Business Process Outsourcing (BPO)

Business Process Outsourcing (BPO) Introduction: The research is result of study project designed to examine few important parts of human resource management, which are hiring and selection process, sometimes suffering with under staffing and sometimes firing due to over staffing. This essay is also includes some of the recent theories about recruitment and staffing with reference to human resource management. Theories will be followed by literature review emphasising on concepts of staffing, managing people, recruitment and selection, practical and challenging problems. These theories will be followed by the research methodology of the case study research. This part is an overview of the research. It begins by background study to the research, followed by the research aim for this study. This part will conclude with a theoretical framework. Background Study Business process outsourcing sector is one of the fastest growing sectors in India. There have been a lot many companies entering the market which includes multinational companies coming to India and new organisations in India starting their business for these companies. Business process outsourcing (BPO) in India offers customer services; IT support, financial services and many back end services to many MNCs. The projections for theBusiness process outsourcing (BPO)) sectorare huge: almost five-fold increase in size from $11 billion to $50 billion by 2012 and a 50 % growth rate over the next five years as compared to 35% in the past five years. Two million jobs across the country in four years the BUSINESS PROCESS OUTSOURCING (BPO) sectorsure has enormous untapped potential but mere potential does not amount to performance (Nexis, Financial Express, June 5, 2008 Thursday). BUSINESS PROCESS OUTSOURCING (BPO) sector does not only cover international market but it also has a strong domestic market. Many big organisations outsource their customer services and other back office works to service offering firms. Indias domestic Business process outsourcing (BPO)) market, with nearly 500 players, is set to grow at a compounded annual growth rate of 33.3% to touch revenues of $6.82 billion by 2013. The industry recorded a turnover of $1.62 billion in 2008. Voice processes in the Indian domestic BUSINESS PROCESS OUTSOURCING (BPO) market contribute 55% to the overall domestic revenues while non-voice market such as offering solutions, back office works, makes up the rest. The domesticBUSINESS PROCESS OUTSOURCING (BPO)market shows promise of growth, especially insectorslike banking and finance as well as the telecomsectorin the short term. The industry currently offers a range of services from customer care to research and analytics. Of this, the banking financial services and insurance segment contributes the lions share of 37% to revenues (Nexis, Financial Express, November 14, 2009 Saturday) HRM plays a very important role in an organisations success or failure. As the BUSINESS PROCESS OUTSOURCING (BPO) sector was growing the requirement for strategic human resource management was increasing. According to Storey (1995), Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using and array of cultural, structure and personnel techniques. As the competition was growing every organisation in this sector wanted to hire the best ones. Business process outsourcing (BPO)industry inIndiais witnessing a decline in attrition rates due to therecession. BUSINESS PROCESS OUTSOURCING (BPO)companies are hiring in smaller numbers and prefer to work with on-board employees to reduce costs. Genpact has recorded a decline of five percent in attrition to 21 percent in Jan-Mar 2009. EXL has recorded a decline of 12.8 percent in attrition to 21 percent. WNS (part of one of the top 10 BPO firms as per Business Today) has reported a decline of seven percent in attrition to 22 percent. Wipro (one of the top five firms as per Business Today)BUSINESS PROCESS OUTSOURCING (BPO)has reported a decline of five percent in attrition to 13 percent (Nexis, IndiaBusiness Insight, May 12, 2009 Tuesday). This research is going to be conducted in Adventity in order to understand what were the Human Resource strategies adopted by them, what went wrong and what should have been done. Adventity is a part of both domestic and international BUSINESS PROCESS OUTSOURCING (BPO) sector. Its a full service KPO/BUSINESS PROCESS OUTSOURCING (BPO) organisation for the Banking and Financial Services and the Airlines and Travel industry, offering solutions to clients across the globe. Adventity is a financial organisation working in Mortgage sector in US. In 2008 when mortgage market was suffering and all financial institutions were filing for bankruptcy, Adventity decided to increase its employee strength. With the help of its HR team Adventity started hiring on a large scale. Adventity is competing in the BUSINESS PROCESS OUTSOURCING (BPO) market, where the competition is much ferocious than any other market in India. Every organisation in this sector wanted the best of employees in order to compe te. Thus it was very essential for Adventity to evaluate and manage its employment strength by adapting some of the key HR process. Thus Human resource management is one of the focused strategies of Adventity growth policy. Thus as discussed above, after knowing the importance and very essential