64.8 % shareholders agreed to the acquisition deal) was received from the Abbeys shareholders in order to proceed with the takeover. The deal was worth almost  £9 billion (or à ¢Ã¢â‚¬Å¡Ã‚ ¬ 13.5 billion to be exact; at the time of acquisition offer the exchange rate was à ¢Ã¢â‚¬Å¡Ã‚ ¬1.5054 to  £1). The enlarged company would be 76%-owned by existing Santander shareholders, with the rest in the hands of Abbey shareholders.  [8]   Regulatory Framework: The acquisition took place under section 425 of UK Companies Act 1985. Moreover, Santander had to provide many paper-works and detailed plans to the European Authorities regarding the Abbey Acquisition (See Appendix, Illustration: 2). As a result of the acquisition, Abbeys remaining private shareholders became entitled to one Santander share and the shares are traded in Euros in the Madrid Stock Exchange.  [9]   Table 3: Capital Value estimated for the Abbey Shareholders, Source: http://www.vernimmen.com/ftp/sch-abbey.pdf Cultural Differences: Although, the Spanish culture and British culture vary in many ways they run business. In British Culture, organizations rely mainly on their Human Resource, whereas, Spanish Culture relies more on the technological upgrading. Abbey National PLC had about 33% back-office employees; whereas, Santander had about 6% to 10% employees as back-end personnel. Therefore, after the acquisition the employee number in Santander PLC came down to 16 thousands from 24 thousands in the UK. At the time of acquisition Santanders cost to income was 42%, whereas in UK it was on about 50% or more.  [10]   The acquisition may be affected by different tax incentives and regulations. Any change in the Spanish Banking policy will affect the Santander UK subsidiary both economically and financially. Moreover at the time of acquisition in 2004, the UK national savings rate is only 14.7% of GDP, compared with over 23% in Spain. Therefore, the spending and saving nature in the UK are very diverse than in Spain. As quoted in the Guardian (2005): Santander .. treats its Spanish shareholders to an unusually attractive range of perks, from discounted medical insurance and dental care to cut-price hams and crates of wine.  [11]  . Therefore, such treatments in the UK can be perceived as manipulative technique due to the variance in these two cultures. Performance in Share Price and Stock Market- Post Acquisition: Since Banco Santander is a Spanish bank, the shares was listed in Spanish Stock Market and the shareholders had to face exchange rate volatility since the dividend were being paid in Euros; nonetheless, the Spanish taxation issue can be quite complicated to the UK shareholders. The Abbey shareholders were given the option to sell the shares to any Spanish Organization in the UK, but Abbey shareholders who held on to their Santander shares over time have to pay tax on any dividends they get.  [12]  Banco Santander new shares after the acquisition were not admitted to the Official List or to trading on the London Stock Exchange during the post period of the acquisition.  [13]   In 2009 Santander 1.1 million new current accounts with our 25 million customers, and reported to deliver more than 30% profit in five successive years after the acquisition. Chart 2: The Overview of UK Competitors. Source: H1 09 Reports Data and BBA Abstract by HSBC Graph 3: Santander UK PLC share price performance. Source: http://www.h-l.co.uk/shares/shares-search-results/s/santander-uk-plc10-38-non-cum-stlg-pre/charts The Santander UK PLC is in the second place after Lloyds Banking Group in the Mortgage market share in UK with relatively reasonable Market share in Retail Banking (Chart: 2). Moreover, The EPS of Banco Santander has been performing quite poorly after 2005, it has declined from 0.337 in 2005 to 0.27 in 2009 (See Appendix, Illustration: 3 ). The share price of Santander UK PLC has been rising from the year 2005 (Graph: 3), partly because the dividend was 15% higher than that paid in the mid of the year 2005. As of in 2006, 25% higher dividend was paid. In 2008, Banco Santander announced its agreement to take over Alliance Leicester PLC (AL). Under the terms of the agreement Banco Santander will offer one Company share for every three AL shares. The European Commission had approved Banco Santander  £1.3 billion takeover of Alliance Leicester Plc. Moreover, in year 2008, Banco Santander had agreed to buy Bradford Bingley PLC retail deposits and branch network. Santander had agreed to pay about  £400 million to acquire 2.7 million Bradford Bingley customer savings accounts containing some  £21 billion of deposits. Therefore, Santander UK PLC is still at its growth stage in the UK Market and it is focusing more on acquiring local financial institutions. Reuters reported in October 2009 that, Banco Santander SA planes to maintain its policy of paying half its net profit in dividends in 2010. Moreover, according to the Yahoo Finance (April, 2010), Banco Santander SA has higher Dividend yield of 6.80 % and global Foreign Money Centre Banks Industry has the rate at 1.96%, which suggest a favourable investment option to the potential shareholders. The Santander Group is working towards the policy of maximizing shareholders profit. Moreover, as reported in Bloomberg, Banco Santander SA is seeking to list its UK business in London Stock Exchange listing from February 2010 in