Critical Success Factors Of Tesco Marketing Essay

Critical Success Factors Of Tesco Marketing Essay TESCO is one of the largest retailer companies in Europe and is the second largest in the global retailers ranked in the top three. TESCO was founded in 1924. Headquarters is located in British Hector Content Ford county. The first sales started with food, but along with the retail market environment change, TESCO company developed, grew, and went through innovation to meet each new opportunity, gradually extend to clothing, electrical appliances, customer financial services, also keep internet service telecommunications and other businesses. At present, there are a total of 2629 stores in the world (sells a total area of 4500 square feet). The stores are in 14 countries and regions, more than 500 million people patronage every day (according to www.uniqueworld.com.cn/view-484.html). TESCO hopes to be able to maintain their carbon missions make new buildings, they also want to make their business follow the way of the specific object this means that enterprise can put forward some specific business objectives to be achieved, so if they hope to within a year to play a certain profit targets, they must make a business plan or pattern can be aided by, in order to achieve their goals. 2.0 Company summary: 2.1 Companys Ownership The ownership of the Hymalls several partners, TESCO is owned by many people. This is due to; it is a public limited liability company or PLC. TESCO, the reason for this shareholding system is Tescos vast size. Because of its size it is difficult to raise enough money for TESCO if it is to belonged to a sole trader or partners in Plc. (like TESCO) company is the shareholders fund company. This happens when people buy the stock of the company to become shareholders. Sometimes this may look more attractive investment companies for their luxury have limited liability. Limited liability is when for instance, the company reaches bankruptcy or liquidation, the shareholders only lose whatever they invest in business. This is common in Plc. co., LTD. (private co., LTD.) unlimited liability applies to the soul traders and partnership, if one of the bankrupt, they may lose all their personal assets over it and capital investment. Mission: To create value for customers, make its lifetime loyalty. Our success depends on people shopping and the work of the company. Vision: TESCOs vision is especially easy to purchase the most valuable service customers; TESCO uses skills, business community, faithful and loyal employees and TESCO shareholders. Tesco is a growth, modern and innovative company, and wins the local and the global scope. TESCO objectives are: 1. To maximize sales and profit 2. To develop and maintain its position as Britains top retail company 3. TESCO aims to be better than their competitors and maintain market leadership 4. TESCO, the main purpose is to maximize profit 5. To provide goods/services cheaply and affordable for the consumers or the public. 3.0 Product: TESCO is in the food industry and food industry is quite powerful. TESCO does not only provide the food business but other non-food product that include electrical appliances, home entertainment products, daily necessities, kitchen supplies, in some of the largest shop even also provide white home appliance and furniture. Recently, TESCO is devoted to brand into the food industry, at present a lot of its large stores are reserve appliances, home entertainment products, toys, sports equipment, kitchen supplies, and even lighting products and decorations. CRITICAL SUCCESS FACTORS OF TESCO: 4.0 SWOT analysis: 4.1 STRENGHTS: TESCO can sell shares in the stock exchange and this can raise more money, rather than other types of business. The shareholders in the stock market have limited liability and this means that they can only lose their money invested in TESCO, if it failed, they cannot be forced to sell their personal property. Goods are generally cheaper than other places and this makes TESCO a place where people usually prefer to buy goods. This in turn makes TESCO a big and strong financial competitor. Employee welfare is good and so is Management ability. 4. 2 WEAKNESSES: TESCO, does not provide you with an online discount while most of the other top companies do, provide almost as much as 20% so this brings about some thinking before purchase. Article Source: http://EzineArticles.com/2901824 4.3 OPPORTUNITIES: TESCO is able to increase its market share; TESCO is still an enviable position, can enter almost all of the markets and expect to have good performance. Management capability of Tesco can benefit it in the long run. Tesco can provide different ways of service and this can be advantageous 4.4 THREATS: TESCO have a lot of threats in Management capability, Goods price competition by other retailer companies and threats of new entrants into the market New technologies, service and ideals affect Tesco. The Product and self-brand should improve because if not, could cost the company. 5.0 PORTERS 5 FORCES ¼Ã… ¡ 5.1 Customers analysis ¼Ã… ¡ Keeping loyal customers TESCO must look after their customers they do so With low prices, this is because if TESCO low price will attract more Customers, because they spend less money on TESCO. TESCOs still maintain the customers satisfaction, and his mouth bigger, this is because when especially easy to purchase luxury store. Open the big store and then all under one roof this is convenient TESCO Customers are very busy, they just go to special TESCO and get everything they want to. (Lincoln, 2007), TESCO also maintain customer loyalty to they have a club card this system to encourage customers to buy more things, especially easy to buy and Receive. When the customer received enough points, and then they get coupons, they can use to TESCO .It is very conducive to purchase its easy to get a lot of customer loyalty 5.2 Suppliers analysis ¼Ã… ¡ Bargaining capability of the supplier is low. à ¢Ã¢â€š ¬Ã‚ ¢ What should point out is, suppliers tend to grocery retailers and are afraid of losing their business contract and large supermarket. Therefore, the position of the retailers easy to buy and AASDI, like, plug INCE to further strengthen the, negotiation is positive to obtain the price as low as possible from supplier. 5.3 Rivals ¼Ã… ¡ The intensity of competition in the grocery retail industry is very high. Faced with fierce competition, TESCO direct competitors, including ASDA plug INCE , Morrison and Ross, this is competing with each other, price, promotion products and intermittent. So it should be emphasized, ASDA is a key competitors in the field of market share growth of 16.6% to 16.8% during the fiscal year 2010/09, and plug INCE he display increased 16.1%, 15.8%, 11.6%, 11.3% and Morrison through the same period (European GRUPPO, 2010). The market growth refers to the growing market competition market competition; this is the threat especially easy to purchase market leadership position. 5.4 New entry ¼Ã… ¡ Threat, the new competitors into retail food industry low. à ¢Ã¢â€š ¬Ã‚ ¢ need huge capital investment to obtain competitive power, the establishment of brand. The main brand, have captured the food retail market TESCO, ASDA, plug INCE and Morrison and they accounted for 80% of all shopping in Britain (the company, 2010). Therefore, the newcomers produce in a very low price and/or high quality, established his market value. à ¢Ã¢â€š ¬Ã‚ ¢ get planning permission from the local government needs a lot of time and resources, and establish a new supermarket, this is quite a big obstacle new entrants 5.5 Bargaining power of suppliers: The bargaining power of suppliers is very low because Tesco is a big company that buys goods from suppliers in large quantities and can therefore ask for cheaper prices from its suppliers and these suppliers can grant them this because of Tescos vast sixe and influence. 6.0 PEST analysis: TESCO is an International company. Therefore, it is affected by external factors such as political, economy, social and technology. 6.1 Political: All countries have different political views, regulations and laws. For example taxation and service charges and these will have big effect for company. 6.2 Economic: As different economics in different country, It will affect the companys sales performance. 6.3 Social: These are factors such as lifestyle, trends, consumer attitude and opinions. It is a lot of things will affect the sales performance. Even the media views and buying access can fall under this category. 6.4 Technology: One of the most important factors that affect big companies is Technological factors. Consumer buying technology means convenience is most important for the consumer. 