Japanese and centralization Essay Example | Topics and Well Written Essays - 250 words

Japanese and centralization - Essay Example However, in tandem with an understanding that centralization establishes and upholds a natural order, the piece also indicates that the â€Å"unsettled† minds of the people and the doubt that they have for the future is likely to create a significant hardship for any that would attempt to establish a further level of centralization or control over the territories. Likewise, the second document, entitled â€Å"The Capital, Taxes, and the Army†, written in 646 AD also compounds the importance and need for centralization. In such a way, the author focuses on the need to maintain a national army and the importance of subservience and loyalty that this army will have to the emperor. Yet, rather than focusing on how this could be established, the article returns to the competing interests of tribal warlords and those that might wish to have a disproportionately large say in the affairs of the newly created state. The undertone of the entire article is one that leaves the reader with little question that these types of individuals cannot be won over to the cause and must ultimately be coerced by force to engage in the process of centralization. Similarly, the third document, entitled â€Å"The Corruption of Local Officials†, focuses, not surprisingly, on the high levels of corruption being a stumbling block to further levels of centralization. With these local officials withholding money and tribute for themselves, the degree and extent to which a central emperor can raise taxes and have sway over a given region was obviously

Human Resources in Business Strategic Aspects Of Reward and Variable Essay

Human Resources in Business Strategic Aspects Of Reward and Variable Pay - Essay Example Looked through the employer’s perspective employees are rewarded for their skills (potential and output), for their input (presenting competencies). From the employee’s point of view being rewarded means that they are treated as stakeholders and that the expectations of the management have been met. Rewarding also entitles employees to bargain their wages with labour unions and to seek consultations via work and staff councils. As a statistical summary, it can be said that in the last 5 years, 60% of the companies have introduces new reward systems into their organizations. As a general rule every employee has to be advised before starting work about the payment structures, the salary progression, the monthly benefits (if/after the target is reached), and incentive plans. Not all organizations have a delegated Human Resource department. Smaller businesses prefer to allocate the role to the owner/manager. Therefore, employees have a direct access to the management and can try to negotiate their pay progression. In a bigger company though, employees have more benefits – bonuses, training programmes, social events. In traditional organizations for example in Japan, the progression of the salary depends on the length of service. These are centralized policies, and usually they have very cautious response to the economic market pressures. That is why in traditional organizations job evaluation is widespread and there are small performance rewards, but mainly aimed to the senior employees. Leading organizations have strong emphasis on performance and there payment is directly linked to individual performance. They exercise decentralized policies and have more flexibility in teamwork and line management. Leading organizations have different reward system for the various departments and they do not automatically apply the same rewards for everybody. Usually there is a basic