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HRM Policy on Performance Management for Tencent Group
HRM Policy on Performance Management for Tencent Group
PART 1: Policy Analysis
1. Internal & External issues analysis
A corporation that is at the forefront of technological advancement and the internet is Tencent. It develops cutting-edge goods and services with the intention of enhancing the quality of life for people in every region of the globe (Melnik, 2019). Tencent is not only a developer but also a publisher of some of the most well-known video games and other forms of high-quality digital content. This gives consumers all over the globe access to a wider variety of interactive entertainment options. In addition, Tencent offers its customers a variety of services that may assist them in expanding their operations and making the transition to digital platforms. Cloud computing, advertising, financial technology, and other commercial services are examples of some of these offerings. User value is the most important and fundamental guiding principle for the Tencent Group, and the company strives to incorporate social responsibility into its goods and services, encourage technological advancement and cultural vitality, assist in the modernization of industries, and collaborate with others to ensure the sustainability of communities (Melnik, 2019). Tencent places a significant emphasis on the role that human resources play in establishing, sustaining, and evolving the company’s established norms and values. Pay policies, performance management, gender issues, diversity, training and development, recruiting and onboarding, and reiterating the company’s basic values are some of the responsibilities that fall within the purview of HR.
Organizational culture influences HR policy. Tencent’s organizational culture is built on clear, well-considered principles that help lead and steer people in the proper path while also providing assistance (Zhao & Lin, 2021). It’s a complex system comprised of widely held beliefs, attitudes, and assumptions. It regulates how employees conduct themselves while on the job. The psychological and social environment is distinct and quite diverse because of all of these underlying assumptions, beliefs, and values (Bauwens et al., 2019). Tencent is committed to the user-centered strategy it devised. The company’s whole operation is built on users and duties.
Tencent is also keen on maintaining organisational justice through the ethical treatment of employees as this is a major influence to HR policy. Organizational justice relates to how employees at Tencent perceive the fairness of their occupations. These impressions may be classified into one of four categories: interactional, procedural, informative, or distributive. People’s feelings about how fair the outcomes are are important to both procedural and distributive justice, but procedural justice is primarily concerned with how people feel about the methods that lead to the results. Informational justice is the third sort of justice, and it relates to the narrative presented about justice-related occurrences (Du et al., 2019). Finally, interpersonal justice refers to how individuals feel about how they are treated as well as how they treat others.
Tencent’s business model now includes corporate social responsibility more than ever before. CSR is a major contributor to organizational HR policy. The company believes that incorporating social and environmental concerns into its day-to-day operations would benefit society as a whole (Jiang & Gong, 2019). As a responsible Internet-based platform firm, Tencent is dedicated to exercising CSR and providing a good example. Tencent takes a proactive approach to CSR, which means it goes above and beyond what the law mandates in terms of business operations. This is done in order to actively promote long-term economic, social, and environmental growth, as well as to make a constructive and widespread contribution to society.
External factors such as the law, government policy, economic factors, and societal values and issues also affect HR policy (Schleicher et al., 2019). Tencent, a well-known Chinese corporation, is required to obey a set of standards not just in China but also in other nations where it does business. Any regulation that makes following the rule more costly for a corporation might harm its financial success. These laws might cover a wide range of topics, including internet information and data security, cyber security, intellectual property, gaming, online banking, and a variety of other topics. New restrictions may have an impact on other sectors as well. The firm has taken a variety of steps to ensure that it is abiding with the regulations. These include forming specialist teams that collaborate with outside experts to ensure that any new legal needs are satisfied.
2. High Priority Issues
For Tencent, the most pressing issues at the moment include organizational culture as a major determinant of HR policy and the external environment comprising of government policy, laws, and economic factors. Today, government policy on employee management and organizational culture has become stricter and more volatile. In the wake of COVID-19, organizational culture has been affected by government laws and policies. As a result, Tencent has had to change how it relates to its employees in order to conform to the demands of a changing work environment. performance management issues have emerged as the company transitions to working post-COVID.
