Thursday, October 31, 2019

Human Resources Management Journal summary and analysis Research Paper

Human Resources Management Journal summary and analysis - Research Paper Example The article discusses that the mechanical failure was not attributed to the product design, onboard computers or faulty machines but the failure occurred due to the inefficiency of the employees. The employees failed to perform as per the expectations of the managers. Factors like improper training and faulty mechanization process were also the cause behind the product failure (Sullivan, 2010). The root cause of the error caused by employees, which led to the corporate catastrophe, could be the result of faulty human resource process. The employees at Toyota had received improper training for the particular assignment. Toyota follows the four step cycle which includes plan, do, check and act but clearly in this case the manager did not focus on the last two phases. The training to the employees was not effective and moreover the managers and the employees were not ready to take the accountability of the fault. Improper training and development can decrease the employee performance an d have a negative impact on the employee behaviour. The managers of the Toyota should have taken the accountability for the incident and conducted a review meeting with the employees responsible for the product design. If the managers of the company had taken responsibility and apologized publicly then the brand image would not have been tarnished to a large extent. The managers of Toyota should conduct a meeting with the car design team and the engineers of Toyota for their new car model. The management at Toyota should lay emphasis on two key elements like scrutiny of design and ensuring that the employees have thorough product knowledge. Article 2 Figure 2: Wal Mart Gender Biasedness Incident (Source: Biskupic, 2011) Summary The article focuses on the gender discrimination faced by the women employees working in Wal Mart. The women employees of USA had filed suit against the company in April, 2011 claiming that the management of the company promoted the male workers at a less sen iority position over the women employees at a senior position. The women employees even claimed that they were paid less and were denied promotions. It was also pointed out that the women employees were denied training which would help in advancement in their career (Biskupic, 2011). Analysis Discrimination by an employer on the basis of the gender is not only unlawful but promotes negative working environment. It is one of the crucial contemporary human resources challenges faced by most of the organizations. In the year 2004 it was claimed by an US district judge that there were disparities in the payment of the women and men employees working in WalMart. Gender discrimination not only promotes a negative and hostile work environment but also reduces the employee performance. WalMart should have clearly communicated the human resource policies designed for women employees and also addressed to their needs and demands. The management of WalMart should have implemented policies for the betterment of the women employees like prevention of discrimination at pay, sexual harassment and offensive behaviour (Lepak, 2009). Implementation and clear communication of the human resource policies for women would not only help the women employees to increase their organizational commitment but would also promote a congenial work

Tuesday, October 29, 2019

Article writing about corrlational stuies Example | Topics and Well Written Essays - 750 words

Writing about corrlational stuies - Article Example Patrowski. Substantially, the researcher bases on general assumptions regarding ESL students and thus, tries to establish its validity. Apprehensions regarding learners who use minority language are deemed to be limited in their studies due to the perceived language barrier. The problem therefore is that they are oftentimes stuck in furthering ESL courses instead of attaining an elevated comprehensive learning experience. They become in essence improperly restricted in their apposite learning process. The 271 students were selected as they were part of the ESL program at CUNY. Primarily, the researcher chose them for their inclusion in the program. Another important aspect was the availability of their records to the researcher as they are within the same academic institution. The information collected by the researcher includes their entrance exam scores which integrated their aptitude in math, reading and composition. It also incorporates their ‘persistence’ which involves how they perform academically together with their diligence in pursuing tertiary education. The subjects were chosen perceptibly for their significance in what the author is trying to establish. He also recognizes that its relevance may be fragmentary as it is only focused in one university but he still maintain that it is of import in terms of the issue the research is trying to attain. In particular this is also because of the variance that is palpable in today’s ‘ethnolinguistically diverse institutions.’ Students’ success were measured by (1) their CPA or their cumulative grade point averages through a grading system based in the usual â€Å"4 point† system wherein O=F and 4=A and (2) based on six criterion. Referred to as â€Å"SCS rating† this composed of; completing their courses on development, a 2.0 GPA or higher, finishing their freshman papers, gaining the required 6 units Core Curriculum, a minimum 50 credits and a 70% attempted