7.0 Critical Success Factors 7.1 Competition analysis: TESCO, there are three main competitors plug INCE , ASDA and Morrison. The retail giant many chain stores and a collective can affect food market as a whole quality. However, the recent financial crisis that TESCO, under pressure, when the customers are seeking to reduce their cost switch to lidle, Asda and aldi supermarket cheaper alternative. Today, TESCO, with 273028 employees, is the UKs largest retailers; profit more than 2 billion pounds, including global sales, the domestic market share. In 2008, TESCO, become the worlds fourth largest retailers (Reuters News, 2008). Patterns: TESCO always corporate with local suppliers, and to share their TESCO relevant industry experience and technology. 7.2 Sales strategy The Power of Advertising and Public Relations by the use of media; newspapers and Journals. 7.3 Competitive edge: Price and service, most points are price and service. When I go shopping in TESCO, I find the service is better than other places and supermarkets. Moreover, I can accept the price so this makes sure I always buy something in TESCO. 8.0 Social-Economic impact to the host nation: TESCO has some positive impacts to the nations in which it operates. For example it provides many jobs because the people of the host nations are the ones that work in the supermarkets. The prices of goods in Tesco are affordable and cheaper compared to other retailers and shopping is convenient for the customer. Tesco also has some negative impacts to the host nations as well; Lack of private brands, and TESCO causes market monopoly and makes small shops profit weak and sometimes even close. The big company between very competitive. 9.0 WHOSE INTERESTS GOVERN BUSINESS ACTIVITY: Business activity is governed by people such as Stakeholders and Shareholders also. These people carry weight in company decisions because the company has to impress these people in order to succeed. For example the shareholders need to be shown that they are investing their money in a profitable business so as to not withdraw their funds from the business. Stakeholders such as the suppliers also need to be satisfied by many things such as the reputation of TESCO so as to be motivated to keep providing TESCO with products. 10.0 Conclusion: There are a lot of advantages in TESCO such as price competition and management opinion. However, there are some negatives that should improve. Examples of these are substantially the products, service style, brand effect, Sales ability and sales approach. ( 1936words)

Midterm Review for Book Creating Effective Group

Interdependence: each part relies on one another Synergy: sum of the parts is greater than the whole 2. Mutual influence: implies cause and effect are interchangeable. 3. Adaptation: an individual will change or the group as a whole will adapt to situations presented such as behaviors differences, culture differences, situational differences, skill differences, etc. 4. Equiflnality: there are multiple ways to accomplish the same goal, not Just one right way. One person can go one way; one person can go another and meet at the same end. 00What does systems thinking entail?The idea that all the parts of a group or organization are ultimately connected to one nother and hat low leverage change can shift large structures within an organization. 00What are the three basic needs that Schutz suggests motivate individuals to become members of a group, and what does each need entail? Inclusion: feel accepted into the group Control: feel some influence on the outcome Affection: feel needed and appreciated in the group 00What are the four phases of Fisher's model of group development, and what does each phase entail? . Orientation: getting to know one another, primary tension stage 2. Conflict: differences of opinion come up, secondary tension stage 3. Emergence: Focus on shared understandings, come to some agreements, establish yourself as a group 4. Reinforcement: make your decisions and implement them development theorizes, and what does each track entail? 1. Task Track: Where somebody does a task that further develops them as a unit 2. Relational track: building the relationships 3.Topic track: what are we trying to do in the first place? *Does not go in a linear fashion. 00What does the multiple sequence model of group development suggest about how group development happens? Some groups invest more time on the task track than on the relational track and ice versa. It doesn't have to go in order either. They move back and forth all along the track. You can go ahead wi th the task before the relationship is developed whereas with Fisher's model you could not.Know, recognize the definition, and be able to apply or express the significance of the following terms and concepts: Dyad: 2 people System: collection of interdependent parts arrayed in such a way that a change in one of its components will effect changes in all other components Synergy: sum of the parts is greater than the whole Task Dimensions: writing and turning in reports like suggesting on better traffic flow or construction on school days Social Dimensions: building interpersonal relationships â€Å"Kay calling Ray a dumbass† tells us that they can Joke, greeting someone *Individual roles: putting own interests before matters of the group Norm: rules that regulate behavior, things you should or shouldn't do Implicit norms: Implied Explicit norms: written out Conformity: follow the norm Clarifying the norm: making sure you understand the rule Challenge the norm: offer alternative s to the norm, question the norm primary tension: getting to know one another, orientation secondary tension: differences of opinion coming up, conflict Chapter 2: 00What does openness to self-discovery entail, and why is it important for small group communication? To know yourself- your strengths as well as your weaknesses, your beauty as well as your ugliness- is helpful in getting to know others. To be open to yourself is the first step in being open to others. 00What does accepting yourself entail, and why is it important for small group communication?You are less likely to look for other group member's approval if you accept your own strengths and weaknesses. If you accept yourself, and are comfortable admitting our weaknesses, we are more likely to accept imperfections in others as well. communication? Silencing our Judgment, condemning our mind for a while and listening to others, even if their ideas are opposite of ours. It means we overlook differences and seek similarities . Without this, interactions in groups can be rigid, intolerant, and blaming. following terms and concepts: Old learning: any idea we have about ourselves and who we think we are. The majority of these ideas come from others. They can come from the media.They tell us what who we should be and what we should want. Decompression time: taking a break from the busy every day routine for a few minutes to be alone, catch your breath, and collect yourself, making you a cheerful person again. Chapter 3: OOIn what ways is communication a learned behavior? By the age of five, most of our adult language and basic communication patterns have been established. However, throughout the rest of life, people can learn new ways of speaking, listening, and interacting with others. 00What four principles of verbal communication does FuJishin suggest to keep in mind when working in groups? It is symbolic It is governed by rulesIt defines and limits It lets us create 00What five principles of nonverbal c ommunication does FuJishin suggest to keep in mind when working in groups? It is continuous It conveys emotions It is more universal than verbal communication It is multichanneled It is ambiguous OOHow do individuals' backgrounds influence the processes of encoding and decoding? The personal history, as well as personality, gender, race, age, knowledge, experiences, attitudes, beliefs, and emotions influence his/her communication experience. Culture changes how people communicate and respond. Receivers don't lways give feedback and the sender is okay with that whereas in our society when that happens we think people are ignoring us. 00What are the four levels of communication, and what does each level entail?Surface talk – small talk Reporting Facts – not getting too personal, verifying facts; â€Å"things that Just are. † Giving Sharing feelings- Really opening up 00What does Tannen suggest about men's and women's conversational strategies in her book You Just Don't Understand? Women speak and hear a language of connection and intimacy, while men speak and hear a language of status and independence. ollowing terms and concepts: Controller- takes control of everyone Blamer- blames everyone else when something goes wrong Pleaser- pleases everyone Distractor- Joking around Ghost- doesn't do anything Communication: transactional process in which communicators attempt to influence and are influenced by others

THE RESPONSIBLE BUSINESS - 1025 Words

