Learning Assessment System Assignments (LASAs) Research Paper

Learning Assessment System Assignments (LASAs) - Research Paper Example In classrooms with the practice of learning assessment, students are aware of what they are expected to learn in a unit of study. It is this realization that makes learning assessment system critical in education systems. Learning assessment system is a tool that measures whether a student has learnt what he or she was expected to learn after a certain period of time (Woollard, 2010). The system entails assessment that is accompanied by a letter grade or number. It also entails comparing a student’s performance with set standards, as well as communication of results to the parents and students. There are spectrums of learning theories that consist of many ways or approaches to explain how humans and students in particular learn (Porter and Lacey, 2005). This paper will discuss Vygotsky’s Zone of Proximal Development Theory and Gardner’s Theory of Multiple Intelligences. In particular, it will compare and contrast these two theories and thereafter provide an argum ent to support the adoption of each theory to the PK-12 classroom when planning learning opportunities for students. Compare and contrast Vygotsky’s theory of â€Å"zone of proximal development† to Gardner’s theory of multiple intelligences. ... This theory views interaction with capable or more capable peers as an effective way of developing strategies and skills. It suggests that teachers use cooperative learning exercises where children who are less competent develop with the assistance of peers who are more competent and skillful; that is, within the proximal development zone (Chaiklin, 2003). Vygotsky who was the main proponent of this theory believed that when a student is at the Zone of Proximal Development for a given task, provision of the appropriate assistance will give the student sufficient â€Å"boost† to achieve the task at hand (Berry, 2008). He also believed that once the student has benefitted from the appropriate assistance and has mastered the task, then the assistance can be removed and the student is able to achieve the task again on his own (Vygotsky, 1978). The propositions of this theory were informed by the believe by some of the educational professions who included Vygotsky that the role of education was to provide children with experiences that are within their ZPD, therefore enhancing and encouraging their individual learning. Mayer (2008) notes that the ZPD theory defines functions that are yet to mature, but are in the maturing process. This theory was developed to argue against the conventional means of determining students’ intelligence. In other words, it was developed to argue against the use of knowledge-based and academic tests as a way of gauging the intelligence of students. According to this theory, the student’s intelligence cannot be determined by examining whet he knows; instead, it argues that it is better to independently examine student’s ability to solve problems, as well

Social Media Research Paper Example | Topics and Well Written Essays - 1750 words

Social Media - Research Paper Example It is just less than a decade since social media has emerged as an effective marketing tool. â€Å"Before the social media boom, marketers thought social media marketing was just another fad that would soon likely pass, something in the vein of pyramid and networking scams.†It was from the immense popularity of Facebook that the companies started realizing the potential of social media for effective marketing. It especially helped the startup companies that did not have huge cash piles to shell out for marketing their products. Social media marketing for products and services is usually built around the users sharing the information with fellow users in their social circle. Users generally mean anyone with an access to internet services. The increasing popularity of social networking websites like Facebook, Twitter, Google + etc has taken the whole process of social media marketing to another level. The users ‘reposting’ or tweeting’ the product ad’s and brochures give the organizations wide exposure at a cheaper price compared to TV ads. The wide use of mobile phones with an internet connection has also helped the companies to be in constant touch with their customers, prospective or existing, and to interact with them on a real-time basis. This has enabled them to provide constant updates and to gain instant feedback.The popularity of video search engines like YouTube has also helped organizations to share videos of their products with customers.