role of recruitment and selection to human resource, this research emphasises on the human resources management which includes hiring and selection and removal process that affects Adventity. Research Objective: The major objectives of this research is to understand the effect of human resources management which includes hiring and selection and removal process that affects Adventity . The objectives are stated below: Hiring and selection process conducted by the human resource team in Adventity. Literature review assessment on hiring and selection and removal process. Evaluate the outcome of hiring and selection and removal process. Evaluate the affects of the same process on Adventity. Literature Review Business Process Outsourcing: In September 1989, Jack Welch, then General Electric Co.s chairman, flew to India hoping to sell products like airplane engines and plastics to the Indian government. During a meeting with top government advisers, Sam Pitroda, chief technology adviser of the late Premiere Rajiv Gandhi, surprised Mr. Welch by saying We want to sell you software. Mr Welch, by agreeing to start this business relationship, became the motion that started India on its way to becoming one of the strongholds of outsourcing and sparked the global outsourcing revolution (Solomon and Kranhold, 2005) Business Process Outsourcing, which began as an arrangement for necessity and later a major cost cutting move, has now evolved to become a mainstream management practice in number of industries. The increased uptake of outsourcing, particularly in the form of global-sourcing, raises a number of critical and crucial issues for corporate management (Currie, 1995). Recent years have seen dramatic growth in its use statistics indicates that business process outsourcing now an $180 billion industry (Anderson, 2004) and information technology outsourcing now accounts for over 35% of global information technology spending (Cap Gemini Ernst Young, 2003). Like any other move, there is a degree of risk involved with outsourcing (Aubert, Patry Rivard, 1998; Earl, 1996). Approximately 75% of outsourcing deals are unsuccessful and that American businesses wasted a lot of billion dollars on poorly managed contracts. Advances in transmission technology and deregulation of telecommunication facilities have resulted in the ability for cheaper global communication via voice and data networks (Namasivayam, 2004; Weinstein, 2004). The prevalent locations choices for this offshore outsourcing trend are India and china, primarily due to the potential of cheap labour cost arbitrage to achieve an overall reduction in operations costs. Recruitment: Recruit process refers to the process of attracting, evaluating and selecting the qualified and the eligible candidates for any position in the organisation. Human resource management is acknowledged to play an important role in todays dynamic business environment (Schuler and Jackson, 2007). Business process outsourcing firms, in particular, need to pay special attention to the management of their human resources due to the unique nature of their work where worker becomes the central figure. It is therefore important to attract, retain and keep employees motivated and efficient (Derry and Kinnie, 2004). The analysis reveals that the activities relating to recruitment are formal and structured across all the BPOs and the responsibility for the recruitment process is shared by both HR department and the operations department of the organisation (Pawan, Budhwar and Bhatnagar, 2009). The importance of recruiting is pointed out by Luftman et al. who named recruiting as a top issue for executives (Luftman et al., 2006). Moreover, the renewed increasing demand for BPO workers turns out to be a local phenomenon, but global in its scope and implications (Riemenschneider et al., 2008). The rising importance of the recruiting process is also recognised in practice, since more global operating companies started to standardise their worldwide staffing process recently (Eckhardt et al., 2008). According to Kim and Won, the recruiting process is the most time and cost consuming process among all the other human resource processes. Organisation are increasingly recognising the importance of coordination among the numerous different in staff recruitment (Kim and Won, 2007) as recruitment process in a BPO takes approximately one entire day as it includes many stages of different types of evaluations. Keim and Weitzel showed that applicants from highly values, with high expecta tions who contact the hiring agencies or companies via different modes of communications and media and apply for jobs using different forms of application (Keim and Weitzel, 2006). The candidates from diverse preferences for particular application forms split the applicants in different in different groups (Eckhart et al., 2007). In order to response to these different applications many organisations change their recruiting process. The forecast is that more organisations would outsource their knowledge-intensive business to India given the shortage of skilled labour in the US/UK and other markets, and indeed the potential cost savings involved (Evalueserve, 2004; Sen and Shiel, 2006). It is estimated that more than 250,000 people are to be employed in this sector by 2010 (The Hindu, 2006). Thus considering the speedy growth and the