order to raise funds for possible future buy-up opportunities, the listing offering may value at more than  £15 billion. Banco Santander is looking for funds to bid for Royal Bank of Scotland PLC network of 300 branches. On the other hand, Santander UK is willing to sell 25% of its stake in order to be listed in FTSE 100 and also to pay out about  £1 billion a year in dividends to construe an attractive deal to the investors (Source: The Times). Conclusion: Although, there were many speculation against the Abbey acquisition due to its cross-border nature, but all the speculations were proven wrong. Although, this particular acquisition was the most talked about topic in the UK financial market, and many believed the acquisition would not create any value for the Abbey Shareholders. With proper understanding of the local market, Banco Santander had utilized its previous acquisition knowledge when it came to this acquisition. Banco Santander knows what its UK shareholders want and trying to live up that expectation to serve their UK shareholders. Banco Santander is seeking to expand its business in the UK. Although, till date the Abbey bank transformation is still under progress, but Banco Santander had been patient with the UK market because they know- slow and steady wins the race. Bibliography: Huws, U. OKeefe, B. 2008. Managing Change in EU Cross-Border Acquisition, Case example Santander and Abbey: Expansion Enabling access to new markets. EMCC Company Network, 1-4. Mayer-Sommer, A. P. , Sweeney, S. Walker, D.A. 2005. Effect of Bank Acquisition on Shareholder Returns. Bank Accounting and Finance, 1-7, June-July. Lausberg, C. Stahl, T. 2009. Motives and Non-Economic Reasons for Bank Mergers and Acquisitions. The Icfai University Journal of Bank Management, 8(1): 1-25.

Bahamian Society Essay

Issues That Arise In Bahamian Society When Educated Bahamians Decide To Live In Other Countries The Bahamas is in danger of being overtaken by foreigners. Although this statement is fallacious in context, many Bahamians today would not necessarily disagree with it. That, inevitably though, is a situation that the Bahamas can be faced with if educated Bahamians continue to migrate to other countries at a high rate. This migration, better known by the term ‘Brain Drain,’ is and will always be a part of society where educated people leave their native developing countries and seek out more wealthy, opportunistic countries. As noted in the article Reassessing the Impacts of Brain Drain on Developing Countries, â€Å"nearly one in 10 tertiary-educated adults born in the developing world — between a third and half of the developing world’s science and technology personnel — now live in the developed world† (Sriskandarajah). Although the idea of moving to a more wealthy country can be beneficial to the Bahamians that are migrating personally, there are some problems that can arise in the Bahamian society as a result of this. When educated Bahamians decide to live in countries outside the Bahamas, it can hamper development in the country, effect family relationships, and can leave the country vulnerable to foreign manipulation. Educated Bahamians are needed in the Bahamas to further develop the country innovatively. If these Bahamians decide to migrate to other countries, then there could grow to be a great discrepancy in the overall progress of development in the Bahamas because of their absence in the labour force. According to Simon in the article, Bring Home Bahamian Talent, getting access to those skilled Bahamians living abroad and their resourcefulness is crucial to the National Development of the Bahamas (par 3). The Bahamas cannot continue to primarily focus on tourism as its major contributor to the economy when the amount of competition present in the Caribbean continues to grow and major tourism contributing countries such as the United States of America are still recovering from a drastic recession. Komolafe affirms that, â€Å"We must expand our industries to provide job and entrepreneurship opportunities for Bahamians outside of tourism and financial services, which are heavily dependent upon the stability and prosperity of the U.S., E.U. and Canadian economies† (Par 9). This is one of the reasons why Intelligent Bahamians with an entrepreneurship mindset are needed in the Bahamas. In the article, The Bahamian Business Structure: A New Look at our Economy, it states that â€Å"this country (the Bahamas) already has a long history of entrepreneurship and capital formation† (Coulson). Bahamians with this entrepreneurship mentality and drive are the leaders that the Bahamas must retain and motivate to create new business ventures and develop more innovative opportunities for themselves as well as for other Bahamians to find meaningful employment. Family relationships are also affected when educated Bahamians leave their native country and migrate to other countries. Communication is a key factor when dealing with this situation. A household can be greatly affected when, for instance, a parent migrates to another country seeking employment, and leaves their husband/wife in the Bahamas to be a single parent. Even though there might be constant verbal communication between the migrated parent and his/her family, if the overseas job becomes demanding time wise, their absence will be felt in the home and can put an emotional strain on the relationship of the family. That lack of a proper family structure and guidance can also affect the children as they can become susceptible to the influence of society and their peers. This correlation is important because when children become exposed to the realities of society such as violence and peer pressure that is where some can fall astray. Juvenile delinquency is becoming an increasingly serious social ill in the Bahamas whereas, for instance the article, Jveniles Accused of Crimes Jumped 79% in 09, notes that â€Å"The number of juveniles accused of committing crimes in 2009 increased dramatically by almost 80 percent compared to 2008, according to Acting Director of Rehabilitative and Welfare Services Quintin Gray.