Classic Literature Essay Example for Free

Classic Literature Essay Writers also use a foil character as well as irony of circumstances. A foil character is used to create suspense because the reader doesnt know how the foil character will react in his situation, or how the other characters will react to him. Another element writers use is foreshadowing. Writers reveal some details in the story to lull the reader into thinking something is going to happen a certain way. However, when the writer uses irony of circumstances, the reader is caught off guard because the story didnt end the way the expected it. rs use foreshadow and irony of circumstances to create suspense in their stories. Kate Chopin uses foreshadow in her story Desirees Baby. In The Story of an Hour, she uses irony of circumstances. Lets first look at Desirees Baby. She uses foreshadowing to create suspense. Writers reveal certain things about characters to prepare the reader for the outcome. This creates suspense because the readers want to continue reading when they catch a glimpse of a character or the characters actions. Through these revelations, readers anticipate how the story will end, so they continue reading to find out what does happen. Kate Chopin uses foreshadow in Desirees Baby. When Desiree notices something different about her baby, she talks to Armand. He tells her that the babys coloring indicates only one thinghe is part black. Armand accuses Desiree of deceiving him. Chopin uses a certain passage to foreshadow things about Desiree that may reveal what will happen to the characters in the end. Desiree told Armand, Look at my hair, it is brown; and my eyes are gray, Armand, you know they are gray. And my skin is fair, Look at my hand; whiter than yours, Armand. These details show the reader that Desiree is lighter than Armand. The reader becomes confused and wonders what is happening. A writer uses foreshadowing to reveal certain details that lulls the reader into thinking a certain way. Then, through the use of another technique called irony of circumstances, a writer wants to surprise the reader at the end of the story by making an  unusual turn of events. At the end of the story, Chopin finally reveals that Armand is the one who is half white and half black and not Desiree. Just like Desirees Baby, Chopin uses irony of circumstances in The Story of an Hour. Mrs. Mallard is waiting of news about her husband, whom she thought might have died since he had been gone so long. When Mrs. Mallard is told that her husbands name is on the list of those who were killed, Mrs. Mallard is devastated. However, her attitude changes quickly because she is free to do what she wants. The reader is still held in suspense because he or she doesnt know what Mrs. Mallard is going to do until the end of the story. The reader is surprised when Mrs. Mallards husband shows up alive, and when Mrs. Mallard dies after seeing her husband. Even though Chopin uses foreshadowing, she still catches the reader off guard by using irony of circumstances.

Family Themes in Shakespeare :: essays research papers fc

Some of Shakespeare’s most well known works are his tragedies. One of the reasons they are still read worldwide is Shakespeare’s study of character and the relationships, which these characters are involved with. In order to get the full tragedy; the characters must represent basic morals or ideas. A common theme among a lot of Shakespeare works is the idea of family and what it means to be within and part of a family. This idea of a natural law, in which it deals with society’s and family’s expectation of what is to be given from parent to child as well as the bond which is made. In Shakespeare’s King Lear, the two plots revolve around a parent’s dealing with children who are not proper to what is expected of them. King Lear is a story, which deals with the idea of familial expectation and the roles in which parents and children play. Lear’s madness and his obsession with being praised blinded him to the child who was really the only one who loved him, Cordelia. The same with the Earl of Gloucester, he was blinded by his illegitimate child, Edmund, who set out to turn him away from his heir, Edgar. Within the story, these two children and a few loyal servants try to help and eventually try to save the King and Gloucester, but they are both too stubborn to recognize the goodness and true bond in these people. The story of King Lear deals with the turmoil of a chaotic world began by the boundaries of family and personal relationships being turn upside down.   Ã‚  Ã‚  Ã‚  Ã‚  The story opens with King Lear, ready to retire, calling his three daughters to the room. When everyone had assembled, Lear made the grand announcement that he would divide the kingdom three ways, a piece to each daughter. However, he added that the larger pieces were to go to the daughter who loved him most. He based this not upon their actions but the speech they gave. The first two daughters, Regan and Goneril, made a flowery and obviously fake speech in which Lear preened and awarded them their kingdoms. When it came to his third daughter, Cordelia, she answered, â€Å"Unhappy that I am, I cannot heave my heart into my mouth. I love your majesty according to my bond, nor more nor less.† (Abrams, pg. 893) In that she tells her father she loves him but will not participate in the game he had arranged for the dividing of his lands.