people-driven nature of this sector, competent human resource management has a very crucial role to play. Some of the reports suggest that one of the foremost challenges for these BPOs and KPOs would be related to recruitment, retention and nurturing i.e. training of appropriate talent (Evalueserve, 2004; RocSearch, 2006). Selection Process: The selection process can be defined as process of interviewing and assessing the candidates for a specific job profile in an organisation based on the criteria set by the organisation. The selection process is developed to determine the final choice, including an interview and how it will be conducted, the approach that will be used to sell the company, the methods that will be used to evaluate the candidates, tests that may be used and reference and credential checks. The process can be very simple or very complicated or intensive depending upon the job profile and the organisation. The main objective when hiring is to select the appropriate candidate for the appropriate job. In order to select the appropriate candidate an interview is conducted. Interviewing is still the most commonly used method of selection in Employment and the most popular selection technique in use in public and private sectors (Robertson and Makin, 1986; Shackleton and Newell, 1991; Williams 1992). The selection process is designed to decide the final choice, which includes an interview and how that interview will be conducted, the approach the organisation will use to hire the candidate, the evaluation method, the tests that may be used and reference and background check. Of all the selecting methods available, interviewing is the most heavily relied upon and the most difficult to master. The key to an effective interview is to remain focused on the objectives of the interview (Rice, 1984). Retention: Because of downsizing due to recession (Hirsch, 1987; Cameron et al., 1993) and hiring contingent employees (Pfeffer and Baron, 1988; Pfeffer, 1994), long-term organizational commitments are largely disappearing (Rousseau, 1996; Rousseau and Libuser, 1997) and high employee turnover has become common (Cohen, 1993; Hunt and Morgan, 1994). Under these circumstances, employees mobility decisions become a critical issue. Employee mobility represents the flow and exchange of workforces (Ehrenberg and Smith, 1994). For an employee, its his decision of to stay or to go, or retention or turnover. Employee mobility plays an important role in improving the match between a worker and a given employer over time (Ehrenberg and Smith, 1994). It also forces both employee and employer to remain alert of the big marketplace and to continuously study one anothers requirements. In this way, mobility actually performs a socially useful role by matching workers with those employers who will most value th eir skills (Ehrenberg and Smith, 1994). Attrition costs time and money to employee and employer both. Employers find replacement cost and hidden organisational cost high (Mitchell et al., 2001); employees find monetary and psychological costs taxing (Ehrenberg and Smith, 1994; Mitchell et al., 2001). Human capital theory (Mincer, 1962; Becker, 1962) considers voluntary retirement service as an investment in which the cost incurs well before in time and the organisation can earn return over a long period of time. If the current value of returns which is directly related with the attrition exceeds both monetary and psychological costs of leaving, then the employee will be motivated to switch jobs. If the discounted stream of benefits is not as large as the costs, the employee will refrain from switching jobs (Ehrenberg and Smith, 1994). HR Challenges in BPO/KPO Organisations: In India, the literature on human resource management in general grabbed attention after the liberalization of the economy in 1991. Few learnings have highlighted that the human resource task in Indian firms is beginning to adopt a more strategic approach in the management of this critical resource (Budhwar and Sparrow, 1997). However, it has also been pointed out that these practices vary across sectors with marked differences between private and public sector organizations (Budhwar and Boyne, 2004; Amba Rao et al., 2000; Bordia and Blau, 1998). However, there is a prominent lack in researches on business processing outsourcing organizations (especially on KPOs). An analysis of secondary sources which are mainly articles from the press and business magazines and the some of the very rare available research papers on Indian BPOs, reveal that the basic cost-effective model of Indian business process outsourcing sector has started to weakening as income continues to rise on an per annu m basis at 10-20 percent, and in some of the scenarios the average revenue is declining. Few analysts are questioning the sustainability of the rapid growth of the Indian business process outsourcing sector and are worried that the industry after a while might burst like the dot.com bubble. Many HR-related issues are becoming obvious. For an example it was predicted that, by 2008 the outsourcing sector might face shortage of approximately 262,000 employees (Budhwar et al., 2006a). To add more, the sector has a very high attrition rate and many outsourcing firms find it difficult to retain their tenure and the best employees. Despite the fact that there is a huge number of students