There are two factories and an explosion at each of them: both result in the same cost in damages and casualties, but one was caused by a bolt of lightning and the other by a corroded pipe and a smoking employee. One is considered as an act of God and the other is negligence. After these events occur the only difference is who is responsible and thus who will pay the bill. In the end, responsible actions should have been taken in both cases because when lives and money put in the hands of others, ethical steps should be taken to protect these assets. To be ethical requires three things: knowledge of the situation, knowing what issues are important, and brainstorming alternatives (DesJardins, 2011). To be responsible is to be the one who†¦show more content†¦Second, the coffee has a clear warning like most coffee cups. Although, the coffee was made by a shop there is a cultural understanding that the coffee shop is not liable for a person’s coffee burns. Similarly burger joints are not responsible for ketchup stain and condoms are not responsible for unwanted pregnancies. This is due to an implied cultural understanding and trust. There is a trust that ketchup is delicious, although there is a potential for stains, and trust that a condom will prevent pregnancy. It is when this trust is broken on a large scale that a company becomes responsible. A single instance of a ketchup stain is understandable, but when millions of Americans stain their shirts because of defective packets, then action should be taken. This wa y a company protects their greatest asset: the customer. People rely on large and small businesses for their goods and services every day. After years of loyalty, trust is created between the two: people and business. Certain expectations and a desire for consistency will appear. If the consistency is broken it is the responsibility of a business to â€Å"stabilize† a person’s life. 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Analysis Of The Book Between The World And Me

Between the World and Me The book â€Å"Between the World and Me†, by Ta-Nehisi Coates, was published in July 14, 2015 by Spiegel and Grau. â€Å"Between the World and Me† took inspiration from James Baldwin’s 1963 â€Å"The Fire Next Time†. This book is written as a letter to the author s son about the feelings and realities about being black in the United States. In this book, Coates also gives an autobiographical description of his youth in a black neighborhood in Baltimore. The message Coates tries to convey is that his son should not lower his guard and be completely confident about who he is, instead he should be afraid about what the world is capable of doing to a black man. In this work, Coates disagrees on what it means to be black or white in America. America is supposed to be the land of opportunities. A place where you are free to do anything and become whoever you want to be but this does not apply to everyone. 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Logic, Revelation And Authority - 864 Words

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The statements in this text are no exception. This text, along with other statements, should be judged only by whether they are consistent with evidence or logic. Even if there are many examplesRead MoreThe Roman Catholic Church Responded Treatment1645 Words   |  7 Pagesanswer to the Protestant uprisings, the Jesuits helped. They started by Ignatius de Loyola in 1534, they were very militaristic with self-discipline and obedience to the Church. Good Catholics were to deny themselves and submit to the higher Church authority, combined with the traditional spirituality and mysticism of the Church. The Council of Trent 1545-1563, made almost entirely of Italy’s and presided by the Pope. The changes made were the ban of selling indulgences, made bishops live in their dioceseRead MoreEthics and Worldviews1417 Words   |  6 PagesHis personal goodness, absolute holiness, and perfect love is manifested in human form through His Son, Jesus Christ, the model of morality for all humanity. God also reveals His laws and moral principles through Scripture and special and general revelation. Because of God’s pure goodness and love, though, He is limited by His character and cannot force humans to do what He wants. That freedom given to humanity led to their fallen state and subsequent flawed sense of morality, but even today, humansRead MoreThe Role Of Divine Revelation On The Human Thought Process Or A Basic Heart Commitment1209 Words   |  5 PagesPre-suppositional is a belief that precedes all other beliefs or the most fundamental commitment of the heart. By this meaning, this indicates the role that divine revelation should play in the human thought process or a basic heart commitment. For the Christian that commitment is God as he is revealed in his word. While ones their ultimate commitment they cannot believe anything that conflicts with that commitment. For the unbeliever, to presuppose God in this perspective is for him to think, sayRead More Horror and Self-punishment in Sophocles Oedipus Rex850 Words   |  4 Pagesthrough the duration of its performance. The opening of the play presents us with a gathering, the old and the young, no women, no fully adult males, so that Oedipus is, at once, magnified and isolated. His calm authority is overwhelming and majestic. But on what does Oedipus authority rest? There is a crucial uncertainty here. The opening scenes present us with an image of Oedipus as a political figure, a human king whose power derives from the community he rules, whose perceptions and whose feelingsRead MoreFalse Doctrine And Its Effect On The Church1612 Words   |  7 Pagesexistence. They also believe that everything, in all areas of Christianity, is centered around Israel, the Jews, and the idea of a physical Davidic kingdom. According to Wikipedia, premillennialism is largely based upon a literal interpretation of Revelation 20 in the New Testament which describes Christ’s coming to the earth and subsequent reign at the end of an apocalyptic period of tribulation. They also use many other texts, such as Mat thew 24, to prove their beliefs. It is important to understandRead MoreEssay about Homosexuality1071 Words   |  5 Pagesmay be a New Testament scholar and thus draws out the intricacies of Romans 1:18-28 and the true meaning of the word â€Å"homosexual offender† (i.e. older man sleeping with a young boy) in that case. The other may be a biologist who appeals to natural logic and reproduction to defend sex as a behavior meant for heterosexuals. Both of them are right within their own expertise. But they cannot, then, debate, for it would be like Chuck pitching to a batter on another baseball field. I was pleasantly

Data Masking Free Essays

string(580) " Business Email Address W elfare Pension Insurance Number Custom Name Unemployment Insurance Number Employee Number Government Affiliation ID User Global Identifier Military Service ID Party Number or Customer Number Social Insurance Number Account Name Pension ID Number Mail Stop Article Number GPS Location Civil Identifier Number Student Exam Hall Ticket Number Credit Card Number Club Membership ID Social Security Number Library Card Number Trade Union Membership Number Oracle Data Masking provides several easy-to-use mechanisms for isolating the sensitive data elements\." An Oracle White Paper July 2010 Data Masking Best Practices Oracle White Paper—Data Masking Best Practices Executive Overview †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Introduction †¦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‚¬ ¦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‚¬ ¦ 1 The Challenges of Masking Data †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Implementing Data Masking †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. We will write a custom essay sample on Data Masking or any similar topic only for you Order Now 2 Comprehensive Enterprise-wide Discovery of Sensitive Data †¦Ã¢â‚¬ ¦.. Enforcing Referential Relationships during Data Masking †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Rich and Extensible Mask Library†¦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‚¬ ¦.. 6 Sophisticated Masking Techniques †¦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‚¬ ¦.. 