What Is a Good Salesperson

A good salesperson is someone that can think on its feet (respond quickly with satisfying answers) and has the skills to deliver a message that is just right (not too elaborate and not too shallow). Basically, a good salesperson should be able to baffle someone with information; it should be able to knock someone of its feet leaving that person to wonder about his current ways. In the extent of what has been proposed by Dixon and Toman (2012) good salespeople should be able to create instability in the customers mind, removing it from its comfort zone and creating a state of confusion.If a sales person can create a state of confusion and provide the tools to alleviate this mind state of the consumer, it becomes quite possible for the salesperson to convince the consumer into buying the product offered by the sales rep. Therefore a good sales rep is able to contrive consciousness about prospective problems and with that lead the customer to an epiphany about how to solve these problem s on mutually beneficial grounds.In order to achieve these things it is a prerequisite for a sales rep to have a set amount of skills amongst which for example: sagacity (acumen), distinctness, relationship management and needs assessment. However, there are three (not two) skills in particular that are most essential for salespeople to succeed in any sales environment: Uniqueness in perspective, debate and tangibilization.Uniqueness in perspective: Salespeople should be able to offer new perspectives that were unexpected which makes it far more difficult for the customer to debate on the subject and far easier for the sales rep to radiate expertise. Furthermore, these new perspectives help in destabilizing the customer’s position making him subjective to education for new solutions. Debate: Debate entails the ability to fine tune your argumentation rather than to overpower someone with arguments. In other words, debate is about challenging the consumer rather than overruling it.As soon as the customer is destabilized it is necessary for the sales rep to create awareness and conviction which means that the sales rep should try to instigate the customer to really believe that he has a problem and the salesperson’s product is the only solution. It is important that the consumer is not overpowered by arguments but naturally finds its way to the proposed solution. Therefore the sales rep does not tell the consumer what to do it just pushes it in the right direction so that it will eventually make its wn decision. Tangibilization: Salespeople often subject themselves to ill-designed efforts to communicate the intangible benefits of their service offerings, making the service benefits less rather than more apparent. A good sales rep should have the ability to make any concept understandable and â€Å"tangible† without using any tangible props, this is the key in educating the customer. In the end all these traits have one thing in common: the ab ility to read and anticipate the customer and its point of view. .

What Is This Privacy Policy For - 1329 Words

What is this Privacy Policy for? The strategy sets out the diverse zones where client security is concerned and diagrams the commitments and prerequisites of the clients, the site and site proprietors. Moreover the way this site procedures, stores and secures client information and data will likewise be definite inside this approach. The Website This site and its proprietors take a proactive way to deal with client security and guarantee the essential strides are taken to ensure the protection of its clients all through their meeting knowledge. Utilization of Cookies This site utilizes treats to better the clients experience while going by the site. Where relevant this site utilizes a treat control framework permitting the client on their first visit to the site to permit or forbid the utilization of treats on their PC/gadget. This conforms to late enactment prerequisites for sites to get express assent from clients before abandoning or perusing records, for example, treats on a client s PC/gadget. Treats are little documents spared to the client s PCs hard drive that track, spare and store data about the client s associations and utilization of the site. This permits the site, through its server to furnish the clients with a custom-made ordeal inside this site. Clients are exhorted that in the event that they wish to deny the utilization and sparing of treats from this site on to their PCs hard drive they ought to step inside their web programs securityShow MoreRelatedPrivacy Policy : The Fastest Growing Crime1134 Words   |  5 PagesWhen privacy threats are on the rise, and identity theft is the fastest-growing crime, your privacy documentation should clearly demonstrate your commitment to information protection. 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Critical Analysis Of The Current Performance Management Business Essay - Free Essay Example