Sunday, October 27, 2019

Case Study of Decision Making Planning, and General Organization

Case Study of Decision Making Planning, and General Organization Ryanair is one of the leading airline companies of Europe. This airline company is known for its low cost and high quality service. It operates more than 1,400 flights per day from 44 bases and 1100+ low fare routes across 27 countries, connecting 160 destinations (Ryanair-a, n.d.). This paper endeavours to analyse Ryanair, with special emphasis on situation analysis, decision making, planning and controlling process, leadership and organisational structure. This paper will conclude with some plausible recommendations on future growth and progress. Situational Analysis SWOT is a very helpful management tool for analysing the situation of a company. Ryanair was established in 1985, and despite its shortcomings it established a strong position in the market. Strengths Ryanair has developed a strong brand name in airline industry as a low cost service provider. Ryanair has been in the airline company since the last 25 years and has gained sufficient experience in it. Ryanair has developed its internet facilities and has made it an important selling point. This helps the company to eliminate the costs of agents. Ryanairs fleet includes aircrafts with high sitting capacity and low maintenance cost. Ryanairs services performance is of high standard with punctual fleet timing. Weakness To save cost, Ryanair charges its passengers for services like refreshments, wheelchair etc. It creates very impression among passengers about the company. It is not a preferred airline with the high class passengers. Opportunities The European Union market is expanding with time and most of the passengers prefer low fare for their air travel. Regions like North America and Asia have greater scope for low cost provider like Ryanair. Threats The existing airline companies are following strategies that lower the cost and hence competition within the industry is increasing with time. The oil market is a major supplier to airline business. In recent years, price of oil has increased significantly. The customers are becoming very price and service sensitive. Porters 5 Forces The bargaining power of suppliers is very high as the number of aircraft manufacturer and oil suppliers are very less in the market. Availability of proper airports is also very important for this industry. However, airports bargaining power is quite low as they depend on aircraft companies. The bargaining power of customers is very high as they have many airline service providers to choose from. The barrier entry of airline industry is quite high as it requires heavy investments and technical expertise. Airline is the fastest mode of transportation for overseas and long distance travel. No other substitute can match the service of airline industry. Competition among existing rival is the most import factor in this industry. The rivals are competing with each other for increasing their market share. In European Union, Lufthansa, Ryanair, Easy jet etc are leading airline companies. 3. Decision Making 3.1. Decision Making Process in Ryanair Ryanair provides low cost and high quality airline services to its customers. It places customer satisfaction above all other priorities. The decision making process is primarily centred on concerns regarding ways to provide higher customer services. Fleet planning, airline fare, fleet scheduling etc are some of the chief aspects of Ryanairs effective decision making process. 3.2. Decision Making Approach Decision making approach can be defined as strategic approached of an organisation. Ryanairs management team aims to follow rational decision making approach. The rational decision making approach is an ongoing and dynamic process. This approach helps to identify the underlying problems and to find relevant solutions (Kroon, 1995 p.187). For example, in 2004, when the company was passing through a financial crisis, rational decision making approach not only helped it to overcome it but also paved the path of growth. 3.3. Types of Problems and Decisions Making In Ryanair In 2004, Ryanair was one of the worst performers in FTSE Eurotop 300 index. During that period, competition in airline industry was very high in the European nations as many new companies entered the market. Despite the stiff competition, the company enjoyed a healthy growth rate till 2003. But the managements inability to understand and rectify the inherent weakness of its decision making process stunted its growth. 3.4. Decision-Making Conditions in Ryanair While framing the strategic move for any decision making process; Ryanairs first priority will be to analyse the elements of external competition. The European airline industry is crowded with many leading companies like Lufthansa, Virgin, Aer Lingus, and British Airway etc. Consumers needs are also very important for Ryanairs decision-making. Prior to 2003, the companys concern for customer service was very low, except the low fare advantages. 3.5. Decision-Making Styles The decision making style of Ryanairs management team seems to be affected by different factors. However, the decision making methods are quite flexible. After analysing its rapid growth during 2002-2003, it can be claimed that it focuses on short term objective rather than long term goals. Creativity is another major feature of its decision making style. 3.6. Decision- Making Biases and Errors Ryanairs temporary fall during 2004 brought into fore many drawbacks of its decision making process. Robbins has identified some unexplained prejudices and errors of decision making like biases relating to overconfidence, anchoring, confirmation, availability, escalation of commitment etc (Robbins, 2009, p.126). Ryanairs decision was affected by two major biases i.e. anchoring biases and status quo biasness. Its decision making was based on the past success that failed to take in to account unfavourable macro-economic conditions resulting from 9/11 attack on WTC. 4. Planning 4.1Vision and Mission Statement Vision and mission statements help an organisation to prepare a roadmap for its operational activities. Ryanairs official website does not have the vision and mission statement of the company. However, the public statements of Michael OLeary and other higher executive member of Ryanair indicate that it aims to achieve growth and success by being the lowest cost provider in airline industry (Box and Kent, 2007). 4.2. Purposes of Planning In general, the purpose of planning is to bring effectiveness and efficiency in the operational activities of a business. The implied mission and vision of Ryanairs clearly states its purposes of planning. To counter the increasing competition, the company has decided to follow low cost strategy. Hence, its planning is designed after taking into consideration this objective. 4.3 Planning And Performances in Ryanair According to Riezebos, planning is a very crucial element of operational activity that affects the performance level (Riezebos, 2001, p.12). Planning is one of the major tools of motivating participants to achieve the common organisational goal. Due to rational decision making approach, the company is able to plan its operational and strategic activities properly. Ryanair is able to achieve its target with the help of an efficient planning process. 4.4 Types of Goals in Ryanair The primary goal of Ryanair is to become the lowest cost airline service provider in Europe. The idea of offering low fare proved successful for the company. However, initially it failed to understand the necessity of good service for customer. Currently, the company is committed to provide lower fare, high quality service and punctual air schedule (Ryanair-b, n.d.). 4.5 Types of Plans in Ryanair Ryanairs decision making process follows rational approach and it also follows rational model for its planning process. Basically, planning can be divided as short term goal and long term goal. The companys management team was concerned only with the short term goal. The company often changes its plan as per the requirements of the market. In 2002, the companys plan was to provide low cost fare and after 2004, its planning process also took note of service quality. 4.6 Contingency Factors in Planning Ryanair faces three major contingency factors. Firstly, the organisational level affects the operational planning of middle and low level managers. Secondly, the uncertainty of macro-environmental or other external factors affects the planning process. Therefore, Ryanair aims to develop a flexible planning system. Thirdly, the long and short term objectives of Ryanair affect its planning process. The company always tries to concentrate on its current objective. 4.7 Objectives The primary objective of Ryanair is to attain cost leadership in European airline market. However, to achieve this objective, the company needs to concentrate on other long term goal. These include increasing its operational activities to enter new markets like North America, developing customer centred business model and increasing the use of internet as a major selling point (OCuilleanain et al, 2004). 4.8 Management by Objectives (MBO) Management by objective (MBO) approach of management leads to increase in the performance of organisation. MBO is a result-oriented, non-specialized managerial process for the effective utilization of organisational resources by integrating individuals with the organisation and the organisation with the environment (Goyal, 2005, p.304). During 2004, in order to overcome its crisis situation, the company introduced MBO approach to improve its performance. 4.9 Strategic Management Process Ryanairs strategic management process is based on its objective of achieving cost leadership in European airline industry. The company has improved its positioning by implementing proper strategic management process. The key elements of its strategic management include low fares, high frequency of point-to-point flight within short routes, proper route choice, reduction in operating cost, increase the internet use for selling, maintenance of safely and high quality service etc (OCuilleanain et al, 2004) 5. Organising 5.1 Organisation Structure and Design: Proper organisational structure and design helps to develop efficient management performance. There are four elements of organisation structure and these are departmentalisation, span of control, centralization and formalization. Appendix 1 depicts the organisation structure of Ryanair. Michael OLeary is the CEO of the company and there are seven Directors and a Chairman. For each department like customer services, finance, HR etc, there are individual head management personnel having a team. 5.2 Chain of Command The Chain of command in Ryanair is based on its organisational structure. The appendix 1 portrays that the CEO is the chief person of command of the organisation. However, the decision making process in Ryanair includes all the senior managers of each department. To maintain high level of transparency and to develop two-way communication system in cross functional departments, the chain of command is very essential. 5.3 Span of Control The span of control in Ryanair is effective and helps to maintain a sound organisational growth. The span of control of the CEO Michael OLeary is the highest and most effective. As per appendix 1, the entire department is required to report on the ongoing activities to the CEO. The CEO along with the Directors and Chairman is responsible for making the final decisions of the organisation. However, for better planning and implementation, the employees should be involved in the decision making process. 5.4 Centralization and Decentralization The decision of centralization or decentralization depends on the nature and expansion of business. Ryanair is a multinational company having different units in European countries and North America. For the airline industry, decentralization is more preferred over centralization. However, Ryanair follows a centralized organisational model. Decentralization of organisation will help it to compete with the major competitors of different markets. 5.5 Mechanistic and Organic organization The mechanistic organisations are those having a well defined hierarchy. Ryanair has a centralized organisational structure and it is an example of mechanistic organisation. Appendix 2 shows the major difference between the mechanistic and organic organisation. The company has been very strict in maintaining its relationship with the employees. However, such organisational structure of Ryanair creates biases and errors in decision making process. 5.6 Contingency Factors There are many factors that affect the organisational structure of a company. The industry trend, the growth structure, the social and demographic characteristics of employee customers and vision and mission of the company etc are the major contingency factors that help in designing the organisational structure. The leadership quality of the higher management also affects the organisational structure. The organisational structure of Ryanair is also affected by external competition and its leadership style. 5.7 Job Characteristics Model One of the primary objectives of Ryanair is to provide high customer services and in this respect the employees are the most important resource. In order to enrich the quality of job, the company motivates its employees to achieve the common organisational goal i.e. growth. The company aim to offer competitive salaries with excellent benefits that are simple and easy to understand (Ryanair-c, n.d.). 6. Leadership The leadership style is an important influencing factor organisational growth and success. The major leadership skills of Ryanairs management focus on the low cost fare for airline. The fleet of Ryanair includes single-class aircraft that increases the seating capacity. However, the leadership skills of Ryanair have led to its success of 2002-2003 and failure of 2004. The leadership in Ryanair strives to focus on position, seniority and authority. Control 7.1 Control Process The control process is the key element for Ryanair as it wants to achieve the lowest cost leadership. In order to facilitate effective and efficient control system, employees must be properly organized. Ryanair has developed proper system for regulating the control process by managing its employees. 7.2 Types of Control Ryanair strategic moves and policies control various aspect of the organisation. Firstly, cost controlling activity is the major criteria for low cost fare airline and it includes labour cost, marketing cost, airport charges. It also reduces the service cost by controlling many activities. For example, in 2003, it did not offer meals of refreshments to passengers who faced delays (O Higgins, 2004,). 7.3 Managerial Approaches to Implement Controls Ryanairs management team approach for implementation of control, strives to bring down the financial expenses. However, proper organisation culture and operational activities are also very important to improve its service qualities. Fleet control and market control are necessary for achieving the competitive strategy. The market control managerial approach of Ryanair involves the comparison of profit and expenses with that of its competitors. 7.4 Management Information System For establishing better management system, Ryanair has brought technological advancement in its organisations non-operational activities. For example, it has developed its website for using it as a major selling point. The increasing use of internet has made the managerial activity more efficient. At present, the company is aiming to achieve 100% internet ticket booking. Contingency Factors in Control Like the decision making process, controlling activity of an organisation is affected by uncertainty of macro-economic factors and the cultural and social characteristics of employees. In the airline industry, the major contingency factor is the competition and conflicts related to organisational objectives. Ryanairs management aims to avoid these contingencies factors related to employees by rewarding them for their efforts. 7.6 Corporate Governance Ryanair is listed on London and Irish Stock Exchanges in Europe. The company is responsible for following proper business ethics and compliance as per the corporate governance. The entire management teams including the Directors and CEO are committed to maintain the standard corporate governance. Its business policy clearly defines the role of Directors and other members in meeting its corporate responsibility. Balanced Scorecard Balanced score card is the most popular management tool used by organisations. Ryanairs strategic management system can be explained with balanced score card. To bring efficiency in its operational activities, Ryanair concentrates of four major areas i.e. finance, customer, business process and learning and growth. 8.1 Benchmarking To achieve the objective of becoming the lowest cost provider in the European airline industry, Ryanair has set its benchmark for cost controlling activities. At present, it is the lowest cost provider in the industry and hence, it has developed its own benchmark. For example, in 2003, the company reduced its cost for wheelchairs services by bringing a third party wheelchair suppliers who charged passengers for supplying wheelchairs. 8.2 Value Chain The value chain of the company strives to provide the lowest fare possible. Appendix 4 portrays the value chain which includes other important aspects of the airline industry. To develop a cost effective operational process, the company has combined its balanced score card, benchmarking and value chain. RECOMMENDATIONS To ensure success, Ryanair must bring some changes in its management and business model. Some of the useful recommendations are given below. It must focus on its services to meet the passengers minimum expectation. The company should include the employees in the decision making process. As many other rivals are also following low cost strategy, Ryanair can bring certain innovations in its service process. Internal communication should be encouraged for better transparency and motivation. It should develop its public image by increasing corporate social activities. For maintaining low cost fare, it should emphasise on the financial aspects. 10. Reference Box, T. M. and Kent, B. 2007. Ryanair (2005): Successful Low Cost Leadership. [Online]. Available at: http://findarticles.com/p/articles/mi_qa5452/is_200705/ai_n21289700/pg_2/. [Accessed on November 03, 2010]. Goyal, R. C. 2005. Hospital Administration and Human Resource Management. 4th Edition. PHI Learning Pvt. Ltd. Hellriegel, D. and Slocum, J. W. 2007. Organizational behaviour. 11th Edition. Cengage Learning. Kroon, J. 1995. General Management. 2nd Edition. Pearson South Africa. OCuilleanain, E. S. et al, 2004. Ryanair Plc. [Pdf]. Available at: http://dev.ulb.ac.be/cours/alle/PDF/BuspPresRyanair04.pdf. [Accessed on November 03, 2010]. O Higgins, E, 2004, Case Study Ryanair. Riezebos, 2001. Design of a period batch control planning system for cellular manufacturing. University of Groningen. Robbins, S. P. 2009. Organisational behaviour: global and Southern African perspectives. 2nd Edition. Pearson South Africa. Ryanair-a. No Date. About Us: History of Ryanair. [Online]. Available at: http://www.ryanair.com/en/about. [Accessed on November 03, 2010]. Ryanair-b. No date. About Us: Passenger Charter. [Online]. Available at: http://www.ryanair.com/en/about/passenger-charter. [Accessed on November 03, 2010]. Ryanair-c. No date. Careers. [Online]. Available at: http://www.ryanair.com/en/careers/working-for-ryanair. [Accessed on November 03, 2010]. The Official Board. September 15, 2010. Ryanair. [Online]. Available at: http://www.theofficialboard.com/org-chart/ryanair-holdings. [Accessed on November 03, 2010]. The Performance Institute. 2009. Balanced Scorecard. [Online]. Available at: http://www.performanceweb.org/events/training/program-performance/sub7/. [Accessed on November 03, 2010]. Jack Baskin School of Engineering. No date. Airline Industry Analysis. [Ppt]. Available at: http://www.soe.ucsc.edu/classes/ism158/Winter03/istcch04.ppt. [Accessed on November 03, 2010].