7 High Performance Mask Execution †¦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‚¬ ¦ 9 Integrated Testing with Application Quality Management solutions11 Oracle’s Comprehensive Solutions for Database Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Customer Case Studies †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Conclusion †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Oracle White Paper—Data Masking Best Practices Executive Overview Enterprises need to share production data with various constituents while also protecting sensitive or personally identifiable aspects of the information. As the number of applications increases, more and more data gets shared, thus further increasing the risk of a data breach, where sensitive data gets exposed to unauthorized parties. Oracle Data Masking addresses this problem by irreversibly replacing the original sensitive data with realistic -looking scrubbed data that has same type and characteristics as the original sensitive data thus enabling organizations to share this information in compliance with information security policies and government regulations. This paper describes the best practices for deploying Oracle Data Masking to protect sensitive information in Oracle and other heterogeneous databases such as IBM DB2, Microsoft SQLServer. Introduction Enterprises share data from their production applications with other users for a variety of business purposes. Most organizations copy production data into test and development environments to allow application developers to test application upgrades. Retail c ompanies share customer point-of-sale data with market researchers to analyze customer buying patterns. Pharmaceutical or healthcare organizations share patient data with medical researchers to assess the efficacy of clinical trials or medical treatments. Numerous industry studies on data privacy have concluded that almost all companies copy tens of millions of sensitive customer and consumer records to non-production environments for testing, development, and other uses. Very few companies do anything to protect this data even when sharing with outsourcers and third parties. Almost 1 out of 4 companies responded that live data used for development or testing had been lost or stolen and 50% s aid they had no way of knowing if data in non-production environments had been compromised. 1 Oracle White Paper—Data Masking Best Practices The Challenges of Masking Data Organizations have tried to address these issues with custom hand-crafted solutions or repurposed existing data manipulation tools within the enterprise to solve this problem of sharing sensitive information with non-production users. Take for example, the most common solution: database scripts. At first glance, an advantage of the database scripts approach would appear that they specifically address the unique privacy needs of a particular database that they were designed for. They may have even been tuned by the DBA to run at their fastest Let’s look at the issues with this approach. 1. Reusability: Because of the tight association between a script and the associated database, these scripts would have to re-written from scratch if applied to another database. There are no common capabilities in a script that can be easily leveraged across other databases. 2. Transparency: Since scripts tend to be monolithic programs, auditors have no transparency into the masking procedures used in the scripts. The auditors would find it extremely difficult to offer any recommendation on whether the masking process built into a script is secure and offers the enterprise the appropriate degree of protection. 3. Maintainability: When these enterprise applications are upgraded, new tables and columns containing sensitive data may be added as a part of the upgrade process. With a script-based approach, the entire script has to be revisited and updated to accommodate new tables and columns added as a part of an application patch or an upgrade. Implementing Data Masking Based on Oracle Data Masking , Oracle has developed a comprehensive 4-step approach to implementing data masking called Find, Assess, Secure, and Test (FAST). These steps are: ? Find: This phase involves identifying and cataloging sensitive or regulated data across the entire enterprise. Typically carried out by business or security analysts, the goal of this exercise is to come up with the comprehensive list of sensitive data elements specific to the organization and discover the associated tables and columns across enterprise databases that contain the sensitive data. ? Assess: In this phase, developers or DBAs in conjunction with business or security analysts identify the masking algorithms that represent the optimal techniques to replace the original sensitive data. Developers can leverage the existing masking library or extend it with their own masking routines. ? Secure: This and the next steps may be iterative. The security administrator executes the masking process to secure the sensitive data during masking trials. Once the masking process has completed and has been verified, the DBA then hands over the environment to the application testers. 2 Oracle White Paper—Data Masking Best Practices ? Test: In the final step, the production users execute application processes to test whether the resulting masked data can be turned over to the other non-production users. If the masking routines need to be tweaked further, the DBA restores the database to the pre-masked state, fixes the masking algorithms and re-executes the masking process. Comprehensive Enterprise-wide Discovery of Sensitive Data To begin the process of masking data, the data elements that need to be masked in the application must be identified. The first step that any organization must take is to determine what is sensitive. This is because sensitive data is related to specific to the government regulations and industry standards that govern how the data can used or shared. Thus, the first step is for the security administrator to publish what constitutes sensitive data and get agreement from the company’s compliance or risk officers. A typical list of sensitive data elements may include: Person Name Bank Account Number Maiden Name Card Number (Credit or Debit Card Number) Business Address Tax Registration Number or National Tax ID Business Telephone Number Person Identification Number Business Email Address W elfare Pension Insurance Number Custom Name Unemployment Insurance Number Employee Number Government Affiliation ID User Global Identifier Military Service ID Party Number or Customer Number Social Insurance Number Account Name Pension ID Number Mail Stop Article Number GPS Location Civil Identifier Number Student Exam Hall Ticket Number Credit Card Number Club Membership ID Social Security Number Library Card Number Trade Union Membership Number Oracle Data Masking provides several easy-to-use mechanisms for isolating the sensitive data elements. 3 Oracle White Paper—Data Masking Best Practices ? Data Model driven: Typical enterprise applications, such as E-Business Suite, Peoplesoft and Siebel, have published their application data model as a part of their product documentation or the support knowledge base. By leveraging the published data models, data masking users can easily associate the relevant tables and columns to the mask formats to create the mask definition. ? Application Masking Templates: Oracle Data Masking supports the concept of application masking templates, which are XML representations of the mask definition. Software vendors or service providers can generate these pre-defined templates and make them available to enterprises to enable them to import these templates into the Data Masking rapidly and thus, accelerate the data masking implementation process. ? Ad-hoc search: Oracle Data Masking has a robust search mechanism that allows users to search the database quickly based on ad hoc search patterns to identify tables and columns that represent sources of sensitive data. With all the database management capabilities, including the ability to query sample rows from the tables, built into Enterprise Manager, the Data Masking a can assist enterprise users rapidly construct the mask definition – the pre-requisite to mask the sensitive data. For deeper searches, Oracle provides the Oracle Data Finder tool during data masking implementation to search across enterprises based on data patterns, such as NNN-NN-NNNN for social security numbers or 16 or 15 digit sequences beginning with 3, 4 or 5 for credit card . numbers. Using the combination of schema and data patterns and augmenting them with published application meta data models, enterprises can now develop a comprehensive data privacy catalog that captures the sensitive data elements that exist across enterprise databases. To be clear, this is not a static list. This is a dynamic living catalog managed by security administrators that needs to be refreshed as business rules and government regulations change as well as when applications are upgraded and patched and new data elements containing sensitive data are now discovered. Enforcing Referential Relationships during Data Masking In today’s relational databases (RDBMS), data is stored in tables related by certain key columns , called primary key columns, which allows efficient storage of application data without have to duplicate data. For example, an EMPLOYEE_ID generated from a human capital management (HCM) application may be used in sales force automation (SFA) application tables using foreign key columns to keep track of sales reps and their accounts. When deploying a masking solution, business users are often concerned with referential integrity, the relationship between the primary key and the foreign key columns, in a database or across databases. 