3. Policy problem
Tencent’s organizational strategic goals are very clear. However, the company’s performance management policy is blurry in regard to its expectations from employees. Tencent needs a HR policy that better defines performance management and expectations on employees. This report intends to review and rewrite Tencent’s performance management HR policy. Performance management is supposed to be a continuous and ongoing process of communicating and clarifying job assignments, priorities, performance targets, and development plans in order to optimize an individual’s performance and fit with the company strategic goals (Fenech, Baguant, & Ivanov, 2019). However, Tencent is more focused on its end users within its user-focused approach. It also heavily regulates how employees relate and perform. The problem that needs to be amended relates to clarifying performance management and the expectations of the organization on the employees. The amendments are necessary as they will help to align the company’s internal goals with the performance of the employees, which Searle and Ball (2003) regard as useful. After all, there can be no innovation where employees are unclear about what the organization expects of them and the communication of the same to them (Selden & Sowa, 2011). Improving performance is the overarching goal of performance management, which is really just another name for communication. When employees carry out high-quality work that is in line with the goals of the company, performance levels rise. Individuals are more likely to do quality work when they are aware of what is expected of them (Burns & Zhiren, 2010), when they get constructive feedback, and when they have access to necessary resources.
PART 2: Policy Development
Performance Management HR Policy
1. Overview
In order for a performance management system to be effective, it is necessary for employees to have a complete understanding of the requirements placed on them, to receive feedback on how well they are performing in comparison to those requirements, to receive rewards based on their performance, to be informed about opportunities for growth, and to be given instructions on how to improve performance that does not meet expectations (Decramer, Smolders, & Vanderstraeten, 2013). With a complete performance management system, employees have a bigger say in the direction their careers go, and managers have a better way to discover, recognize, and reward people based on pre-determined criteria. Both parties benefit from the system. Employees also stand to profit when they are given a bigger say in the development of their professional lives.
2. Scope
The management, owners, employees, union members, and government entities should be aware of the current proposed policy.
3. Policy Statement
The Tencent Group works hard to create an atmosphere in which all staff members are aware of the effect their work has on the progress made toward achieving the organization’s objectives and are given the chance to continue their own professional development. Tencent may reach this objective in a number of ways, one of which is by instituting a robust program for performance-based management that culminates in an annual performance evaluation. As Tencent continually plans, monitors, assesses, and rewards performance, the performance management process must continue to operate in a consistent manner.
4. Contextual Factors
Competencies Definition
High Quality Decision-Making Capable of doing thorough and precise analyses of complex circumstances in order to arrive at effective judgments.
An effective Communicator Having the ability to communicate ideas in a way that is comprehensible, succinct, and productive, whether orally or in writing.
Interpersonal Relations Develops and maintains productive working connections with people, both inside and outside the company, in order to achieve organizational goals.
Job Knowledge Clearly illustrates the professional, operational, managerial, and/or technical expertise necessary to effectively carry out the duties of the position.
Able to Produce Results The completion of tasks and projects takes place reliably within the allotted amount of time and to the appropriate standard of both quality and quantity.
Service quality and Excellence Maintains a continuous focus on ways to enhance the quality of the service provided to customers while making their satisfaction the top priority.
5. Process
The Performance Management Process of the Tencent Group is a cycle that consists of the following four steps: planning, managing, assessing, and rewarding performance.
The whole performance management process begins and concludes with the planning phase. At this point in the process, every participant will be responsible for establishing their own personal goals and objectives for the duration of the performance. When workers have objectives that are SMART, they are more likely to put in a lot of effort to achieve those goals (specified, measurable, attainable, relevant, and time-based). This, in turn, leads to improved overall performance as well as increased output of work.
It is essential that the management and employee be in continual contact with one another while the managing phase of the performance management cycle is in progress (Kramar et al., 2013). Conversations, both official and informal, take place in order to keep both parties informed on the progress of the project in terms of whether or not it is reaching its objectives and measuring up to the standards that were set. As a result of these contacts, the manager has the opportunity to provide constructive criticism and instructional guidance at the appropriate times throughout the year. As a result of the fact that the performance cycle extends over a considerable amount of time, it is necessary for both the managers and the workers to maintain a record of the significant performance highlights and difficulties that arise at various points during the year. These notes will prove to be quite beneficial when it comes time to create the yearly assessment.
Following the conclusion of the evaluation process, the manager will have a meeting with the employee to discuss the individual’s overall performance for the year. The employee shouldn’t be shocked by the overall result of the annual review if SMART objectives were created (during the planning phase), and if there was ongoing communication and feedback (during the management phase).
When merit increments are made available, employees have the opportunity to get a boost to their yearly base income as a reward for going above and beyond what is required of them in their job when merit increments are made available. It is essential to keep in mind that performance increases should vary from one person to the next depending on how well they did overall, and in general, the workers who performed the best should get the largest reward in terms of the set policy on employee performance and merit recognition. This could be in the form of monetary benefits such as raises, bonuses, or financial rewards or recognition, and other forms of non-monetary benefits.