Friday, October 25, 2019

A Tale Of Two Cites :: essays research papers

A Tale Of Two Cities A Tale of Two Cities Throughout the novel A Tale of Two Cities, Charles Dickens creates suspense and mystery to try to keep his readers interested. This technique might have worked for 19th century people with nothing better to read, but it doesn’t stack up nowadays. You can paint this anyway you want but what it all comes down to is that no 20th century person with any kind of attention span wants to read a 400 page book with one dimensional characters and an unbelievable storyline. But, Dickens’s original audience couldn’t get enough of the novel’s intricate plot filled with suspense and mystery. To get the novel this suspense and mystery, Dickens’s divides his story into episodes, allows his characters to be general, and uses the theme of doubles. The most obviously way that Dickens’s creates suspense is through his use of cliffhanger-like episodes. I can’t exactly call it clever, but Dickens’s ends a chapter with unanswered questions and loose ends. This little scheme might work for television shows in which the viewer has a whole week between episodes to think about possible outcomes, but it doesn’t have the same effect when it only takes half of a second to turn the page and read further. Dickens tries to create mystery by having his characters as broad as possible so that readers can make up their own opinions and possibilities. Almost all of Dickens’s characters are basically good or basically evil. We are supposed to care about the "good" characters but they’re so boring that their "goodness" loses it’s charm. For example, Lucie and Charles. Lucie is describes as being basically perfect in every way. She’s young, wholesome, and beautiful, of course. There’s no such thing as a good woman that wasn’t beautiful in fiction. Charles is a rich aristocrat, and we’re supposed to believe that he’s good and really noble because he didn’t want to kill people and he married the other "good" character. Please. Do you think that Charles would have given Lucie a chance is she looked like the rest of us even though she was so good-hearted? Of course not, but that’s what we are supposed to believe. Lucie and Charles are so stereotyped and boring that Dickens’s should have named them "Snore" and "Snooze." Dickens’s under developed characters lets readers wonder about what they are really like and what they’ll do next.