4 Oracle White Paper—Data Masking Best Practices CUSTOMERS EMPLOYEES ? ? ? EMPLOYEE_ID FIRST_NAME LAST_NAME Database enforced Application enforced ? ? ? CUSTOMER_ID SALES_REP_ID COMPANY_NAME SHIPMENTS ? ? ? SHIPMENT_ID SHIPPING_CLERK_ID CARRIER Figure 1:The Importance of Referential Integrity Oracle Data Masking automatically identifies referential integrity as a part of the mask definition creation. This means that when a business user chooses to mask a key column such as EMPLOYEE_ID, the Oracle Data Masking discovers all the related foreign key relationships in the database and enforces the same mask format to the related foreign key columns. This guarantees that the relationships between the various applications tables are preserved while ensuring that privacyrelated elements are masked. In applications where referential integrity is enforced in the database, Oracle Data Masking allows these relationships to be registered as relate d columns in the mask definition, thereby applying the same masking rules as applied to the database-enforced foreign key columns. 5 Oracle White Paper—Data Masking Best Practices Figure 2: Automatic enforcement of referential Integrity Rich and Extensible Mask Library Oracle Data Masking provides a centralized library of out-of-the-box mask formats for common types of sensitive data, such as credit card numbers, phone numbers, national identifiers (social security number for US, national insurance number for UK). By leveraging the Format Library in Oracle Data Masking, enterprises can apply data privacy rules to sensitive data across enterprise-wide databases from a single source and thus, ensure consistent compliance with regulations. Enterprises can also extend this library with their own mask formats to meet their specific data privacy and application requirements. Oracle White Paper—Data Masking Best Practices Figure 3: Rich and extensible Mask Format Library Oracle Data Masking also provides mask primitives, which serve as building blocks to allow the creation of nearly unlimited custom mask formats ranging from numeric, alphabetic or date/time based. Recognizing that the real-world masking needs require a high degree of flexibility, O racle Data Masking allows security administrators to create user-defined-masks. These user-defined masks, written in PL/SQL, let administrators create unique mask formats for sensitive data, e. g. enerating a unique email address from fictitious first and last names to allow business applications to send test notifications to fictitious email addresses. Sophisticated Masking Techniques Data masking is in general a trade-off between security and reproducibility. A test database that is identical to the production database is 100% in terms of reproducibility and 0% in terms of security because of the fact that it exposes the original data. Masking technique where data in sensitive columns is replaced with a single fixed value is 100% in terms of security and 0% in terms of reproducibility. When considering various masking techniques, it is important to consider this trade-off in mind when selecting the masking algorithms. Oracle Data Masking provides a variety of sophisticated masking techniques to meet application requirements while ensuring data privacy. These techniques ensure that applications continue to operate without errors after masking. For example, ? Condition-based masking: this technique makes it possible to apply different mask formats to the same data set depending on the rows that match the conditions. For example, applying different national identifier masks based on country of origin. ? Compound masking: this technique ensures that a set of related columns is masked as a group to ensure that the masked data across the related columns retain the same relationship, e. g. city, state, zip values need to be consistent after masking. 7 Oracle White Paper—Data Masking Best Practices Deterministic Masking Deterministic masking is an important masking technique that enterprises must consider when masking key data that is referenced across multiple applications. Take, for example, three applications: a human capital management application, a customer relationship management application and a sales data warehouse. There are some key fields such as EMPLOYEE ID referenced in all three applications and needs to be masked in the corresponding test systems: a employee identifier for each employee in the human resources management application, customer service representative identifiers, which may also be EMPLOYEE IDs, in the customer relationship management application and sales representative IDs, which may be EMPLOYEE IDs in the sales data warehouse. To ensure that data relationships are preserved across systems even as privacy-related elements are removed, deterministic masking techniques ensure that data gets masked consistently across the various systems. It is vital that deterministic masking techniques used produce the replacement masked value consistently and yet in a manner that the original data cannot be derived from the masked value. One way to think of these deterministic masking techniques is as a function that is applied on the original value to generate a unique value consistently that has the same format, type and characteristics as the original value, e. . a deterministic function f(x) where f(x1) will always produce y1 for a given value x1. In order for the deterministic masking to be applied successfully, it is important that the function f(x) not be reversible, i. e. the inverse function f-1(y1) should not produce x1 to ensure the security of the original sensitive data. Deterministic masking techniques can be used with mathematical entries, e. g. social security numbers or credit card numbers, as well as with text entries, e. g. , to generate names. For example, organizations may require that names always get masked to the same set of masked names to ensure consistency of data across runs. Testers may find it disruptive if the underlying data used for testing is changed by production refreshes and they could no longer locate certain types of employees or customer records that were examples for specific test cases. Thus, enterprises can use the deterministic masking functions provided by Oracle Data Masking to consistently generate the same replacement mask value for any type of sensitive data element. Deterministic masking becomes extremely critical when testing data feeds coming from external systems, such as employee expense data provided by credit card companies. In production environments, the feed containing real credit card numbers are processed by the accounts payable application containing employee’s matching credit card information and are used to reconcile employee expenses. In test systems, the employee credit card numbers have been obfuscated and can no longer be matched against the data in the flat files containing the employee’s real credit card number. To address this requirement, enterprises pre-load the flat file containing data using tools such as SQL*Loader, into standard tables, then mask the sensitive columns using deterministic masking provided by Oracle Data Masking and then extract the masked data back into flat file. Now, the application will be able to process the flat files correctly just as they would have been in Production systems. 8 Oracle White Paper—Data Masking Best Practices High Performance Mask Execution Now that the mask definition is complete, the Oracle Data Masking can now execute the masking process to replace all the sensitive data. Oracle Enterprise Manager offers several options to clone the production database: ? Recover from backup: Using the Oracle Managed Backups functionality, Oracle Enterprise Manager can create a test database from an existing backup. ? Clone Live Database: Oracle Enterprise Manager can clone a live production data into any non production environment within a few clicks. The clone database capability also provides the option to create a clone image, which can then be used for other cloning operations. With the cloned (non-production) database now ready for masking, the Oracle Data Masking builds a work list of the tables and columns chosen for masking. Other tables that are not required to be masked are not touched. Further, the tables selected for masking are processed in the optimal order to ensure that only one pass is made at any time even if there are multiple columns from that table selected for masking. Typically, the tables with the primary keys get masked first, followed by the dependent tables containing foreign keys. Once the mask work list is ready, the Oracle Data Masking generates mapping tables for all the sensitive fields and their corresponding masked values. These are temporary tables that are created as a part of the masking process, which will be dropped once all data has been masked successfully. Using a highly efficient data bulk