Procedure Description
The Appraisal Form Use company-approved form
Performance Planning Stage Completed beginning of each rating period
Job Functions Determined by an assessment of the employee’s position description
Performance Objectives Optional for all employees
Success Criteria Meets performance requirement ratings
Performance Characteristics HR will provide a list of suggested performance characteristics and definitions
6. Other related policies
Goals of Performance: Tencent will assist in defining what is expected of every person in their present position in respect to the overarching goals of the department and/or unit in which they work.
Objectives for Professional and/or Career Development: These objectives will define possibilities for professional development and/or career progression while the employee is still employed by the company.
7. Accountabilities and Contacts
Type of Policy: HR Performance Management
Effective Date: Jan 2023
Last Revised: May 2022
Review Date: May 27 2022
Policy Owner: Tencent Group HR
Contact Name:
Contact Title: Employee Relations/ Human Resource Management
8. Evaluation Measure
Tencent Should apply the 360-degree feedback approach. This strategy considers the feedback, views, and assessments of an employee’s performance from the individuals with whom the person interacts at work. Coworkers, employers, and even persons not affiliated with the company might be included. When analyzing data from many sources and attempting to decipher what it all means, you may see both positive and negative patterns and relationships. You could also discover areas where further measurements and reinforcements might be beneficial.
References
Bauwens, R., Audenaert, M., & Decramer, A. (2019). Fostering societal impact and job satisfaction: the role of performance management and leader–member exchange. Public Management Review, 21(10), 1486-1515.
Burns, J. P., & Zhiren, Z. (2010). Performance management in the government of the People’s Republic of China: Accountability and control in the implementation of public policy. OECD Journal on Budgeting, 10(2), 1-28.
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371.
Du, W. D., Wu, J., Liu, S., & Hackney, R. A. (2019). Effective organizational improvisation in information systems development: insights from the tencent messaging system development. Information & Management, 56(4), 614-624.
Fenech, R., Baguant, P., & Ivanov, D. (2019). The Changing Role Of Human Resource Management In An Era Of Digital Transformation. Journal of Management Information & Decision Sciences, 22(2).
Jiang, Z., & Gong, X. (2019). The research on humanresource development of tencent—The HR three pillar model. Journal of Human Resource and Sustainability Studies, 7(3), 462-474.
Kramar, R., Bartram, T., De Cieri, H., Gerhart, B., Noe, R. A., Hollenbeck, J., and Wright, P. (2013). Human Resource Management: Strategy, People, Performance. Sydney: McGraw-Hill Human Resource Management: Strategy, People, Performance. Sydney: McGraw-Hill, Chapter 10.
Melnik, J. (2019). China’s “National Champions” Alibaba, Tencent, and Huawei. Education About Asia, 24(2), 28-33.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., & Yim, J. (2019). Evaluating the effectiveness of performance management: A 30-year integrative conceptual review. Journal of Applied Psychology, 104(7), 851.
Searle, R. H., & Ball, K. S. (2003). Supporting innovation through HR policy: Evidence from the UK. Creativity and Innovation Management, 12(1), 50-62.
Selden, S., & Sowa, J. E. (2011). Performance management and appraisal in human service organizations: Management and staff perspectives. Public personnel management, 40(3), 251-264.
Zhao, Y., & Lin, Z. (2021). Umbrella platform of Tencent eSports industry in China. Journal of Cultural Economy, 14(1), 9-25.