Thursday, October 24, 2019

Attendance Monitoring with Payroll System

ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION A System Analysis and Design Project Presented to Quezon City Polytechnic University San Bartolome In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science in Information Technology by: Tahum, Marilyn T. Desuyo, Gilbert D. Co, Joseph Darwin C. Lim, Tom Angel L. Professor : Mary Joy D. Vinas Professor : Elimar Ravina October 2011 SAD COORDINATOR AND IS’s HEAD ACCEPTANCE SHEET This System Analysis and Design Project entitled ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION After having been recommended and approved is hereby accepted by the Information technology Department of Quezon City Polytechnic University – San Bartolome ______________________ Ms. Lorena A. Tayamora SAD Coordinator ______________________ Ms. Maria Aura Impang IS Head October 3, 2011 PANEL’S APPROVAL SHEET This System Analysis and Design Project entitled ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION developed by: Desuyo, Gilbert D. Co, Joseph Darwin C. Lim, Tom Angel L. Tahum, Marilyn T. after having been presented is hereby approved y the following members of the panel _____________________________________ Panelist Panelist October 3, 2011 October 3, 2011 ______________________ Lead Panelist October 3, 2011 ACKNOWLEDGEMENT Above all, the proponents would like to thank the ever loving God for giving them the wisdom and patience to finish this research. The researchers would like to express their sincerest gratitude to their parents for t heir untiring support emotionally and financially. The proponents are also thankful to Professor Mary Joy D. Vinas for editing the first, second and third chapters of this research. Special thanks to their parents, and friends who supported them. The proponents would like to extend their appreciation to Cyclemar Caloocan Corporation who willingly cooperates for the said study. To their classmates who have given full support and assurance, thank you for your time and effort. To all the people who have been the instruments for the accomplishment of this research, thank you very much!!! ABSTRACT Title:â€Å"ATTENDANCE MONITORING WITH PAYROLL SYSTEM† Proponents: GILBERT D. DESUYO JOSEPH DARWIN C. CO TOM ANGEL L. LIM MARILYN TAHUM Professor: Prof. Mary Joy Daniel Vinas Prof. Elimar Ravina Degree: Bachelor of Science in Information Technology Date Completed: October 2011 Statement of the Problem The CYCLEMAR CALOOCAN CORPORATION is a company located at 10th avenue Caloocan City. By conducting a company visit and interviews, the proponents found out that the company uses a Bundy clock in their attendance monitoring and using a manual process for the payroll. A problem that is observed using the manual system is the waste of time or the speed of the process in each payslip. Another problem is a secure place for record. From used time cards and payslips, the company’s staffs use ledgers for the transactions. As a solution to this, the proponents proposed a computerized system to be evaluated by Cyclemar. The proponents believe that the computerized system can give solution to their problems. Through computerization, these monitoring can be processed with increased speed, since their sheer volume would easily overwhelm any manual system. In developing the system, the proponents have gathered the knowledge, software and hardware requirements that are necessary for the evaluation of the computerized system. In the end of the study, the proponents expect good results at the end of the evaluation. Hypothesis There is significant difference between the proposed and the existing system in terms of accuracy, effectiveness, reliability, security and speed. Methodology The proponents used questionnaires for the gathering of data needed in determining the problems met by the employees of the Cyclemar Caloocan Corporation. Informal interview, observations and actual experiences of one of the proponents were also included in constructing the questionnaire. The questionnaire consisted of criteria that measure the manual system in terms of accuracy, effectiveness, reliability, security and speed. The first draft of the questionnaire was submitted to the professor of the proponents for corrections and suggestions. After the validity and reliability of the questionnaire has been established, the investigators then sought the approval of their Professor as well as the Manager of the Cyclemar Caloocan Corporation to allow them to conduct the study. After the approval of these authorities, the proponents’ administered the questionnaires. By the time the survey questionnaires were answered by the respondents, the proponents had gathered before the results were tallied for evaluation and interpretation. The employees of Cyclemar Caloocan Corporation were the respondents of this study. In finding out the problems, the employees and regular members were the source of data. On the other hand, the employees were the ones to evaluate the performance of the existing and the proposed system. Findings The findings of this study are presented as follows: 1. The proponents found out that the following features should be included in the proposed system to design a system that can provide information repository for the Attendance Monitoring and Accounting transactions in a computerized format, and that is capable of adding, computing, editing, deleting employees, searching records and generating reports: a. Easy access buttons b. Search bars c. Graphic for the interface d. Summary/history of the payroll transactions e. Generated reports f. Automatic computation g. Different level of access h. Error messages for wrong inputs i. Restoration of database j. Back-up for database k. Shortcut keys l. Database for username and password 2. The proponents found out that 100% of the employees believed that automatic computation and search bars should be included in the system to eliminate the burden in payroll transactions and in searching and retrieving employee’s records. Second to the most needed features for the proposed system is the automatic computation in which accurate result will be computed in a short period of time. Additionally the proponents found out that there is no significant difference between the proposed and the existing system in terms of accuracy, effectiveness, reliability, security and speed. The computed t-value of the proposed and existing system generally is greater than the critical value; hence the null hypothesis is rejected. Conclusions The proponents conclude that the most common problem of the company is the speed for which 27% of the employees believed that the system is speedy or 73% believed that the existing system does cause frequent delays in the company’s payroll transactions. In the proposed system in which the employees were the evaluator in terms of the five criteria stated above, the arithmetic weighted mean of speed increases from 2. 15 or â€Å"fair† in the existing system to 4. 2 or â€Å"excellent† in the proposed system. It shows that the proposed system will help the employees to handle membership application; savings deposit transaction, withdrawal of savings transaction, loan approval transaction, and loan release and loan payment in a speedy way. Recommendations Based on the findings and conclusion derived from this study, the proponents post the following recommendations: 1. The Attendance Monitoring with Payroll system of Cyclemar Caloocan Corporation will be implemented in the company so that the time-consuming and complex log-in/log-out of the employees will be simplified and speedy. . Digital signatures such as bar code reader will be used to determine the employee’s identity. 3. The payroll of the employees in the Accounting section will be included in the system. TABLE OF CONTENTS Title Page †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ i Acceptance Sheet†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ii Approval Sheet†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦iii Dedication †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ iv Acknowledgement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. vi Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. vii List of Tables†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦xii List of Figures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. xiv CHAPTER I. THE PROBLEM AND ITS BACKGROUND Background of the Study1 Organizational Directory 1. Organizational Chart2 2. Duties and Responsibility3 Objectives of the Study 10 1. General Objectives10 2. Specific Objectives10 Significance of the Study11 Scope and Limitation13 Scopeof the Study13 Limitations of the Study13 Definition of Terms 14 CHAPTER IIREVIEW OF RELATED LITERATURE AND STUDIES Foreign and Local Literature16 Foreign and Local Studies18 Methodology of the Study20 1. Theoretical Framework22 2. Conceptual Framework24 CHAPTER IIISYSTEM PLANNINGA. Description of the Existing System27 1. Context Diagram27 2. DFD Diagram28 B. Problem Definition30 1. Problem Description30 2. Anticipated Business Benefits30 3. System Capabilities31 C. Project Feasibility32 1. Project Development Cost32 2. Cost – Benefit Analysis33 a. Existing System33 b. Proposed System37 CHAPTER IVSYSTEM ANALYSISA. Information Gathering Tools and Techniques41 1. Questionnaire41 2. Interview Guide41 B. Description of the Proposed System42 C. System Requirement Model421. Event Table42 2. Context Diagram/DFD Diagram/Use Case Diagram43 3. System Flowchart/Activity Diagram/Sequence Diagram45 4. Location Diagram50 CHAPTER VSYSTEM DESIGN A. Systems Design Models51 1. Screen Layout51 2. Report Layout55 B. Database Design56 1. Table Description in Normalized Form56 2. Table Relationships/Entity Relationship Diagram57 3. Data Structure58 4. Data Dictionary60 CHAPTER VIRECOMMENDATIONConclusion 62 Justification63 APPENDIX Project Schedule and Work Assignment / Gantt ChartA CertificationsB Transcript of InterviewC Survey Forms/ QuestionnairesD Sample Forms and ReportsE Screen Design F .User’s ManualG Program ListingH Floor Plan / Network LayoutI On Field PhotographJ BIBLIOGRAPHY PERSONAL VITAE CHAPTER  I THE PROBLEM AND ITS BACKGROUND Background of the Study Cyclemar Caloocan Corporation has a current system that is accessible to all employees. Which found out that Bundy clock is used to monitor their employee’s attendance and for their payroll. The system cannot provide the convenience because of lack of organize records. The system is also not reliable for departments because it is not updated and possible to loss of data. Mr. Romeo Bautista is the owner of Cyclemar Caloocan Corporation located at 336 10th Avenue Grace Park Caloocan City. In 1962, Mr. Bautista started a business by selling of bicycles and spare parts with a few employees then, the number of employees increased up to present date with multiple numbers of employees and five (5) departments. In 1969, the company started selling motorcycles and spare parts, and then in 1985, they built motorcycle units with spare parts. This is the place where you can buy genuine, OEM and replacement parts for Kawasaki, Yamaha, Suzuki, Honda, China and Taiwan motorcycles and scooters and wide and secured space for repairs and installment of accessories for your motorcycle and/or scooter. They also are accepting wholesale and retail of motorcycle spare parts. And now they are looking forward to become one of the Philippines’ leading suppliers of bikes and motorcycle. Currently, the company is successful since its establishment in 1962. Organizational directory 1. Organizational Chart Figure 1. 