graduating every year, but the education system of many institute in India does not meet the quality required by this sector, thus the scarcity of new joiners is increasing. Due to the shortage, the hiring of new talent has become more expensive. Due to high attrition rates in the sector, every employee who quits the job costs the company another Rs40,000 to 50,000 (Â £1 Â ¼ 84 Indian rupees approximately) to recruit and train a replacement. At present, the quality of the sector has increased so high that for every 20 applicants in Mumbai, just one or two make the cut. Apart from this, emplo yees in the sector are experiencing problems related to stress, careers, and dissatisfaction at work (Budhwar et al., 2006a, b). References: Storey J. (1995), Human Resource Management: Still marching on or marching out?; in J. Storey Human resource Management A critical text, London, Routledge Nexis, India Business Insight, May 12, 2009 Tuesday Anderson D. (2004). Proactive Planning: A prerequisite for successful sourcing. November 19, 2004. Aubert A. B., Patry. M, Rivard. S. (1998). Assessing the risk of IT outsourcing. In proceedings of the 31st Hawaii International Conference on Systems Sciences. Cap Gemini Ernst Young, (2003). The Outsourcing report: Making choices Insight into successful outsourcing. Currie, W. L. (1995). Management strategy for IT: An international perspective, Great Britain:Pitman Publishing. Earl M. J. (1996). The risks of outsourcing IT. Sloan Management Review, 37(3), 26-32. Solomon, J., and Kranhold, K (2005). In Indias Outsourcing boom, GE played a starring role, Wall Street Journal, A1. Derry, S. And Kinnie, N. (2004). Introduction: The nature and management of call centre work, in Derry and Kinnie (eds), Call Centres and Human Resources Management: A Cross National Perspective, Basingstoke: Palgrave MacMillan, pp 1-22. Pawan, S., Budhwar and Bhatnagar, J., 2009. The Changing face of People Management in India. Routledge, New York. Luftman, J., Kempaiah, R., and Nash, E. (2006). Key Issues for IT Executives 2005. MIS Quarterly Executive, 5(2):81-99. Riemenschneider, C. K., Moore, J. E., and Armstrong, D. (2008). Call for papers Special issue on meeting the renewed demand for IT workers, European Journal of Information Systems (EJIS). http://www.palgravejournals. com/ejis/CFP-EJIS-ITWorkers.pdf (visited 06/05/2008). Eckhardt, A., Weitzel, T., Koenig, W., and Buschbacher, J. (2007). How to convince people who dont like IT to use IT A case study on eRecruiting. In Proceedings of the 13th Americas Conference on Information Systems. AMCIS 2007. Kim, G.-M. and Won, H. J. (2007). HR BPO service models for small and medium enterprises. Business Process Management Journal, 13(5):694-706. Keim, T. and Weitzel, T. (2006). Strategies for hiring IT professionals: An empirical analysis of employer and job seeker behavior on the IT labor market. In Proceedings of the 2006 Americas Conference on Information Systems. AMCIS 2006. Evalueserve (2004), The next big opportunity moving up the value chain from BPO to KPO, Evalueserve, available at: www.evalueserve.com/Media-And-Reports/WhitePapers/NextBigOpportunityMovinguptheValueChainFromBPOtoKPO.pdf Sen, F., Shiel, M. (2006), From business process outsourcing (BPO) to knowledge process outsourcing (KPO): some issues, Human Systems Management, Vol. 25 pp.145-55. The Hindu (2006), India preferred destination for KPO, The Hindu, Vol. 21 August. 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Ted Hughes Birthday Letters

BIRTHDAY LETTERS Introduction: Conflicting perspectives are different points of view expressed and influenced by ones context and values. â€Å"Birthday Letters† by Ted Hughes is an anthology of poems challenging the accusation that he was responsible for his wife, Sylvia Plath’s death. The three poems The Minotaur, Your Paris, and Red are an insight into Hughes justification of the death of Plath using a very subjective and emotive poetic form. The poems possess many deliberate techniques such as extended metaphors, connotations, diction and juxtaposition to encourage the audience to accept his argument that he was not the one to blame for this world renown tragedy. The poem Daddy by Sylvia Plath also displays conflicting perspectives of the relationship between Plath. THE MINOTAUR Techniques: The destructive power of her personality is vividly conveyed through verbs, such as ‘smashed’, with its sense of overstated activity. Sarcastic dialogue – Sarcastic dialogue is used as Hughes words within the context of the incident. Get that shoulder in your stanzas and we’ll be away† is focusing on the anger within her personality and suggests she fails to incorporate these tendencies in her poetry. Hughes positions himself as calm and encouraging her in her art. Quotes: She was â€Å"Demented by my being†, and â€Å"Twenty minutes late for baby minding. † Here we see how truth depends on perspective, on who is telling it, based on how they saw it, and now how they tell it. That she was ‘demented’ may have been simply to his trivial error or that carelessness on Hughes’s part may have been the last straw in a sequence of events which had driven her mad. Towards the end of the poem the repetition of ‘your, â€Å"Your marriage, your children, your mother† creates an accusatory tone. Hughes has purposefully written himself out of the equation. Conclusion: This poem