Expansion Strategy And Service Quality Management Of Hotel Chain Home Inn (A Budget Hotel Chain Of China)
Expansion Strategy And Service Quality Management Of Hotel Chain: Home Inn (A Budget Hotel Chain Of China
Background Information
Contents
TOC o “1-3” h z u HYPERLINK l “_Toc376440399” The Hotel Industry in China/ (Market Size analysis) PAGEREF _Toc376440399 h 1
HYPERLINK l “_Toc376440400” The Budget hotel industry in China PAGEREF _Toc376440400 h 1
HYPERLINK l “_Toc376440401” Home Inn: Company Profile PAGEREF _Toc376440401 h 2
HYPERLINK l “_Toc376440402” Justification for expansion PAGEREF _Toc376440402 h 2
HYPERLINK l “_Toc376440403” Introduction PAGEREF _Toc376440403 h 2
HYPERLINK l “_Toc376440404” Aim and objectives PAGEREF _Toc376440404 h 3
HYPERLINK l “_Toc376440405” Research Questions PAGEREF _Toc376440405 h 4
HYPERLINK l “_Toc376440406” Justification for the research question PAGEREF _Toc376440406 h 4
HYPERLINK l “_Toc376440407” Review of literature PAGEREF _Toc376440407 h 4
HYPERLINK l “_Toc376440408” Internal and external drivers of Change PAGEREF _Toc376440408 h 5
HYPERLINK l “_Toc376440409” Barriers or challenges to expansion/ change programmes PAGEREF _Toc376440409 h 6
The Hotel Industry in China/ (Market Size analysis)The Hotel industry in China has been characterized by stiff competition between the four or five star luxurious hotels on one side and the ‘basic’ budget hotels on the other side. According to Wolff (2011), the growth of the hotel industry in China has been facilitated by the corresponding rapid growth in the tourism and travel industries. Millions of tourists and businessmen, both foreign and domestic, had continued to frequent China causing a necessity for the country’s hotel industry to strategize themselves to benefit from the increased demand for their services (Shen 2008).
The Budget hotel industry in ChinaIn reference to Shen’s (2008) works, China’s budget hotel industry had rapidly expanded as a result of their unique branding as affordable and middle class hotels. Their branding has been justified by their offering of competitive prices to the populous visitors in their cities. For example, as of 2010, these budget hotels had offered their clients competitive prices ranging from $50 to $100 a night as compared to the five-star hotels which offered a high accommodation fee of $300 to $500 a night.
The growth in the budget industry had seen hotel rooms increase to a high of over 100,000 in the period spanning the years 2000-2008. This industry has seen over 100 brands emerge to compete for the increased opportunities. Most of these 100 budget brands are domestically owned.
Home Inn: Company ProfileHotel Inn is China’s is the largest budget hotel (Yingying 2011). The hotel was opened with a vision of offering a comfortable experience in lodging: through offering courteous and professional services, competitive prices and locating its hotels in convenient places in the country’s cities (Home Inn Homepage 2011). As of September 2010, Home Inn had established an extensive home network to reach a sum of 728 hotels spread across 143 Chinese cities
Justification for expansionAs noted earlier, China’s hotel industry has continued to expand as a result increase business and tourism opportunities. The increased opportunities have attracted an influx of both foreign and domestic investors who have come to maximize on the increased opportunities. The emergence of many players in the Chinese hotel industry has called for the existing hotels to review their service and product lines with the mains aim of improving on them to win on the stiff competition. Hotel Inn, having been founded on the vision of offering a comfortable experience in the 21st Century has not been left behind in the expansion and quality improvement programmes to meet the changing market demands and the stiff competition.
IntroductionThe modern day business markets exhibit extreme volatilities that make it difficult for business leaders to rely on their “traditional” and conventional wisdoms and past experiences when trying to effect best management strategies (Uva. 2006, p.1).The selection of best management frameworks have called for top managers to carry out both intensive and extensive research to determine their unique needs and challenges manifest in their organizations. As the effects of modern-day globalization continue to pose considerable challenges to the existing management patterns, current managers have been called upon to ‘upgrade’ their skills to cope with the ever changing and demanding business situations.
As a result of the increased challenges facing modern-day business ventures, this proposed study aims to study the ccompetitive business environment, expansion and service quality management issues as implemented by various hotel chains. This study narrows down to the Chinese budget hotel industry and selects the country’s largest budget hotel, Hotel Inn, as its case study.
The study will highlight the aim, the objectives, research questions and the methodology the researcher aims to adopt and implement for this dissertation. Furthermore, the researcher will go ahead to propose the literature to be reviewed in this dissertation.
Aim and objectivesThis dissertation aims to study the how business ventures have been able to carry out successful expansion and quality of service improvement issues to overcome the stiff competition as posed by foreign and local investors.
To meet the above aim, the study will adopt and implement the following objectives:
To identify and investigate the external and internal drivers of change
To highlight some of the factors to consider in the expansion program
To select on Hotel Inn, a budget hotel in China, and study its expansion strategy and its service quality improvement programme.
To analyze China’s hotel industry by reviewing its market size and its growth patterns.
To list and briefly explain some of the challenges that hotel managements encounter while implementing expansion or service quality improvement programs.
Research QuestionsThis study’s key research question emanates from the need to carry out unique and best expansion strategies for various business ventures. It is from this key research question that the author will expand the study to incorporate the following minor research questions:
What are some of the internal or external drivers that cause businesses to review their operations and expand their services?