mechanism, Oracle Data Masking rapidly recreates the masked replacement table based on original tables and the mapping tables and restores all the related database elements, such as indexes, constraints, grants and triggers identical to the original table. Compare this with the typical data masking process, which usually involves performing table row updates. Because rows in a table are usually scattered all over the disk, the update process is extremely inefficient because the storage systems attempts to locate rows on data file stored on extremely large disk s. The bulk mechanism used by Oracle Data Masking lays down the new rows for the masked table in rapid succession on the disk. This enhanced efficiency makes the masked table available for users in a fraction of the time spent by an update-driven masking process. For large tables, Oracle Data Masking automatically invokes SQL parallelism to further speed up the masking process. Other performance enhancements include using the NOLOGGING option when recreating the table with the masked data. Typical database operations such as row inserts or updates generate redo logs, which are used by the database to capture changes made to files. These redo logs are completely unnecessary in a data masking operation since the non-production database is not running in a production environment, requiring continuous availability and recoverability. Using the NOLOGGING option, the Oracle Data Masking bypasses the logging mechanism to further accelerate the masking process efficiently and rapidly. 9 Oracle White Paper—Data Masking Best Practices In internal tests run on a single-core Pentium 4 (Northwood) [D1] system with 5. 7G of memory, the following performance results with reported. Criteria Baseline Metric Column scalability 215 columns 100 tables of 60G 20 minutes Row scalability 100 million rows 6 columns 1 hour 20 minutes Figure 4: Oracle Data Masking Performance scalability tests As these results clearly indicate, Oracle Data Masking can handle significant volumes of sensitive data effortlessly both in terms of the number of sensitive columns as well as tables with large numbers of rows. Oracle Data Masking is also integrated with Oracle Provisioning and Patch Automation in Oracle Enterprise Manager to clone-and-mask via a single workflow. The secure high performance nature of Oracle Data Masking combined with the end-to-end workflow ensures that enterprise can provision test systems from production rapidly instead of days or weeks that it would with separate manual processes. Optimized for Oracle databases Oracle Data Masking leverages key capabilities in Oracle databases to enhance the overall manageability of the masking solution. Some of these include: ? Flashback: Administrators can optionally configure Oracle databases to enable flashback to a premasked state if they encounter problems with the masked data. ? PL/SQL: Unlike other solutions, Oracle Data Masking generates DBA-friendly PL/SQL that allows DBAs to tailor the masking process to their needs. This PL/SQL script can also be easily integrated into any cloning process. 0 Oracle White Paper—Data Masking Best Practices Support for heterogeneous databases Oracle Data Masking supports masking of sensitive data in heterogeneous databases such as IBM DB2 and Microsoft SQLServer through the use of Oracle Database Gateways. Figure 5: Data masking support for heterogeneous databases Integrated Testing with Application Quality Management solutions The final step of the masking process is to test t hat the application is performing successfully after the masking process has completed. Oracle Enterprise Manager’s Application Quality Management (AQM) solutions provide high quality testing for all tiers of the application stack. Thorough testing can help you identify application quality and performance issues prior to deployment. Testing is one of the most challenging and time consuming parts of successfully deploying an application, but it is also one of the most critical to the project’s success. Oracle Enterprise Manager’s AQM solutions provide a unique combination of test capabilities which enable you to: ? Test infrastructure changes: Real Application Testing is designed and optimized for testing database tier infrastructure changes using real application workloads captured in production to validate database performance in your test environment. 11 Oracle White Paper—Data Masking Best Practices ? Test application changes: Application Testing Suite helps you ensure application quality and performance with complete end-to-end application testing solutions that allow you to automate functional regression testing, execute load tests and manage the test process. Oracle’s Comprehensive Solutions for Database Security Oracle provides a comprehensive portfolio of security solutions to ensure data privacy, protect against insider threats, and enable regulatory compliance. With Oracle’s powerful privileged user and multifactor access control, data classification, transparent data encryption, auditing, monitoring, and data masking, customers can deploy reliable data security solutions that do not require any changes to existing applications, saving time and money. Customer Case Studies Customers have had a variety of business needs which drove their decision to adopt the Oracle Data Masking for their sensitive enterprise data. These benefits of using Oracle Data Masking were realized by a major global telecommunications products company that implemented the above methdology. Their database administrators (DBAs) had developed custom scripts to mask sensitive data in the test and development environments of their human resources (HR) application. As the company was growing and offering new services, their IT infrastructure was also growing thus placing an increased burden on their DBAs. By implementing Oracle Data Masking, the organization was able to use the role-based separation of duties to allow the HR analysts to define the security policies for masking sensitive data. The DBAs then automated the implementation of these masking policies when provisioning new test or development environments. Thus, the telecommunications company was able to allow business users to ensure compliance of their non-production environments while eliminating another manual task for the DBAs through automation. The need for data masking can come from internal compliance requirements. In the case of this UKbased government organization, the internal audit and compliance team had identified that the nonproduction copies of human resource management systems used for testing, development and reporting did not meet the established standards for privacy and confidentiality. In joint consultations with their IT service provider, the organization quickly identified the Oracle Data Masking as ideally suited to their business needs based on the fact that it was integrated with their day-to-day systems management operations provided by Oracle Enterprise Manager. Within a few weeks, the service provider deployed the mask definitions for their Oracle eBusiness Suite HR application and thereby rapidly brought the internal non-productions systems into compliance. There are organizations that have internally developed data masking solutions that have discovered that custom scripts ultimately have their limits and are not able to scale up as enterprise data sets increase in volume. This Middle East-based real estate company found that their data masking scripts were running for several hours and were slowing down as data volumes increased. Due to the stringent requirement to create production copies available for testing within rapid time-frames, the company evaluated the Oracle Data Masking among other commercial solutions. Upon deploying the Oracle 12 Oracle White Paper—Data Masking Best Practices Data Masking, they discovered that they were able to accelerate the masking time from 6 hours using their old scripts to 6 minutes using the Oracle Data Masking, an improvement of 60x in performance. Conclusion Staying compliant with policy and government regulations while sharing production data with nonproduction users has become a critical business imperative for all enterprises. Oracle Data Masking is designed and optimized for today’s high volume enterprise applications running on Oracle databases. Leveraging the power of Oracle Enterprise Manger to manage all enterprise databases and systems, Oracle Data Masking accelerates sensitive data identification and executes the masking process with a simple easy-to-use web interface that puts the power of masking in the hands of business users and administrators. Organizations that have implemented Oracle Data Masking to protect sensitive data in test and development environment have realized significant benefits in the following areas: ? Reducing Risk through Compliance: By protecting sensitive information when sharing production data with developers and testers, organizations have able to ensure that non -production databases have remained compliant with IT security policies while enabling developers to conduct production-class testing. ? Increasing Productivity through Automation: By automating the masking process, organizations have been able to reduce the burden on DBAs who previously had to maintain manuallydeveloped masking scripts. 13 Data Masking Best Practices July 2010 Copyright  © 2010, Oracle and/or its affiliates. All rights reserved . This document is provided for information purposes only and the Author: Jagan R. Athreya contents hereof are subject to change without notice. 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Specific Performance Issue