Sample details Pages: 8 Words: 2544 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? To perform well in this assignment, you are expected to satisfy the assessment criteria identified in the matrix provided above. You should also research widely using a wide variety of articles relevant to the topic, with a minimum of ten (10) peer-reviewed scholarly journal articles. Wikipedia sources and other www source materials are not recognised as reliable reference sources. (For assistance in accessing such papers, students should access the CQU Librarys website.) Details Read the case study below. Provide an analysis of the case study below. Your paper should provide a critical analysis of the current performance management (PM) practices in the organisation. Your analysis should reflect current thinking and practice in international human resource management (IHRM) and the differentiating factors that warrant analysis in IHRM. It should include comment on the influencing functions such as staffing, training and development, employment relations, organisation and national culture and other relevant issues that may impact on the PM model. Don’t waste time! Our writers will create an original "Critical Analysis Of The Current Performance Management Business Essay" essay for you Create order Do not answer the guide questions individually, but rather use them as a guide for your analysis, recommendations, if any, and conclusion. Global talent management at Standard Chartered Bank Standard Chartered bank has turned the emerging talent and skills shortage challenge around. Standard Chartered, an international retail and corporate bank with headquarters in London, derives 90 percent of its profits from emerging markets in Asia, Africa and the Middle East. With Standard Chartereds declared goal of measurably increasing leadership capacity by 2011, the bank faces major global HR challenges. An additional challenge is that it must recruit people from countries where there is a limited, often non-existent, pool of banking talent with the requisite skills and experience. Aware of the enormous talent management challenge, HR understands that the bank needs to create its own talent factory and do a number of critical things right. First, it needs the endorsement and emotional commitment of the CEO, regional business teams, and country CEOs. The talent management processes of acquiring, developing, and retaining people must become core strategic objectives of the bank and part of everything that managers do in every market in the world. Second, building a talent pool is a long-haul journey. For Standard Chartered, that translates into simple core processes, minimum standards, and reliable data so that managers can have acceptable country conversations on how to best manage talent in their part of the world. While introducing global standards and tools, managers in the emerging markets are given some latitudes to decide how to implement HR practices around talent. With 9 000 line managers, who tend to be rational and data-based bankers rather than touchy-feely types of people, an HR decision to focus on hard data as the source of action is a good fit. The result is a Human Capacity Scorecard, introduced in 2005. It has now grown to an extensive database that contains detailed work force information regarding the effectiveness of people processes and their impact on business performance for each business unit and country. The data are manage d through a Shared Service Centre in India. Employees are classified into one of four categories, ranging from high-potentials to underperformers. This helps managers better understand what they need to do to support their local talent and plan for the future talent needs of the bank. Third, because of the absence of skilled talent in the emerging markets in which they operate, Standard Chartered made the decision to focus on the strengths of its people (whether potential recruits or employees) rather than on traditional HR competency models. Since people perform best when they play to their strengths, it matches the strengths of its employees with the appropriate competency requirements of the positions to be filled. Finally, Standard Chartered uses a structured interview process to get leaders to play to their best skills, creates profiles to increase self-awareness, and offers coaching and self-help tools for improvement. Because leadership development is imperative for sus tainability, growth and a satisfied work force, they focus on the creation of an internal pipeline of people who can accelerate their personal development and assume leadership roles at a rapid pace. Combining executive commitment, standard processes, a data-driven Human Capital Scorecard, a focus on the strengths of its labour pool and an ongoing development of the leadership pipeline, HR is strategically managing the talent factory essential for the banks future success. Guild Questions 1. How does Standard Chartered Banks leadership development talent factory differ from traditional methods of developing leaders in Multi-National Enterprises (MNEs)? 2. What arguments would you put for or against Standard Chartered Banks process for acquiring, developing, and retaining employees to assume future leadership roles within the bank? 3. While Standard Chartered Bank has introduced global standards and tools, managers in the emerging markets are given some latitudes to decide how to implement HR practices around talent. Which HR practices would you recommend the bank standardise and which would you recommend allowing managers to vary in relation to managing talent in the banks emerging markets? 