1 Organizational chart 2. Duties and Responsibility Accountant †¢ Prepare profit and loss statements and monthly closing and cost accounting reports. †¢ Compile and analyze financial information to prepare entries to accounts, such as general ledger accounts, and document business transactions. Establish, maintain, and coordinate the implementation of accounting and accounting control procedures. †¢ Analyze and review budgets and expenditures for local, state, federal, and private funding, contracts, and grants. †¢ Monitor and review accounting and related system reports for accuracy and completeness. †¢ Prepare and review budget, revenue, expense , payroll entries, invoices, and other accounting documents. †¢ Analyze revenue and expenditure trends and recommend appropriate budget levels, and ensure expenditure control. †¢ Explain billing invoices and accounting policies to staff, vendors and clients. Resolve accounting discrepancies. †¢ Recommend, develop and maintain financial data bases, computer software systems and manual filing systems. †¢ Supervise the input and handling of financial data and reports for the company's automated financial systems. †¢ Interact with internal and external auditors in completing audits. †¢ Other duties as assigned Human Resource Management †¢Employment and Recruiting: Interviewing, recruiting, testing, temporary labor coordination. †¢Training and Development Orientation, performance management, skills training, productivity enhancement. †¢Compensation Wage and salary administration, job descriptions, executive compensation, incentive pay, job evaluation. †¢Benefits Insurance, vacation leave administration, retirement plans, profit sharing, stock plans. †¢Employee Services Employee assistance programs, relocation services, outplacement services. †¢Employee and Community Relations Attitude surveys, labor relations, publications, labor law compliance, discipline †¢Personnel Records Information system records. †¢Health and Safety Safety inspection, drug testing, health, and wellness. †¢Strategic Planning International human resources, forecasting, planning, mergers and acquisitions. Sales Executive Maintain Market Awareness †¢ In order to tailor their sales pitches, sales executives need to keep abreast of changes in the market that impact their target audience. They must understand dips and rises in demand for clients' products, lifetime and wear of machinery, and changes in the stock market that may hinder sales. In addition, they should be aware of the sales strategies of competitors, both for their business and their clients' businesses. The more alert a sales executive is, the more accurately the needs of customers are targeted and new market opportunities identified. Meet a Bottom Line †¢ Most sales executives have quarterly and annual sales goals that they strive to meet throughout the year. To do so, they attempt to convince existing clients to increase their purchases from the company–a process which is called â€Å"upselling†Ã¢â‚¬â€œor search for new clients. Often, sales executives operate on the idea that it takes less effort to retain current customers than to find new ones, and, therefore, focus their energy on upselling. Maintain Relationships †¢ A sales executive is often a master of relationships with clients, vendors and employees. A good relationship can lead to new sales leads, increased purchasing and referrals. Sales executives put a great deal of time and energy into creating and nurturing their relationships, and make a point to offer value and opportunity wherever possible. Manage a Territory †¢ Depending on the nature of a business, a sales executive may be responsible for taking care of clients in a geographic region and be the person called with problems. Managing a specific sales territory often involves travel to meet with customers and suppliers to ensure that operations are smooth and to reinforce the strength of the relationship. Negotiate Contracts †¢ For ongoing projects or large orders, a sales executive is responsible for negotiating the terms of the sale and drawing up a contract. This ensures that both parties understand what is and is not included in the order and protects against liability. In the sale of equipment, for example, a sales executive may negotiate prices for the setup, installation and testing, in addition to the initial purchase. Retail Salesmen Sales †¢ Retail salesmen often make sales presentations to customers. They may show customers a variety of products and explain the features and benefits of each, to help the customer make an informed decision about a purchase. They also inform the customer of any sales or promotions that are currently underway or happening in the near future. Once the customer makes a decision, the salesman may also process the transaction. Customer Service †¢ Retail salesmen assist customers in locating store merchandise and handling product returns. Some salesmen may customize a product to meet a customer's needs, such as in a men's clothing store, where a salesman measures a customer for a suit fitting. They may also assist customers by carrying large items, like televisions, to their cars. Merchandising †¢ When there are no customers in their department or in the store, salesmen may perform merchandising functions. This includes building product displays and rearranging products on the shelf in accordance with a predetermined layout, known as a planogram. They may also change pricing on sales and promotional items. Store Operations †¢ In some retail establishments the salesmen will be responsible for opening or closing a store. If opening a store, the salesman must arrive in advance of the opening time to ensure that the store is ready for the day's customers. When closing, duties may include reconciling cash registers and taking the day's cash receipts to the bank for deposit. Management Functions †¢ Some salesmen may also have the responsibility of managing a department in addition to their sales duties. This can involve ordering merchandise, making work schedules and supervising the activities of other salesmen. Department managers are usually held accountable for the profitability of their departments in addition to making sales. Maintenance Manager †¢ Build a well-operated maintenance team. †¢ Assist and supervise maintenance team to handle all maintenance works. †¢ Maintain and manage highly automated office equipment. †¢ Maintain efficiency levels. †¢ Prepare maintenance budget. †¢ Initiate spare parts planning and second sourcing. †¢ Support staff and personnel to improve output achievements. †¢ Review and evaluate maintenance operations. †¢ Improvise maintenance operations to save on costs and work time. †¢ Implement best practices, standards and procedures in all maintenance functionalities. Office Staff Capable of handling day to day office work like filing, bank related work, other domestic work. †¢ Assisting in office chores †¢ Co-coordinating with vendors. Maintenance Staff Background †¢ Though specialists can develop expertise in only one trade like carpentry or plumbing, maintenance workers must be skilled in several crafts so that t hey can work on all problems that develop in a business. Duties †¢ Maintenance workers repair and maintain machines, diagnose and repair electrical or plumbing problems, paint and fix the facility structure, and adjust computer, heating or cooling systems. Objectives of the Study 1. General Objective †¢ The main objective of the study is to enhance the attendance monitoring system using a barcode scanner that will improve the daily attendance as well as salary process of each employee efficient. 2. Specific Objectives †¢ The study aims to have user maintenance that will secure the system towards the non-trusted personnel or those people outside the office. †¢ The study aims to create a difference from their current when it comes to the design. †¢ The study aims to strengthen a module for attendance monitoring of the employees. The study aims to developed efficiently salary of each employee †¢ The study aims to create a module that will give a summarize list of report of the payroll of the employees. Significance of the Study This study will have significant effort in promoting the good work environment in workplace and motivations of its employees. This will become beneficial to the employer and employee in str ategic management. By understanding the attendance monitoring and benefits of payroll processing, this research will be assured of a competitive advantage. Moreover, this study will be helpful to the management and business practitioners in training and informing them in the area of human resources management, objectives, and strategies. It will also serve as a future reference for researchers on the subject of human resources and corporate companies. And importantly, this research will educate employee in deciding on whether an industry e. g. business industry is really fulfilling its responsibility to the community or is just showing off to promote the management. COMPANY After the implementation, the system will be able to meet all the need of the company regarding the attendance monitoring and payroll process made in the company. It also provides efficient ways on the employees’ record. MANAGEMENT Regarding the attendance monitoring with payroll made in the company, the management will also be benefited when it comes to managing and manipulating payroll process. It also provides reports that will help the management to view all records of the employee study made inside. PERSONNEL Personnel and staff/employee will be the only that is most important because they are the one who will used and focus the system. They will have a clear understanding about the system because of the clear and appropriate design made by the proponents. They will also have a convenient and easy monitoring of Daily Time Record (DTR) of the employees. PROPONENTS This project helps the proponent to enhance their technical skills, communication skills, project management skills, interpersonal skills and also in programming skills. Aside from that, the proponent will have a better understanding regarding the attendance monitoring with payroll system by the management. Scope and Limitation Scope of the study This study â€Å"Attendance Monitoring with Payroll System† will enhance the capability of the attendance in Cyclemar Corporation by changing from Bundy clock to Bar code reader monitoring device of the employee for making efficient payroll system. It includes the features that can Add Employees record, Edit Employees information, Delete Employees record, print / Save the Pay Slip of each employee and Updating Employees information as well as the Weekly Salary, Cash advance, the rate per day, overtime, Gross payment, Net pay, and Deduction such as withholding tax and SSS, adding up with a log-in log-out process for security purpose. Limitation of the study The study, â€Å"Attendance Monitoring with Payroll System† does not cover the attendance of executive staff such as the Owner, trainees and security staff such as the security guard due to the company pays them through a security agency. Also the study does not cover the sales and inventory of the company and the Accounting department will only use the system for the salaries and wages of the employees and other accounting functions are not covered. Also the HR department will only use to check and verify the attendance of the employees and does not cover the other functions of the HR such as hiring new employees. /Definition of Terms Attendance: the number of employees present Barcode reader:   Is an electronic device for reading printed  barcodes. Like a  flatbed scanner, it consists of a light source, a lens and a light sensor translating optical impulses into electrical ones. Additionally, nearly all barcode readers contain  decoder  circuitry analyzing the barcode's image data provided by the sensor and sending the barcode's content to the scanner's utput port. Bundy Clock: A time clock, sometimes known as a clock card machine or punch clock or time recorder. Computer software: Is the collection of computer programs and related data that provide the instructions telling a computer what to do. Database:   Is an organized collection of  data  for one or more purposes, usually in digital form. The data are typi cally organized to model relevant aspects of reality. DTR: Daily Time Record list of the log-in / log-out record of the employee. Employee: A person in the service of another under any contract of hire, express or implied, oral or written, where the employer has the power or right to control and direct the employee in the material details of how the work is to be performed. Lilo: Log-in and Log-out. Operating system (OS): Is a set of system software programs in a computer that regulate the ways application software programs use the computer hardware and the ways that users control the computer. Original equipment manufacturer (OEM): Refers to the company that originally manufactured the product. When referring to automotive parts, OEM designates a replacement part made by the manufacturer of the original part. Pay slip:   Is traditionally a paper document (a  cheque) issued by an  employer  to  pay  an employee  for services rendered. In recent times, the physical paycheck has been increasingly replaced by electronic  direct deposit  to bank accounts. Such employees may still receive a pay slip, but any attached cheque is marked as  non-negotiable  and cannot be cashed. Payroll:   Is the sum of all  financial  records of  salaries  for an employee,  wages, bonuses and  deductions. In accounting, payroll refers to the amount paid to employees for services they provided during a certain period of time. SQL: (Structured Query Language) is a  programming language  designed for managing data in  relational database management systems  (RDBMS). System: a system of elements that cross in the manner of threads in a net that are related or connected may fluctuate in quantity and value. System Development Life Cycle (SDLC): Is the process of creating or altering systems, and the models and methodologies that people use to develop of these systems. Visual Basic . NET (VB. NET): Is a version of Microsoft's Visual Basic that was designed, as part of the company's . NET product group, to make Web services applications easier to develop. CHAPTER  II REVIEW OF RELATED LITERATURE AND STUDIES Foreign and Local Literature Foreign Literature According to Primer (2005), for many businesses automating the collecting of employee attendance data when employees begin their shifts is still a manual  process. Even business that has automated or computerized processes such as scheduling, inventory, purchasing, general ledger and payroll processing still use manual methods such as time cards or attendance sheets to collect time and attendance data. NOVAtime (2007), the system that will give management the power to not only utilize the tools we have available to us today, but will continue to grow and evolve, giving it the capability to incorporate and utilize the tools the new millennium promises to bring us. NOVAtime has brought a system designed for growth while maintaining the maximum in flexibility. Where the sophistication lies within the programmed mechanism of the system, allowing for a quick and simple implementation and employee training cycle. After all the true test of a system is not only in the production and wealth of  reporting, but in the simplicity and ease of its operation, in conjunction with a simple and accommodating implementation program. Local Literature Aquilan (2004) made a comparable thesis on the automation of time attendance that records the time in and time out of every employee using barcode system. It tends to eliminate the manual recording system of time and attendance and also include salary computation of each employee based on the time and attendance reports. Ramon Faloran (2005) wrote in the article â€Å"The Computer Edge of the New Employment and Opportunities â€Å"in the Philippine Daily Inquirer. He stated that computer gives you a different feeling about what is happening in the company. Business will be highly competitive and innovative because the computer provides instant information. Cantoma (2004) in her thesis entitled â€Å"Computer Library System for St. James Academy† stated that, in manual system in retrieving, maintaining security and piling records take place because of the years gone by. Furthermore, these files were only kept in envelopes and folders in wooden rocks. There are also instances when the right information is given to a wrong person, which affect quality of service. Foreign and Local Studies Foreign Study Columbia State Community College (2006) uses computer identification account (Log In Name and Password) for access to the institutions computer usage logs occurs electrically through the individual users log in/out process. Users are also informed that they are responsible for any computer file’s, database and/or  internet sites that are accessed through their computer identification account, notwithstanding their failure to adhere to the log in/out process, on their voluntary  publication of their account information to others. Local Studies Mendrez (2007) made a similar study for Vision Designer Inc. It has an identification machine aimed at verifying a person entering through the swiping of  identification cards. After entering their given code number, the identification cards are swiped in the machines card reader to trigger the verification. If access granted, the micro switch will then automatically unlock to allow enter. This will help a lot in monitoring attendances accurately and more precise. A group of computer engineers in Rebisco Biscuits Corporation proposed a thesis report for what is the same Innodata Corps is implementing right now computerized daily time record as an alternative for Bundy clock. The means of  getting inside the company premises is by swiping cards into a machine that reads every record of each employee then monitor and displays the time a particular  employee logs in and out. In the 2005 annual report of the Forest Products Research and Development Institute under the Department of Science and Technology, it is said that,   Ã¢â‚¬Å"The computerized database and attendance on Forest Products Research and Development Institute was designed to facilitate the Institute's data entry,  processing, computation and maintenance of employee time and attendance transactions. The system allows employees to log in/out as the swipe their IDs through a barcode reader attached to a computer terminal. The processing forms include those for legal holidays, travel order, tardiness, under time, vacation and sick  leave. Pertinent Report forms have been designed for easier access to all these data. Attendance Monitoring with Payroll System Attendance Monitoring with Payroll System is the key to proficient and successful time tracking and management in your workplace. It is a software-based time and attendance system that allows the user to collect and organize employee time data simply and accurately. You can use our system to: †¢ Easily and efficiently track your employee time. †¢ Manage your time & attendance data and employee profiles. †¢ Reduce the headaches and time associated with payroll. Best of all, Our Attendance Monitoring with Payroll System can quickly pay for itself in time savings, reduction of time theft and elimination of payroll errors. Methodology of the Study Software Development Life Cycle (SDLC) Model Employee The relevance of System Development Life Cycle to this study is that it typically provides an approach in problem solving and is made up of several phases. The SDLC approach explains that a project must have requirement analysis and how project planning begins that is essential for this research. The proponents use a use case diagram because it describes a sequence of actions that provide something of measurable value to an actor and is drawn as a horizontal ellipse. This study need to use an Use Case Development life Cycle because it typically explain the activities performed in a software development project such as requirements description of steps or actions between a user or â€Å"actor† and a software system which leads the user towards something useful. The proponents chose this because documentation is produced at an early stage of the development. The requirement analysis identifies and defines the need for the new system. It analyzes the information needs of the end users and creates a blueprint with the necessary specifications for the hardware, software, people and data resources. In the design phase, the proponents made a plan on how to solve the problems specified by the requirement document. It is also in this phase where the proponents identified the modules to be developed on the software to produce the desired results 1. Theoretical Framework Figure 2. 2 The diagram in figure 2. shows the theoretical framework of Attendance Monitoring with Payroll system. The study was from the concept of Transaction Processing System (TPS). The input starts when the employee log-in and log-out through barcode reader, in which the system will automatically read each barcode ID. The process inside the system includes the process being made between the employee and accounting department. The system computes the number of hours which the employee attendance by the Daily time Record (DTR), the attendance made as well as payroll. The system also store and display data about how employee transact with the accounting department. The attendance report by the company was recorded in the database. All process being made is recorded in the system. As a log-in and log-out being processed by the system, it is capable of generating reports like the number of hour attends; taxes, net par and gross pay as well as salary. This process will serve as a summary of information from the system as an attendance monitoring. 2. Conceptual framework On the basis of the foregoing concepts, theories, and findings of related literature, studies and insights taken from them, a conceptual model is develop as shown below: |INPUT | |PROCESS | |OUTPUT | |   | |   | |   | |Knowledge Requirements | |System Analysis | | | |a. Barcode reader | | | |Attendance monitoring using | | | | | |barcode reader with payroll | | | |a. Requirement Analysis | |system for CycleMar Caloocan | | | |b. Requirement Definition | |Corporation | | | | | | | | | | | | | | | | | | | | | |Software Design | | | |a. Windows 7 OS | |a. Software Engineering | |   | |b. Visual Studio 9 | | Life Cycle | |   | |c. MySQL | |b. System Flowchart | |   | |   | |c. Context Diagram | |   | |Hardware Requirements | |d. Data Flow Diagram | |   | |- 1GB Memory | |   | |   | |-Intel Dual Core | |System Development | |   | |-Optical Mouse | |a. Scheduling of Activities | |   | |-barcode reader | |b. Program Coding | |   | |   | |   | |   | |   | |   | |   | | | |   | |   | Figure 2. 3 INPUT 1. Knowledge Requirements The following are the knowledge requirements for the study. The proponents must have knowledge on barcode reader. The team must also have knowledge regarding Payroll system how they work and processes involved inside attendance monitoring with payroll system. 2. Software Requirements These are the software requirements of the system. The proponents used Windows 7 as their Operating System and Visual Studio 9 as their programming language. In their system database, the proponents used MySQL for storing of data and information. 3. Hardware Requirements There are two hardware requirements for the study. The processor of the computer must at least be Pentium IV and the RAM memory is 1GB. Barcode reader will be used to scan the barcode image printed in the employees ID. PROCESS 1. System Analysis The proponents must analyze the company's problem in order to design a system based on the needs of the company. They identified the company’s problem and specify a solution according to the problem. The proponents conducted interview and gathered information about the process under existing system of the company. 2. System Design The proponents designed a computerized system on attendance monitoring and payroll system. The number of hours will be recorded to the computer-based log-in and log-out system database. If an employee scans his/her Identification Card (ID), the system will record his/her log-in time and when the employee logs-out, the employee will scan again his/her I. D. Then when the payday comes, the accountant will release the pay slip of the employees. 3. System Development The proponents had six (6) months to do the research. In the first two months, the team gathered all the needed information for the study. On the third month, the team made the system’s flowchart and program flowchart. The third and fourth months, the team did the encoding of program, the making and designing of the database, connecting the barcode device to the system and database. On the fifth and sixth months, the system was evaluated and tested according to its function. The proponents expected the barcode reader was to be more or less than Php 2,000. 