highlights the conflicting perspective of Hughes and his relationship with Plath, and gives reason that because of Plath’s mental instability he could not possible be responsible for her death. RED Techniques: Redness is present physically, but for Hughes its essential truth is metaphorical. Quotes: In this poem, we can see how variable one’s perspective can be in poetry and in this collection in particular. Hughes begins decisively â€Å"Red was your colour†. This appears to be a factual statement, a simple declaration, but immediately he undermines it â€Å"If not red, then white. † When he tries to understand why red might have been so important to Plath, he puts his suggestion in the hesitation of a question, â€Å"Was it blood? † His interpretation is complicated by uncertainty. Our perspective of others can be obscured and complicated by our uncertainties. A third colour concludes the poem, Blue. This was not Plath’s colour. Hughes is arguing, but it was â€Å"better for you†. It has healing powers also. Whiteness and the extremity of redness represent the polarities if her life, her quest for purity and the pain and passion of her existence. Hughes concludes that Plath’s inability to be nurtured by the kindly spirit of blue was what destroyed her. He feels that when she gave up blue, she lost normality, symbolising blue as a precious jewel which she lost. To support the originally firm statement that red was Plath’s colour, Hughes presents evidence which clearly supports its truthfulness, â€Å"Our room was red†. Curtains and window-seat all matched, however there was an exception, â€Å"the bookshelves escaped into whiteness†. This suggests that they were exceptional. The idea of red as Plath’s colour is reinforced. Conclusion: The summary of Plath through symbolism of these colours reveals everything about Plath and their relationship, reinforcing many arguments Hughes presents throughout his anthology. YOUR PARIS Quotes: The poem â€Å"Your Paris† indicates that from the beginning of their marriage, their perspectives on life were different, antagonistic. It also shows how Hughes was uncomprehending in the face of his wife’s personality and how he tried to come to terms with it. His version of the city was so different that â€Å"I kept my Paris from you†. It was the wartime city, occupied by the Germans, As Hughes registers their different responses to the city, and he finds a way of telling the truth about their different selves and the tension between them. The irony of this is that the situation is taking place on their honeymoon, although this is a biographical fact to which Hughes does not explicitly refer. That omission is suggestive of the problems of the relationship. Plath’s spoken responses to Paris, which enabled her to cope with the intensity of its impact upon her, produced a negative reaction in Hughes, â€Å"It was diesel aflame†, and â€Å"To the dog in me†. Conclusion: Your Paris is written from Hughes’s Perspective about Plath’s perspective, thus it is unclear whether Plath truly valued the significance of Paris. Hughes initial conflicting perspectives of Plath are represented in the poem. YOUR DADDY Quotes: In Plath’s poem ‘Daddy’, Hughes begins by pointing out that mere human beings were insufficient for Plath’s worship, she needed â€Å"a god†. The psychological explanation for this desire is the death of her â€Å"Daddy†. Hughes writes, â€Å"His death touched the trigger†. This sets in motion Plath’s search for a god to replace her vanished father. This is a plausible psychological explanation, but it is not necessarily true, this is his perspective of that matter. Plath’s life after her father’s death was like â€Å"The fury, of a high velocity bullet†. Those she chose as gods were â€Å"too mortal† to withstand the impact. Hughes undoubtedly includes himself in that category. The scar which Plath had on her cheek is seen, not as an imperfection, but like a groove in the barrel of a shotgun â€Å"To keep you true†, that is to fire the bullet correctly. Hughes is a target, but the real target was behind him, â€Å"Your Daddy†. Hughes laments the fact that he was not able to manage the deadly bullet of her personality. He could only handle the remains of her life, â€Å"a wisp of hair, your ring, your watch, your nightgown. The image of Plath’s father as â€Å"the god with the smoking gun† suggests a duel between father and daughter. She was aiming to get revenge on her father for betraying her by dying. He had the final victory however, in her suicide which took her back to him, â€Å"To bury yourself at last in the heart of god†. Conclusion: The poem Daddy allows us to discover the true perspective of Plath and Hughes’ relationship, which contrasts against Hughes own perspective. Their collective representations of Plath’s father do not conflict their perspectives. Conclusion: Overall, it is evident that Ted Hughes represented Sylvia Plath as a young and talented woman in his descriptions in the letters to Aurelia Plath. Hughes perspective of Plath changes and he details his former wife’s emotional struggle in his ‘Birthday Letters’ anthology. Thus, it is obvious that perspectives change overtime, and thorough analyse and viewing of different texts created by various composers relating to the relationship of Hughes and Plath, we discover that each text represents a different perspective regarding their relationship.