Question: You are required to identify one specific performance management issue and one compensation management issue in your organisation or an organisation that you are familiar with. Answer: In the present market of immense competitive business and aim on the popularity, the performance management and the compensation management have become really necessary. Every profitable or non-profit organization uses these management concepts as standardized tools in order to evaluate the performance of the employees, define their job roles, and offer them adequate financial or non-financial compensations. A business organization can only become successful if its employees efficiently contribute to the objective of the organization. But the performance of the employees should be evaluated at regular intervals so that the work process meets up with the organizational strategy. It also helps an organization to determine the structure of the remuneration for its employees. But these management concepts face a heavy challenge under some specific circumstances and due to the inability to meet the requirement what it was originally implemented for and this has become a global phenomenon (Armstrong and Brown, 1998). Recent studies show that the employers themselves think that both the performance management and the compensation systems are not efficient and complete enough to meet the organizational objectives and satisfy the employees (Bourne et al., 2013). The employees also have expressed their dissatisfaction and disgust about these systems. In light of such complicated situation, this paper attempts to critically discuss the issues found in the performance management and compensation management systems of the Little Heart Agency (LHA), a non-profit organization based in Porirua, New Zealand. Through critical and evaluative discussion, this paper also tries to present some potential and probable solutions so that the situation becomes simple and the organizational objective is perfectly met. Overview of the Organization The Little Heart Agency is an active non-profit organization which operates from the Porirua city of New Zealand. It has its offices and branches spread all over the New Zealand. This company is efficiently headed and controlled by Jack Fraser. LHA is mainly associated with children welfare. But, they provide ample support to the needy families too. These children either suffer from acute illness or from economic deprivation. The Board of the Directors of this organization includes several community leaders. It makes the organization accessible to all. Moreover, it also helps the organization itself to convey its message to the whole community. LHA arranges special programs, health check up and treatment camps, food supply camps etc in the distant areas. The employees have to work hard and sincerely to raise funds for the children through contacting several government agencies and charitable trusts. Therefore, the employees should be compensated adequately for their hard work. But th e compensation is generally made effective through a particular compensation management system. But before that, the performance of every employee should be evaluated by a standardized performance management technique so that the employers can determine the compensation structure for each post or individual employees. The LHA has implemented the Job Ranking method as the standardized tool of the performance management. The compensation is determined in accordance with the evaluation. The employees of the LHA are compensated through a compensation system of salary depending on the pay band structure. But these management systems have presented a number of difficulties to the employers and the employees also. Therefore, it is relevant to critically analyze the related performance management and compensation management concepts so that the issues can be properly addressed and solutions can be found out. The Concept of Performance Management The performance management helps an organization to establish a proper understanding of the workforce and the desired achievement with the help of that workforce. This process has various parts. Performance Planning Performance planning is the primary and fundamental step of performance management. This formal process helps an organization to identify, discuss, and then develop proper plans to set both organizational and individual goals within the company structure (Bhattacharya, 2011). It clearly demonstrates the desired level of achievement by the employees in the upcoming period of performance appraisal. This step is necessary because, at the end, the fixed goals and objectives serve as the standards for assessing and evaluating the performance of the employees as well as the improvement of the organization. Performance Monitoring This monitoring process is usually supervised by the managers. The focus is invested on the achieved results, and how the individual and group behavior of the employees contribute to the work environment (Bacal, 2012). The monitoring process should also concentrate on continuous tracking of the objectives through regular meetings with the employees, identifying barriers to the achievement of the objectives, sharing feedback on the achievements of the employees, keeping the employees aware of any required changes in the objectives in accordance with the shifting environment, and determining any extra support that may be required for enhancing the performance of the workforce. Performance Development This stage focuses on the development of the skills of the employees and the managers so that their professional excellence are enhanced. It includes a discussion with the managers, exchanging opinions and ideas among the individuals, promote individual growth, and allow the employees to adopt new skills and thoughts in accordance with the organizational objectives (Delpo and Guerin, 2014). Performance Evaluation The evaluation process helps to summarize the accomplishments of the employees both on the individual level and on a wholesome organizational level so that the organization becomes able to find out the key results and the shortcomings in accordance with the organizational objectives set at the first level (Sandler and Keefe, 2004). This process also helps to find out the challenges for the workforce and identifies the areas that need development. Succession Planning Succession planning is an important step in the performance management system. Through this particular step, the organizations recruit suitable and fit employees, managers, and other superior employees according to the defined job roles. The Concept of Compensation Management Compensation management is an important aspect of the organizational structure. The organizations use different kinds of compensation policies, incentive opportunities, extra credits and facilities, insurance facilities, and many other benefits within the compensation management program so that the employees remain motivated to work harder and better (Milkovich, Newman, Venkataratnam, 2009). An effective compensation management system helps to retain the valuable employees and attract the other professionals in the market. It provides the organization with a kind of competitive advantage. Issues of the Performance Management and Compensation Management Systems It is theoretically and practically considered that the performance management system has a close relationship with the compensation management system. It is also observed that it is the performance management strategy that leads to unequal compensation management technique. LHA uses a particular performance evaluation technique named job ranking. In this method, each job role and the employee performance related to each job role are compared with the other job roles of the organization. It allows the organization to rank all the jobs according to their importance in the organization in the form of highest to lowest, and hardest to easiest (Armstrong, 2005). This ranking should be done according to the responsibility, expectation, and duty of each specific job role. But such evaluation technique is the subject of controversial discussion. The people think that the technique does not separate the efficient employee