00 I. OUTPUT After the planning stage, gathering of relevant information, making and debugging the program and after six consecutive months of making the study, the computerized log-in and log-out was developed. The performance of this system will be tested by conducting lot of testing for trial and error. The system was evaluated by the company. CHAPTER  III SYSTEM PLANNING A. Description of the Existing System 1. Context Diagram Figure 3. 1 Context Diagram of attendance monitoring with payroll system 2. Data Flow Diagram Figure 3. 2. 1 attendance monitoring with payroll system Figure 3. 2. 2 Extracted data flow diagram for attendance monitoring. B. Problem Definition 1. Problem Description CycleMar Caloocan Corporation has a multiple number of employees that they managed in every department especially in the Retails and Whole Sales department. The problem was in the Attendance Monitoring and Payroll System. The company was using a Bundy Clock for their Attendance monitoring of the employees. The Bundy clock will not run if there’s no time card. The problem occurs when the records of the Attendance is being process for their Payroll System. When the payroll was process, they will record the attendance of each employee manually. So, the attendance records of the employees save manually and it takes a lot of time consuming to do that. The other problem is the space need to store the used time cards. In the payroll system, they compute manually depend on the level of the salaries and deductions of each employee. 2. Anticipated Business Benefits The company benefits to be obtained from the new system for Attendance Monitoring for Payroll System for CycleMar Caloocan Corporation are to integrate its technological component. More immediate benefits include the following: †¢ Computerized attendance Monitoring System †¢ Reduce data redundancy †¢ User friendly Monitoring System for Payroll System †¢ Easy to identify records †¢ Have a database server to support the monitoring and payroll records †¢ Secure records and information of the entire system †¢ Have a data report †¢ Process transaction efficiency 3. System Capabilities To obtain corporation benefit listed previously, the users support subsystem will include the following capabilities. SUBSYSTEMS |CAPABILITIES | |Attendance Monitoring |Computerize Login and Logout to record data. | | |Have an efficient Attendance Monitoring. | | |Have a new and Effective device. (Barcode Reader) for employee’s ID. | |Application (Employee) |Eas y to record a new employees. | | |Update employee’s record. | | |Maintain reliable storage information of each employee. | |Payroll |Have reliable records of the employees to compute salaries. | |Maintain reliable storage information of each employee in terms of salaries. | Figure 3. 1 system capabilities C. Project Feasibility 1. Project Development Cost Personnel |Position |Salary | |Project Manager |PHP 25,000. 00 | |Senior Technical Specialist |PHP 20,000. 00 | |System Analyst |PHP 17,500. 0 | |Database Analyst |PHP 16,500. 00 | |Programmer |PHP 15,000. 00 | |Total |PHP 94,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |3 |Intel Celeron (PC Set) |PHP 11,960. 00 |PHP 35,880. 0 | |1 |C10-W |PHP 1,580. 00 |PHP 1,580. 00 | | |Contact Barcode Scanner | | | |1 |TP-Link SF-1008D 8-port Switch |PHP 720. 00 |PHP 720. 00 | | |(Network Switch) | | | |3 |APC BE-500R-PH ES500va black |PHP 2,540. 00 |PHP 7,620. 0 | | |(UPS/AVR) | | | | | |PHP 16,800. 00 |PHP 45,800. 00 | Software |Quantity |Particular |Price |Total Price | |3 |Microsoft Windows 7 Professional|PHP 7,160. 00 |PHP 21,480. 00 | |2 |Microsoft Office 2010 Home and |PHP 9,330. 00 |PHP 18,660. 0 | | |Business | | | | | |PHP 16,490. 00 |PHP 40,140. 00 | Furniture and Fixtures |Quantity |Particular |Price |Total Price | |2 |Computer Chair |PHP 770 |PHP 2,310. 00 | |3 |Office Table |PHP 900 |PHP 2,700. 0 | | | |PHP 1,670. 00 |PHP 5,010. 00 | Expenses |Particular |Amount | |Training Expenses |PHP 15,000. 00 | |Transportation |PHP 3,000. 00 | | |PHP 18,000. 00 | Summary Particular |Amount | |Personnel |PHP 94,000. 00 | |Hardware |PHP 45,800. 00 | |Software |PHP 40,140. 00 | |Furniture and Fixture |PHP 5,010. 00 | |Expenses |PHP 18,000. 0 | | |PHP 202,950. 00 | 2. Cost – Benefit Analysis |Personnel |Number |No. of Working Days |Hours/Day |Rate/Day | |Accountant Head |1 |20,000. 00 |20,000. 00 |240,000. 00 | |Accountant |10 |12,000. 00 |12,000. 00 |144,000. 00 | |Office Staff |40 |10,000. 00 |10,000. 00 |120,000. 0 | |Secretary |7 |9,000. 00 |9,000. 00 |108,000. 00 | |Sales Executive Head |1 |15,000. 00 |15,000. 00 |180,000. 00 | |Sales Executive |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Sales Staff |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Retail Head |1 |22,000. 00 |22,000. 00 |264,000. 0 | |Sales Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Maintenance Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Maintenance Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Service Advisor |20 |12,000. 00 |12,000. 00 |144,000. 00 | |Unit Head |1 |25,000. 0 |25,000. 00 |300,000. 00 | |Unit Staff |30 |9,500. 00 |9,500. 00 |114,000. 00 | | | | |2,187,178. 00 |2,394,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |1 |Bundy Clock |3,500. 00 |3,500. 00 | Stationeries and Supplies Quantity |Particular |Price |Total | |200 pieces |Time Card |119. 75 |239. 50 | |1 pieces |Ball pen |15. 00 |15. 00 | | | | |254. 50 | Expenses |Particular |Amount | |Hardwar e |PHP 3,500. 0 | |Stationeries and Supplies |PHP 254. 50 | |Total |PHP 3,754. 50 | Summary Existing Cost |Particular |Amount | |Personnel |PHP 2,394,000. 00 | |Expenses |PHP 3,754. 0 | |Total |PHP 2,397,754. 50 | Present Value Analysis |Year |Present Value (15%) |Existing System | |0 |1. 000 |2,397,754. 50 | |1 |0. 869 |2,083,648. 600 | |2 |0. 756 |1,812,702. 02 | |3 |0. 657 |1,575,324. 706 | |4 |0. 572 |1,372,515. 574 | |5 |0. 497 |1,191,683. 986 | |6 |0. 432 |1,035,829. 944 | | | |11,469,459. 712 | An Analysis and Design of Cyclemar Caloocan Corporation B. Cost Analysis of the Proposed System Personnel Monthly Salary |Personnel |Number |No. of Working Days |Hours/Day |Rate/Day | |System Administrator |2 |13,000. 00 |13,000. 00 |312,000. 00 | |Accountant Head |1 |20,000. 00 |20,000. 00 |240,000. 00 | |Accountant |10 |12,000. 00 |12,000. 00 |144,000. 0 | |Office Staff |40 |10,000. 00 |10,000. 00 |120,000. 00 | |Secretary |7 |9,000. 00 |9,000. 00 |108,000. 00 | |Sales Executive Head |1 |15,000. 00 |15,000. 00 |180,000. 00 | |Sales Executive |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Sales Staff |10 |10,000. 00 |10,000. 00 |120,000. 0 | |Retail Head |1 |22,000. 00 |22,000. 00 |264,000. 00 | |Sales Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Maintenance Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Maintenance Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Service Advisor |20 |12,000. 00 |12,000. 00 |144,000. 0 | |Unit Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Unit Staff |30 |9,500. 00 |9,500. 00 |114,000. 00 | | | | |2,200,178. 00 |2,706,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |3 |Intel Celeron (PC Set) |PHP 11,960. 00 |PHP 35,880. 0 | |1 |C10-W |PHP 1,580. 00 |PHP 1,580. 00 | | |Contact Barcode Scanner | | | |1 |TP-Link SF-1008D 8-port Switch |PHP 720. 00 |PHP 720. 00 | | |(Network Switch) | | | |3 |APC BE-500R-PH ES500va black |PHP 2,540. 00 |PHP 7,620. 0 | | |(UPS/AVR) | | | | | |PHP 16,800. 00 |PHP 45,800. 00 | Software |Quantity |Particular |Price |Total Price | |3 |Microsoft Windows 7 Professional|PHP 7,160. 00 |PHP 21,480. 00 | |2 |Microsoft Office 2010 Home and |PHP 9,330. 00 |PHP 18,660. 0 | | |Business | | | | | |PHP 16,490. 00 |PHP 40,140. 00 | Furniture and Fixtures |Quantity |Particular |Price |Total Price | |2 |Computer Chair |PHP 770 |PHP 2,310. 00 | |3 |Office Table |PHP 900 |PHP 2,700. 0 | | | |PHP 1,670. 00 |PHP 5,010. 00 | Stationeries and Supplies |Quantity |Particular |Price |Total | |5 Ream |Bond Paper |185. 00 |925. 00 | |24 |Black Ink |50. 00 |1,200. 00 | |24 |Color Ink |90. 0 |2,160. 00 | | | | |4,285. 00 | Expenses |Particular |Existing System |Proposed System | |Personnel |2,394,000. 00 |2,706,000. 00 | |Hardware |3,500. 00 |45,800. 00 | |Software |0. 0 |40,140. 00 | |Furniture and Fixtures |0. 00 |5,010. 00 | |Stationeries and Supplies |254. 50 |4,285. 00 | |Equipment Annual Maintenance |—————— |36,000. 00 | |Total |2,397,754. 50 |2,837,235. 00 | CHAPTER  IV SYSTEM ANALYSIS INFORMATION GATHERING TOOL AND TECHNIQUES A. Questionnaire This questionnaire is distributed in order to gather information regarding the role of personality questionnaire in human resource processes as well as its advantages and disadvantages. Through your participation, the study will be able to make possible recommendations that will highlight the functions of personality questionnaire and the guidelines for its appropriate utilization. The following questions that you will read below pertain to your perception on the use of personality questionnaire in recruiting and appraising applicants or employees. Kindly encircle the number of your choice in answering this questionnaire. Please answer the questions as honestly as possible. Thank you very much for your cooperation. B. GUIDE QUESTION The specific guide question is relate from the CycleMar Caloocan Corp. The question is about the company’s Attendance Monitoring for Payroll System. Our guide question for CycleMar Caloocan Corporation is the following: †¢ Who is the Owner of the company? †¢ What was the History of the company? †¢ What is the Organizational Chart of the company? †¢ What is the existing system of the company? †¢ What is the problem about the existing system of the company? †¢ When the problem of the system happened? †¢ Where the problem happened? †¢ What is the process of their attendance monitoring and payroll system? †¢ Who are involved in the system? †¢ How many are the employees? †¢ How many departments are there in their company? †¢   What Is a Time and Attendance Tracking Method? Description of the proposed system Cyclemar Caloocan Corporation uses a Bundy clock to record the attendance monitoring of the employees. In this reason we are urged to create a computerized attendance monitoring with payroll system that will record the attendance of the employees’ time-in and time-out of every department for also the processing of the salary. Solutions to problems Create a computerized attendance monitoring with payroll system that record fast and accurate employees’ attendance. The manual system losses its data from the previous records so the proponents were urged to create a long term archive of data that will benefit the company in the future. Losses of materials is an everyday routine and cannot be eliminated but according to our research and own observations the losses that the company was getting for this past years can be minimize by creating a proper designation of materials to every staff, in that way each material can be properly monitored during a certain event. Context Diagram [pic] Data Flow Diagram [pic] [pic] [pic] [pic] [pic] [pic] [pic] CHAPTER  V SYSTEM DESIGN SPECIFICATION AND IMPLEMENTATION A. Systems Design Models 1. Screen Layout USER LOGIN DTR (Daily Rime Record) Form Administator Form Add User Form (Administrator) Human Resource Home Form Human Resource Employee's Record Form Human Resource Logged Form Accounting Home Form Accounting Payroll Form Accounting Payroll Summary Form 2. Report Layout Organizational Directory B. Database Design 1. Table Description in Normalized Form |Table Name |Nos. f Fields |Description | |tbl_emp |8 |Employee's Informations | |tbl_logged |5 |Employee's Logged | |tbl_pay roll |10 |Payroll datas of employees | |tbl_total |5 |Total of Earnings, Deductions and Hours | |tbl_user |4 |User's Logged informations | 2. Table Relationships/Entity Relationship Diagram One to Many Relationship 3. Data Structure tbl_emp tbl_logged tbl_payroll tbl_total tbl_user 4. Data Dictionary Table Name: tbl_emp – Employee's Information |id_num |INTEGER |Unique number for each employee | |Lastname |VARCHAR(45) |Employee's Surname | |Fname VARCHAR(45) |Employee's Given Name | |MidName |VARCHAR(45) |Employee's Middle Name | |Gender |VARCHAR(10) |Employee's Gender | |Status |VARCHAR(20) |Employee's Status | |Position |VARCHAR(45) |Position of employee