† Another issue that can be caused by the absence of educated Bahamians in the Bahamas is that it can create an opportunity for foreigners to stream into the Bahamas. This can become a situation that foreign countries seeking to make bonds and gain ties with the Bahamas and its government can take advantage of. Although this idea does not seem detrimental on the surface, the implications of it can lead to corruption and foreign manipulation in the Bahamas. With foreign direct investment on the rise year after year, â€Å"inflows to the Bahamian economy increased by 48.7 per cent to $977 million during 2010,† the Government must realize that such a heavy reliance on foreign influences increases the vulnerability of the Bahamas (Hartnell). Many major tourism projects such as Baha Mar and the new Thomas A. Robinson stadium are being heavily funded by foreign investments which at some point in time must be compensated for by the government. As quoted in the article, Bahamas ‘Polarised By A Dual Economy’, â€Å"These foreign policies have created a dual economy: ‘foreign economy’ and the ‘Bahamian economy’, where the former is dominant and rising, and the latter is subordinate and sinking† (Hartnell). With the government in full support of foreign direct investment the advantages of being a foreigner in the Bahamian marketplace seems to outweigh that of being a local Bahamian looking to enter and prosper in this marketplace. In conclusion, in order to reduce the chances of these problems caused in the Bahamian Society when educated Bahamians migrate to other countries, the Bahamian government must find a solution that would encourage educated Bahamians to want to stay in the Bahamas and assist with the economic growth of the country. Also, these intelligent Bahamians who have and will eventually leave the Bahamas and migrate to another country should understand that the Bahamas does have the opportunities available to support their creative ideas and The Bahamas, being one of the richest independent countries in the Caribbean, is a place where they can find prosperity and a satisfactory place for employment. The Bahamas is considered a part of the ‘Developing world’ for a reason, it is still in the process of growth and finding its identity in the global marketplace, thus requiring those locals that are highly educated and trained to produce for their country and take the leadership role. Works Cited â€Å"Bring Home Bahamian Talent.† Bahama Pundit. 9 Nov. 2010. 14 Feb. 2012 Coulson Richard. â€Å"The Bahamian Business Structure: A New Look at our Economy.† The Nassau Institute. 12 July. 2003. 17 Feb. 2012 Hartnell Neil â€Å"Bahamas ‘polarised by a dual economy’.† The Tribune. 8 Oct. 2009. 15 Feb. 2012 Hartnell Neil. â€Å"Foreign Investment Rises 49% To $977M.† The Tribune. 28 July. 2011. 15 Feb. 2012 â€Å"Juveniles accused of crimes jumped 79% in ’09.† 6 May. 2010. 19 Feb. 2012 Komolafe Arinthia. â€Å"The Bahamian Dream Pt.1.† The Nassau Guardian. 20 Jan. 2012. 15 Feb 2012 Sriskandarajah Dhananjayan. â€Å"Reassessing the Impacts of Brain Drain on Developing Countries.† Migration Information Source. Aug. 2005. 17 Feb. 2012

Performance Appraisal System Essay

Performance Appraisal System Antronette S. Hancock Axia College of University of Phoenix A performance appraisal system is a very important part of any successful organization. Both employees and organizational management and leaders benefit from a well-structured performance appraisal system. These systems offer feedback and rewards to employees who perform well, while at the same time holding employees accountable for their performance. The following report will describe the purpose, benefits, and elements of a good performance appraisal system, and outline a unique performace appraisal system for a human service organization. The purpose of a performance appraisal system is to provide an evaluation and feedback on an employee’s performance. Most organizations perform appraisals yearly and may call the appraisal by other terms-such as a review. Even if appraisals are performed annually, management should have weekly consultations or meetings with staff to ensure each employee is kept up-to-date with policies and each employee knows what is expected of him or her. A manager should not wait until the end of a year to let an employee know that there has been a performance problem for the last eight months. Problems should be addressed as they arise to prevent any surprises during the appraisal process. The evaluation portion of an appraisal system is normally performed by management. During this portion, management evaluates an employee’s performance to determine