What are some of the factors to consider before choosing or implementing any expansion strategy?
What are some of the challenges business institutions are likely to encounter while implementing their expansion programs?
Who are the key personalities to steer the expansion or service improvement programmes?
Justification for the research questionIn choosing the research questions, the researcher was motivated by how some business ventures have been able to successfully identify and implement best change or expansion strategies. The researcher’s case study (Hotel Inn) proved a motivator on itself since the researcher felt that by having made a late entry in the ever-growing and competitive Chinese hotel industry and going on to leave a market as the largest budget hotel only 6 years in its operations, was in itself a situation that called for more studies to be done on it to help other business enterprises.
Review of literatureThe researcher intends to review literature touching on the two themes as addressed in this topic-expansion and service quality.
On expansion, the researcher will review some of the international and external drivers of change.
Internal and external drivers of ChangeExternal drivers of change referred to factors affecting the performance of an organization; but which originated from outside. Organizations affected with external drivers of change have little, or usually, no control over such factors. As a result of this, the challenges or risks posed by them have immediate effects on the operations of affected organizations. Most external drivers have been associated with the spread of globalization across the world. External factors affected different industries unevenly, and as such, few industries could escape the effects of globalization regardless of their choice to participate in, or avoid the international arena” (Cohen and Boyd 2000, p.191). For Hotel Inn, examples of external drivers of change included low-cost hotel operators that posed stiff competition for the company’s highly priced services and products, the ever-changing customer requirements that led to market share reduction, technological innovations and the negative environmental perceptions associated with domestic budget hotel industry in the populous China.
On the other hand, internal drivers of change referred to factors affecting an organization’s performance; and which traced their origin within the organization’s system. These factors are mainly characterized by affected organizations losing grounds on the established marketing strategies. These can be as a result of poor leadership that led to inefficiencies in the 4 management functions of organizing, planning, controlling and leading. In this particular case, the affected organizations have 100 percent control over such factors. Most organizations start re-engineering processes to correct on the negative effects associated with such challenges. Examples of these factors, in the Hotel Inn case study included delayed product delivery services that led to lose of customers, high costs of Chinese foods that made it expensive in the local market and the low employee morale that made it difficult to achieve efficiency and effectiveness at the hotel.
Barriers or challenges to expansion/ change programmesIn carrying out its expansion strategy, Hotel Inn encountered a lot of barriers along the way. To start with, the company’s long-time employees failed to support fully the change frameworks on the basis that they viewed the proposed changes as a threat to their then current roles. The introduction of the changes meant that employees’ skills were put to great tests. Most employees feared that the new changes required advanced skills which they did not possess. As a result of their inexperience, they feared that the management might consider hiring “skilled” persons to implement the new changes. Hiring of new employees to service the expanded network would have meant that their services were longer of value to the steel industry; and such, the company could have laid them off to cut on its costs. These fears made the employees to oppose the implementation of the proposed changes at Hotel Inn. To provide evidence to their claims, most of them had acknowledged that the company’s previous change efforts had seen a considerable number of employees, who could not be accommodated in the new structures, laid off. The affected employees thus feared that the situation could have replicated on them.
References
Cohen, S S & Boyd, G 2000, Corporate governance and globalization: long range planning issues. Cheltenham,Edward Elgar Publishing.
Home Inn Homepage, 2011, Corporate information: Overview, viewed 6 May 2011, < http://english.homeinns.com/phoenix.zhtml?c=203641&p=irol-homeProfile>.
Shen, S 2008, China’s budget hotel industry is booming as tourism grows, The New York Times, viewed 6 May 2011 < http://www.nytimes.com/2008/01/16/business/worldbusiness/16iht-hotel.1.9252219.html>.
Uva, W 2006,Pricing your products to survive rising energy costs, Cornell University, New York.
Wolff, C 2011, Domestic brands dominate China budget market, HotelNewsNow, viewed 6 May 2011,< http://www.hotelnewsnow.com/articles.aspx/4694/Domestic-brands-dominate-China-budget-market>.
Yingying, S 2011, China travel and tourism news: Budget hoteliers eye Motel 168 chain, China Daily, < http://www.chinatraveltourismnews.com/2011/03/budget-hoteliers-eye-motel-168-chain.html>.