Wednesday, October 23, 2019

Help with safeguarding children and young people Essay

Outline current legislation , guidelines , policies and procedures within own UK Home Nation affecting safeguarding of children and young people. . There are many policies and procedures within the UK that outline the current legislation and guidelines to help with safeguarding children and young people. The Children Act 1989 The important part of this act is to maintain the child is at the forefront of decisions; the best option in relation to the child’s welfare will be taken into account when deciding the best course of action for the child/young person’s upbringing – creating a partnership between parents and multi-agencies. Alongside this, the requirement of parental responsibilities is outlined e.g. their rights, duties and powers and achieved a balance between the need/welfare of the child and the right of the parent/carers. It gives a clear definition for what is meant by ‘harm’ in relation to safeguarding children – for example introd ucing abuse as ‘ill-treatment’ and how the impairment of health can also be a contributing factor to abuse. Following this, the framework of courts was restructured to ensure consistency of decisions in relation to family court proceedings. Children’s Act 1999 The Children’s Act came into existence in the year 2000; it was to form a guideline that included a list of people deemed unsuitable to work with children and young people (e.g. paedophiles). Any person wanting to work with children/young people/vulnerable adults now has to complete an enhanced Criminal Record check (CRB). It is through databases such as the Criminal Records Bureau, that will safe-guard children and young people from contact with inappropriate adults. Children Act 2004 As a direct response to a very serious case review involving a girl named Victoria Climbie, this young girl was abused and after times of social workers not looking into her injuries and cancelling home visits , Victoria was in and out of hospital with burns , scabs , then Victoria was rushed into hospital she was suffering from malnutrition and hypothermia, doctor’s later transfer her to intensive care at another hospital where she died . Victoria’s body was examined and they found about 128 injuries and scars.  The government reviewed its approach to safeguarding and published a new green paper known as the Children’s Act 2004. The initial change was the introduction of the Child Protection .this act is linked to different agencies like , social-workers , child protection teams and SENCO, are able to look into cases and if they feel there are any concerns of a child is suffering from any harm / abuse they can apply for care orders and take them to safety in t heir best possible care homes. How national and local guidelines, policies and procedures for safeguarding affect day-to-day work with children and young people. There are many policies and procedures within the settings that cover the range of safeguarding children, the policies are Health and Safety policy, outings policy and Safeguarding policy. They are all put into place to ensure that all children / young people are cared for in the way they should be. The children and young people’s health and safety are important also is the welfare of the children in the settings/ schools.Social workers have to implement local procedures in Working Together. In some cases there will be reviews , they will look back into cases like Victoria Crimble, Bichard he murdered to young girls in Suffolk , Bichard work at the girls school. The case of baby ‘P’ He was treated like a punch bag after months of being harmed he died †¦betted to death social worker missed the signs. Now policies have changed to en sure that no more cases happen like these again. Safeguarding children’s policy; Our aim is to safeguard and promote the welfare of children. To ensure that the Rochdale Borough Safeguarding Board Child Protection procedures together with guidance described in the booklet ‘ What to do if you are a worried child being abused’ and the Children’s Needs and Response Framework are adhered too. Procedure: Our setting is registered on the Early Years register and we have a duty to comply with the welfare requirements of the Early years Foundation Stage which includes Safeguarding. We take seriously our responsibilities to ensure the safety and promote the welfare of children our care in line with the procedures laid out by the Rochdale Borough Safeguarding Children’s Board. We have developed a structured procedure to be followed in the case of a suspected abuse which is regularly reviewed and updated. We are committed to working in partnership with parents and ensure that we involve parents/ carers to  the highest degree, wherever possible, whilst maintaining the focus on the best interests of the child. The Rochdale Borough Safeguarding Children’s Board procedures have been agreed by all member agencies (R.B.S.C.B.)and must be followed whenever a concern exists about harm or potential harm to a child. The Children’s Needs and Response Frameworks has b een agreed through both the Children’s Trust and the Safeguarding Children’s Board and is to be used in all setting’s by all organisations that provide services for young children and young people . The Framework describes the levels of children’s needs and how as professionals we must respond to and meet those needs. Bullying / Behaviour Management Policy : Our aim is to create a safe and secure environment for all children that promotes and encourages acceptable behaviour and respect for others. To ensure behaviour strategies are consistent and developmentally appropriate, respecting individual children’s level of understanding, individual needs and maturity. Our procedure: Share with parents/ carers the rationale of boundaries and expectations to maintain a joint approach. ‘All adults ‘ role model good behaviour and positive strategies and language at all times. Bullying in any form will not be tolerated. Staff will respond positively to all parents/carers concerns regarding bullying ,and listen to all concerned. Help children to challenge bullying , harassment and name calling .Bullying is always distressing for the victim and can have serious consequences. Whistle Blowing policy: Every nursery has a whistle blowing policy and procedures these policies are put in place to pr ovide protection for the person against victimisation or reprisals from another member of staff. If any of your concerns are about malpractice or misconduct in the setting about another staff member to a child this must be reported to the named Safeguarding Officer in the setting. If concerns are raised then there are certain procedures to follow. .The whistle blower must write their concerns down and think what they saw, what happened and by who, was there any witnesses, the dates if it has happened more than once, the child’s name and place it took place. .Concerns must be reported to the named Safeguarding officer . .Al l information will be kept confidential and is investigated discreetly by Data Protection Act. Although whistle blowing may be a daunting and frightening experience to act  upon , the safety and well being of a child may depend on another person’s actions, subsequently all aspects of whistle blowing are to be thought over with the best intentions of children/ young people in mind in our setting. CONFIDENTIALITY POLICY: Our policy is to ensure that all those working or learning within the setting has a clear understanding of the meaning and importance of maintaining confidentiality. All parents/carers should be aware that information divulged about their family will be treated in confidence. No information regarding the family will be discussed with any third party without consent of the responsible adult and their agreement, except in the case of safeguarding children . We will respect confidentiality in the following ways: .As part of their induction, all staff are reminded of their responsibility to maintain confidentiality. .Staff will ensure that discussions regarding families will not take place in presence of children: such discussions will only take place in private to maintain confidentiality. . Care will be taken with informal records such as dairy notes, telephone messages etc: and these are also treated with sensitivity. .Any evidence relating to a child’s personal safety will be kept in a confidential file . Information about individual children will be shared between staff on a need to know basis. .Parents are welcome to access information on their child which has been recorded by staff, but we are unable to share information recorded by other professionals without their permission. Parents/carers will not have access to any information about any other children. .Children/ young people may wish to have access to their own files, However, it must be recognised that there may be inform ation in their file that parents have requested not to be shared with their children . .All records will be stored in a locked cabinet. Access to this cabinet is restricted to named personal. .Any confidential information will be shredded and disposed of appropriately. .Information which is stored on a computer will be password protected. COMPLAINTS POLICY: We aim to deal with complaints and concerns as quickly and effectively as possible in line with the Early Years Foundation Stage. It is of paramount importance that The Willows runs smoothly and parents and  staff work together in a spirit of co-operation and in the best interests of the children. Children and parents are entitled to expect courtesy and prompt, careful attention to their needs and wishes, we always ensure that parents views and opinions are listened to and taken seriously. Procedure: In the first instance if you wish to make a complaint please speak to your child’s key worker or another member of staff – team who will try to resolve the issue. If this does not have a satisfactory outcome please speak to one of the managers / deputy manager of the setting. You can make your complaint verbally or in writing .We will always complete one of our settings complaints record forms. All complaints will be acknowledged within 48 working hours of receipt. Compla ints will be investigated and an account of the findings of the investigation will then be acted on , the result of the action of the complaint will be put in writing within 28 day period. However if we cannot resolve your complaint or you are not happy with the outcome, due to the nature of the complaint you may wish to speak to our regulator ‘OFSTED’ you can contact them: we will give you their address, LEGISIATION: Children Act 1989 is a law that relates to children to provide for the local authority services to protect children in the event of allegations of signs of child abuse. The law is put in place for the safety of these children with organised children’s homes, fostering childminding ,adoption and day care settings for young children. The Childs Act 1989introdued the concept of parental responsibility, this act aimed to ensure that children’s welfare was dominant, whilst in partnership with the parents/carers. It is there to strengthen the child’s legal position, to give the child legal rights, feelings ands wishes. WORKING TOGETHER TO SAFEGUARD CHILDREN 2006: This revised version of the act sets out how organisations and individuals work together to safeguard and also to promote the welfare of children/ young people in accordance with the children’s act 1989. It is important that all practitioners within the settings and environments in childcare , must know their responsibilities and duties in order to safeguard the welfare of the children and young people by following their policies and procedures, especially in the light of THE LAMING AND BICHARD INQUIRIES; The children act 2004: Many professionals involved in cases remarked that they had big workloads and a low pay , and their morale was low . Communication was not good between teams and agencies. This inquiry made a number of improvements to departments and this led to Children’s Act 2004. The Data Protection Act 1989 This act came into force in early 1999 and covers how information and details about adults, children and young people are kept. The act is required that all organisations, environments and settings must keep all information and details of families filed and locked in cabinets . All confidential information that is kept on computers should be protected by passwords. EVERY CHILD MATTERS: This Act was formed in 2003 The with Lord Lamming report resulted in a green paper, ‘Every Child Matters’ to make sure that children could get help to be save, There are five outcomes : *Be healthy *Stay safe *Enjoy and Achieve *Make a positive contribution These are the main focus areas of early intervention, and a shared sense of responsibility , sharing of information and integrated services. CRB: Stands for Criminal Records Bureau, these are checks made by the settings , the police national computer has all criminal records and details stored in them . CRB checks are made for anyone working within a children/ young people’s environment or old person/ mental disabled environment .To ensure that you are legible to work in these environments and be responsible for children/young people and mental disabled people. If you are a volunteer / student you still have to have a CRB check done. Vetting and barring scheme were created to help safeguard children and vulnerable adults by introducing these new measures including monitoring and registration requirements following the Bichard inquiry.