if there are any areas that need improvement. Ideally, all employees should be meeting or exceeding organizational standards. If an employee is not meeting standards, or has not met standards at some point within the previous year, his or her appraisal may have suggestions for improvement or there may be other consequences as a result of poor performace. The feedback portion of an appraisal system normally takes place between management and the employee who is being appraised. According to Caruth and Humphreys, appraisals should be formalized according to organizational procedure (2008). Feedback should be conducted in a private setting to ensure that the information being passed on is confidential. The manager should thoroughly explain the employee’s appraisal and encourage the employee to ask questions. The manager should also be attentive to what the employee says so the the employee does not feel like his or her comments or concerns are not important. From an employee viewpoint, the purpose of a performace appraisal is very different than that of the organization. According to Cash, the employee wants to know four things: what do you want me to do, how well have I done it, how can I improve my performance, and reward me for doing well (1993). These are the questions and expectations an employees need to know in order to perform his or her job well. Managers should make sure employees are aware of expectations each and every day while working. From the organizational viewpoint, one of the main purposes of an employee appraisal system is accountability. Employees need to be held accountable for their performance at all times. A good appraisal system outlines each employee’s responsibilities and performance rates to show accountability. This is especially important in organizations that have areas with overlapping responsibilities. Each employee needs to know specifically what he or she is held accountable for. There are many benefits of a good performance appraisal system. One of the benefits is that the appraisal process allows managers to have one-on-one time with employees that they may not get to have on a daily basis. Another benefit is that any existing problems can be addressed and, hopefully, solutions can be made so that the problem can be corrected. Appraisals also encourage employees to perform better in the future so that the next appraisal will be positive. Consider the following unique appraisal system for a human service organization. Each employee will be evaluated yearly. The evaluation will be based on three areas: work performance, attendance, and innovation. Work performace will acquire the biggest portion of the appraisal score because there are many factors involved. Work performance will be based on organizational standards, accuracy rates, timeliness standards, and customer satisfaction. Attendance scores will be based on the employee’s attendance history for the previous year. And Innovation scores will be given based on any ideas the employee has come up with to improve organizational processes or cut organizational costs. Once the scores are determined, a final appraisal score is given to the employee. Employees can compare these scores from year to year to see if his or her performance is acceptable for the organization. Employee appraisal systems are very beneficial for both employees and the organization. Appraisals provide feedback to employees concerning their performance and also holds each employee accountable.

Paris with You - Poem Revision Notes - 1907 Words

‘In Paris with You’ by James Fenton Learning objectives: - AO1: respond to texts critically and imaginatively, select and evaluate textual detail to illustrate and support interpretations. - AO2: explain how language, structure and form contribute to writers’ presentation of ideas, themes and settings. Pre-reading activity: 1. What do you associate with Paris? For example, you might think of the Eiffel Tower, fancy restaurants, or the Stade de France. Try to think of at least three more – you don’t only have to think of places. ↠ ______________________________________ ↠ ______________________________________ ↠ ______________________________________ 2. What sorts of places†¦show more content†¦Who is the voice speaking to? Is the voice in the poem Fenton’s, and does it matter either way? 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Enquiries concerning reproduction outside the scope of the above should be sent to the Rights Department, Oxford University Press, at the address above You must not circulate this book in any other binding or cover and you must impose this same condition on any acquirer Library of Congress Cataloging-in-Publication Data Edmonds, Ennis Barrington. Rastafari : from outcasts to culture bearers / Ennis Barrington Edmonds. p. cm. IncludesRead MoreOrganisational Theory230255 Words   |  922 Pagesorganization theory the book increases the understanding of a field that in recent years has become ever more fragmented. Organization theory is central to managing, organizing and reflecting on both formal and informal structures, and in this respect you will find this book timely, interesting and valuable. Peter Holdt Christensen, Associate Professor, Copenhagen Business School, Denmark McAuley et al.’s book is thought-provoking, witty and highly relevant for understanding contemporary organizational