FAILURE TO REPORT CHILD ABUSE LAW IN FLORIDA
FAILURE TO REPORT CHILD ABUSE LAW IN FLORIDA
STUDENT NAME
INSTITUTIONAL AFFILIATION
Introduction
Across the united states in the year 2016, the child protection services confirmed that approximately 676,000 children were victims of child abuse and neglect. Younger children were potentially referred for maltreatment as they are most of the time likely to die from abuse or neglect. The state of Florida identified under-reporting of cases of child abuse as recognized problem, the authorities, however, have a hard time in identifying true cases, having challenges in measuring an abuse and with differing definition of abuse show a hard time to ascertain the child abuse prevalence and enforcement of the chapter 39 law of the Florida statutes (Kenny,2014). This paper is developed to show the depth of coverage the law covers such as the inclusion of children abusing other children and also show the deficiency whereby the authorities are unable to identify a true case of abuse.
According to 2009 statistics, approximately 134 children in the state of Florida are abused on a daily basis (Jaffe et al,2012). The Florida law chapter 39 was developed in the effort of the state trying to limit the deaths of minors and children from abuse. The new Florida law that went in effect on October 1st 2012 holds adults who do not report child and vulnerable persons abuse to account as a felony that attracts penalty of up to $ 1,000,000 for institutions and $ 5,000 for individuals. Inspired by the Sandusky tragedy, the office of the governor was recorded as not to support child abuse and anyone who witnesses such is mandated to report it (Kenny,2014). The comprehensiveness of this law does not only implicate adults abusing children but also requires the reporting of a child-abusing another child. The state of Florida however with the introduction of this law does not prohibit the corporal punishment of the child but rather states that excessive use of punishment and beating of a child is child abuse (Jaffe et al,2012). The law shows that the lack of reporting abuse only helps the abuser. The reporting of child abuse is mandatory and the law has taken a step to explain signs of child abuse into details. The misdemeanor was enacted into a felony so as to enhance the county’s laws on child abuse, protecting the children and those vulnerable.
The law is very comprehensive in that it applies to anyone who fails to report any suspected abuse or neglect by custodians, caregivers or anyone responsible for the child’s welfare. Thus, giving everyone a legal duty to report suspicions and known child abuses or neglect (Dale,2014). The law also can impose probation of up to five years or sentenced a maximum of five years as provided by the statutory. In law, ignorance is no defense hence anyone who willingly withholds from reporting abuse or suspected abuse can be prosecuted for the offense as a felony. According to Florida new laws, a mandatory reporter is anyone, not the common belief that they have to be health officials, child welfare workers or even teachers (Dale,2014).
The deficiency of this law is that it does not cover reasonable suspicion as one can have a defense to failure to report child abuse or neglect as lack of reasonable suspicion whereby the law does not require one to report a suspicion based on gossip or rumors (Dale,2014). The Florida appellate courts have not specifically defined reasonable doubt but there are numerous appellate that define reasonable suspicion generally. Regard a child’s injury a layperson can be allowed to accept apparent explanation but doctors, teachers, welfare workers can not be pardon if the parent’s reason is conflicting specialized training on whether suspicion exists. Falsely accusation of parents on matters of child abuse is also a want in the law, some cases recorded show how conclusions of pediatricians getting wrong. Reports on such cases of wrongful convicted parents’ critics the law that was said not to allow right. Lack of evidence on the reported cases at some point shows the deficiency of the law whereby it has to get for a conviction (Harris,1993). The reporting of minor complains such as raising a voice to a child may be reported making it hard for the law authority to filter the actual abuses from the minor reporting.
The paper reviews the Florida law in chapter 39 of the statutes that are designed to protect vulnerable persons and children from abuse. The mandate to report any suspicion or known child abuses is placed on every person in Florida with failure to report is regarded as a felony. The law is comprehensive as it gives details on signs of abuse, provides for where to report, is inclusive of a arrange of perpetrators. It, however, has its deficiency as it has not been able to specify the definition of suspicion, with a number of cases being reported the authority have a hard time identifying true cases of child abuse and neglect.
References
Dale, M. J. (2014). 2014 Survey Of Juvenile Law. Nova L. Rev., 39, 37.
Harris, D. A. (1993). Factors for reasonable suspicion: When black and poor means stopped and frisked. Ind. Lj, 69, 659.
Jaffe, P. G., Campbell, M., Hamilton, L. H., & Juodis, M. (2012). Children in danger of domestic homicide. Child Abuse and Neglect-the International Journal, 36(1), 71.
Kenny, M. C. (2014). Web-based training in child maltreatment for future mandated reporters. Child Abuse & Neglect, 31(6), 671-678.