1.1 Human resources management: An historical perspective In order to find the first root of a working structure, we have to analyze the Middle-Ages. Indeed, Clermont Barnabà © (1981, pp.27-51) highlights the first traces of productivity and the delegation of duties at this time. It is hardly surprising that a certain notion of human resources management might have found. Indeed, we can highlight the first foundation of the working structure that we currently know with both status masters and serfs. However, this relation was not the more desirable for the serfs but it was possible to underline different social classes. Even though the concept of slave that we unfortunately know might seem quiet close of serf, there is a fundamental distinction because the latter enjoyed certain right that enables them to have a more favourable situation than the slaves; they were allowed to go to court, to participate to a contract and so forth (Microsoft Encarta, 2008). Moreover, the owners status depended upon the number of slaves what serfs was not and therefore, it shows us that they were considered more as the current concept of tools, machines, and so forth; included within the capital. At this period, a certain organization could be viewed with the development of guild a medieval association with two distinctions for merchants and craftsmen. (Microsoft Encarta, 2008) The organization inside is strictly hierarchical and controlled where three different classes of workers interacted. The master was at the top of the hierarchy but he was involved in the daily work with journeymen who were able to become a master in the future. Of course, they were at an intermediary level but the apprentice was at the bottom of the scale and occupied the worst position. This latter grade was compulsory. This association marked the real beginning of the human resources management because these three aforementioned classes formed a high close-knit group. Therefore, it was possible to emphasize a certain degree of specialisation in order t o produce and it enables them to interact between holders and workers. Talent management : art or science ? Fang Fang Li and Pierre Devos 16 Nevertheless, this situation evolved with the emergence of numerous events. Indeed, since the beginning of the 18th century, the new invention such as mechanization, the growing concentration within the towns, and the shift about organization for the production appeared. These new influences enable the transition from the domestic system to factory system. Indeed the mechanization does not enable workers to work at home anymore and a fundamental shift took place: the human moved through a defined location. The consequences for the human resources management were deep. Indeed, this period developed an interdependence of each position and duties. For instance, it was necessary to start and to finish the work more or less at the same time and therefore to set rules in order to develop an environment with a gathering of people. The human resourc es management knew during the second half of 20th century and during the first years of the 21st century a quiet growing evolution, highly diversified upon an international dimension and deep about the mentalities and/or relations between work and capital. Indeed the HRM is marked by the link between the respective interests for workers and the capital holders; these interests are rarely spontaneously convergent and sometimes quiet difficult to reconcile. This situation might be a source of tensions and frustration. (Leys, 2005) 1.2 Evolution of the Human resource function The evolution of HR function mainly experienced three stages: the personal department stage, the strategic human resource stage and talent management stage (Bersin, 2006). The graphic quoted from Bersins article named ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢talent management, what is it? Why now?ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬- can illustrate these three stages quite clear. Talent management : art or science ? Fang Fang Li and Pierre Devos 17 Figure 3: Evolution of the HR Function (Resource from: talent management, what is it? Why now? Bersin, 2006) Stage 1: personal department The ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢Personnel DepartmentÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬- was existed in organization during the 1970s and 1980s, which the business function was responsible for people. This department acted the role as hiring employees, pay for the salary, and make sure they had the necessary benefits. The systems which grew up to support this function were batch payroll systems. In this role, the personnel department was a well understood business function, the talent management is not involved as well as the human resource management. Stage 2: strategic human resource department During the 1980s and 1990s, the concepts of ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢Strategic HRÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬- emerged. In this stage, people in the organizations realized the much larger function of HR: job role design, organization design, recruiting and training the best employees, ensuring they are high Talent management : art or science ? Fang Fang Li and Pierre Devos 18 performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Their activities also include carrying out the compensation packages including welfare, insurance, benefits, stock options and bonuses. In this role, the HR department became more than a business function: it is a business partner, reaching out to support lines of business, the emergence of the recruiting, training and performance management has some certain connected with the talent management. Stage 3: talent management We are now in the new stage: Talent Management. While strategic HR continues to be a major function, but more focus on a new set of strategic issues:  · How can we make our recruiting process more efficient and effective?  · How can we indentify the talents ability and potential, make sure they are put in the right position?  · How can we provide a learning organization that develops our talent?  · How can we reinforce our system and company culture to keep this talent? These new challenging issues require new processes and systems. It requires the integration between these processes and companys business strategy. Top leadership and HR involvement are essential, a talent mindset and capabilities must be embedded and sustained throughout the organization, and everyone in the organization should enlist in nurture and breed the talent. Creating and developing the talent through the process in this factory has become collective responsibility . The HR function is integrated with the business strategy in a real-time fashion. 1.3 A globally workforce trend When we come to the twenty-first century, the business environment has been completely ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢reinventedÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬-. The increasingly sophisticated computers technology is just one of the core shifts in how companies operate and succeed. For most of the company, human resource has become the major source of value. In the knowledge-based economy of twenty-first Talent management : art or science ? Fang Fang Li and Pierre Devos 19 century, human capability determines the winner and loser in todays global markets. Indeed, it is a necessary condition for which companies depends on, compete for and success. For a growing number of companies, competitive advantage lies in the ability to create a profit driven not by cost efficiency but by the ideas and intellectual know-how. The idea, knowledge, and skills from these people give the potential to produce value for company. Even though more and more people and organizations have realized the i mportance of human capital in the company, they dedicated millions of money to build their human resource system and supporting HR management. However, many companies complain that they do not have talented employees in their companies. Indeed, Susan Rider (2008, p19) complains the difficulty to hire talent in her text ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢a treasure of talentÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬- by saying: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢this (talent) has become a problem for managers in many industries, and is exacerbated by employers that donÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚ ¸t take pains to vet their prospects.ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬- This situation of job-hopping is very common in most of companies or more globally in certain industries. One of the important reasons we think is the lack of attention paid on the shift of labor force market. There are three remarkable changes of the labor force market in a global level during the past decades. The nature of work is shifting The nature of the work shifts from the reliance of manual work towards to knowledge-based work. In other words, the primary value of a company has shifted from tangible to intangible assets. Over the last twenty years, along with the opening of new markets, the economy of the developed world has taken a revolution in the nature of work and where and how value is created. It has propelled fundamental changes in ways of working, the nature of production and value creation. Modern organizations own and employ fewer of the basic inputs of production than they did twenty years ago, and they generally produce a much smaller proportion of their output directly in their own facilities. As Peter Cheese mentioned in his new book ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢The talent powered organizationÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬-, twenty-five years ago, eighty percent of a typical companys market value was based on its tangible assets, such as machinery and facilities. Only a small part of its value was attributed to intangible assets. Nevertheless, today things had been reversed. On average across all industries, only around twenty to thirty percent of value is attributable to tangible assets (Cheese, Talent management : art or science ? Fang Fang Li and Pierre Devos 20 2007). The greatest part of a typical companys value comes from intangibles, including its unique knowledge, capability, production process, service, logistic, marketing and relationships with clients and suppliers, its brand value and reputation. Almost all of these intangible assets are driven by human talent. That is why General Electric Company make its business slogan as ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¢great people plus great team is moneyÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬-. The CEO of GE company Jeff Immelt mentioned: The initiative we are driving now is organic growth, if that is your initiative, it doesnÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚ ¸t make sense to be training people exactly the same way you trained the m in past. So we identified about 15 companies that had grown at three times the rate of GDP, and asked them what they had in common, it was five things: external focus, decisiveness, inclusiveness, risk-taking and domain expertise. So we reoriented the way we evaluate and train along those lines. (Colvin, 2006) As he suggested the focus on the competencies that are crucial to the companys future business needs rather than focus on broad area. Skill shortage and aging population In business world, the labor shortage is a highly contentious issue. Many human resource professionals pointed out a sl Adapted from Briscoe DR, Schuler RS, Claus L 2009. International Human Resource