from the inefficient ones. For example, one can observe that inside an organization, there are a number of people who work as the clerks but very few of them take their responsibilities seriously and sincerely. The same is the case in LHA. There are a number of employees who work in the same job role but the evaluation technique ultimately does not distinguish between the effective employees and the useless ones. Performance management is meant for encouraging and motivating the employees to keep doing the better work. But such incomplete evaluation discourages the employees instead of motivating them. The employees have to be attributed with specific job roles but at the same time, it should also distinguish between the worthy and the less-active employees and the inability to do this separation is often reflected through the compensation management system (Chong and Eggleton, 2007). The employees of the LHA are compensated according to the pay bands specified for their job roles. In this compensation structure, the more active and worthy employees r eceive the same amount of compensation as those who hardly work actively to fulfill the organizational goals. It creates a negative impact on the attitude and the thought process of the employees. The more active employees start to think that there is no meaning of working hard because the organization does not provide any additional benefits to the hard-working individuals. Moreover, the compensation system is incomplete in another way. The employees of LHA often have to travel to distant parts of New Zealand. They might face accidents or other types of physical hazards during their travel for the purpose of work. But the organization does not offer any travel bonus or insurance to the employees. There are not any kind of incentives for better performance. The experts suggest that an extra credit for the better performance would encourage the employees to repeat the same actions to receive the bonus again (Ryckman, 1986). It has also been recommended that the employees should be co mpensated with some bonus after the evaluation of the employee performance over a specific period of time (Keenan, 1994). This bonus should be provided on the discretionary basis. It would make the employees feel that the organization thinks about its employees and thus, the employees would feel more responsible for achieving the organizational objective (Widener, 2006). In order to have a better understanding, one should critically discuss the issues specifically related to the performance management and the compensation management systems. Static Business Objectives In the modern scenario of business, the organizations should continuously remodel their thought processes, values, and objectives in accordance with the change of the time (Panda, 2011). It has been observed that the LHA sets its goals and objectives during the performance planning stage at the start of a business session. But the organization does not develop or change the goals even if the business market witnesses a radical change. Thus, the whole performance management system loses its validity and credibility. The employees are evaluated on the standards of the outdated and irrelevant organizational objectives. Extreme Time-Consumption during Performance Feedback The LHA reviews the performance of the employees on the annual basis. But the performance evaluation step happens to be so lengthy that the employees receive the feedback months later. For example, if an employee does any mistake, he can get the feedback 6 or 7 months later. It does not help the organization or the employee. Extra and extreme time consumption mean that the employees would not receive the feedback in time and it increases the possibility that they would repeat the same mistakes during that period of time (Banker et al., 2000). Insufficient Focus on the Personal Development Each employee has his/her own credentials and abilities. Therefore, the managers should focus on the individual abilities so that the personal development of the individuals can collectively contribute to the organizational progress (Hale, 2012). But LHA only provides general feedbacks and suggestions to its employees. Thus, the employees also seem to be disinterested in the collective development because of their personal development gets neglected by the organization (Melnyk et al., 2014). Moreover, such performance management system neglects the unique contributions made by the employees. The final rankings are based on some generalized views. It discourages the employees to a great extent. Absence of Internal Equity This issue is related to both the performance and the compensation management systems. As the performance evaluation is based on some generalized notions, the Job Ranking method seems to be inadequate. This is because equity does not only mean that every person should get equal opportunities, but it also means that an employee with a better performance should receive better compensation than any other employee of the same job role (Pearce, Stevenson, and Perry, 1985). But this system is absent in the LHA. The better performers feel betrayed because every employee receives their salaries based on the pay band structure irrespective of their performance quality. 5.5. Absence of Adequate Extra Benefits Experts opine that the success of an organization largely depends on the tactics and strategies an organization adopts in order to attract the efficient newcomers, experienced professionals, and to retain the existing employees who are regarded as the valuable assets of the organization (Berger Berger, 2015). But this cannot be done until an organization provides some extra benefits to the employees. The LHA hugely fails to attract new professionals and retain the existing ones because the organization does not provide adequate performance incentive, business travel bonus, attractive joining allowance or retaining allowance. Inadequate Response to the External Competition In the present scenario of the business market, an organization should cope up with the tactics and strategies that best suit the time. But LHA does not respond to the competitive market in an efficient way. The companies have to reanalyze and re-evaluate their compensation structures by following the most suitable trend and implementing the appropriate compensation structure so that they can have an advantage (Brown, 2001). But LHA does not have such strategy and they stick to the fundamental tactics in the rapidly changing scenario. There are multiple issues that need to be assessed and properly addressed in order to survive in this extremely competitive market and establish LHA as a recognized institution. Recommendations The research and the discussion have brought out a number of shortcomings in the implemented performance management and compensation management system within the organizational structure of LHA. Therefore, the organization should immediately take the necessary steps in order to solve any potential problem or threat. Extensive studies and research recommend the following steps to the LHA: I) The LHA should set flexible objectives that can change its shape with the change of the dynamics in the business market. This would help the organization to continuously update the tactics and keep itself updated. II) The managers should more frequently communicate with the employees so that the performance feedback can be provided in time and the employees get an opportunity to develop their personal abilities. III) The compensation structure should use the Points Rating technique instead of the Job Ranking method. The Point Ranking method allows the evaluator to allocate points to each job role according to specific factors like responsibility, required skill, employee's knowledge, produced effort, and difficulty level of the job (Armstrong and Murlis, 2007). Thus, this method will ensure that the employees of LHA are compensated according to their credentials and abilities. It will maintain the internal equity within the organization. IV) The LHA should also reassess their business strategies and compensation techniques so that they can meet the requirements of the competitive market. The organization should also provide some extra benefits and facilities to attract new professionals or retain the existing ones. Conclusion The research has made it clear that LHA has to implement various new and updated policies to improve its organizational structure on a wholesome level. The performance management system has a lot of issues that makes it ineffective. The same is the fact in the case of the compensation management. They fail to properly set the objectives, focus on the development of the employees, correctly and timely evaluate their performance and providing them the adequate compensations. All of these aspects have to be addressed and analyzed to find the best solutions. 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