Son of Satan

Summary Son of Satan is about an 11 year old boy who is the narrator, and his 2 buddies Has and Morgan. They are smoking and talking about another boy named Simpson who told them that he has bucked a girl under the narrator's garage. They agree to beat him up and walk to Simpson place, hit him a couple of times in his stomach and force him to go with them to the narrator's backyard. They agree that Simpson is guilty of lying and has to be hanged by the neck. And he therefore is.The 3 boys runs away but the narrator goes back and lets Simpson down, he take a long walk and hen return to his home where his father Is walling for him, they have a short conversation and then the narrator is getting beat up by his father. Characterization of the narrator and his relationship to his father The narrator Is the leader In a small gang of tree boys In the ages 11-12. The narrator Is a round non developing character because we know a lot about him from the text, but he isn't changing through the story. I believe that the narrator is insecure about himself and therefore Is afraid to show any weaknesses to his friends. L didn't want to go on with It any longer†¦Ã¢â‚¬ ¦ UT I was the leader and I was going to have to fight Has afterwards and I couldn't show any weakness† (P. 42, L. 25-28) This shows me that he actually isn't as tough and stupid as he want to be and that the peer pressure is forcing him to act like this. As soon as his friends is gone he goes back to Simpson and helps him (P. 43, L. 5-9) also he feels bad afterwards â€Å"l felt as if my life was over† (P. 43, L. 22) and â€Å"l felt as If I had done something very bad† (P. 43, L. 25-26) which shows me that he actually regret what he have done.The narrator clearly has a bad relationship to is father, when he describes him, he only tells what he doesn't like about him. â€Å"My father was a big man, SIX feet two and one half. He had a big head, and eyes that hung there under bushy eyebro ws. HIS lips were thick and he had big ears. He was mean without even trying. † (P. 44, L. 2-5) everything on his father is described as big. That tells me that he feels suppressed by his father, the story ends with his father beating him up, which Indicates why the narrator is like he Is. I think that the narrator Is a good person. But bad parenting by his father have made him to a bad errors.Son of Satan By Experimental By Brian Jensen 1 N guilty of lying and has to be hanged by the neck, and he therefore is. The 3 boys runs then return to his home where his father is waiting for him, they have a short Characterization of the narrator and his relationship to his father The narrator is the leader in a small gang of tree boys in the ages 11-12. The narrator is a round non therefore is afraid to show any weaknesses to his friends. â€Å"l didn't want to go on with it any longer†¦Ã¢â‚¬ ¦ But I was the leader and I was going to have to fight Has afterwards ND I couldn't sho w any weakness† (P. 2, L. 25-28) This shows me that he actually and â€Å"l felt as if I had done something very bad† (P. 43, L. 25-26) which shows me that his father, when he describes him, he only tells what he doesn't like about him. â€Å"My father was a big man, six feet two and one half. He had a big head, and eyes that hung there under bushy eyebrows. His lips were thick and he had big ears. He was beating him up, which indicates why the narrator is like he is. I think that the narrator is a good person, but bad parenting by his father have made him to a bad

Rome Edict Of Nantes ( 1598 ) - 1861 Words

PART ONE Compare/Contrast: 3 paragraphs (Choose ONE): 20% 1. Compare and contrast the Edict of Milan (313) with the Edict of Nantes (1598). In what ways are they similar and in what ways are they different? Explain the similarities and/or differences between the two edicts, paying close attention to the texts as well as the specific historical circumstances in which they were composed. The Edict of Milan in 313 was declared by Emperor Constantine and Licinius. This declaration called for toleration of Christianity throughout the Roman Empire and freedom of worship to all Rome’s citizens. It was issued shortly after the end of Christian persecution under the reign of Emperor Diocletian. Previous to the declaration of this edict, Emperor Constantine decided to march on Italy. Before advancing, Constantine saw a vision of a symbol of Christianity. He heard a voice that said â€Å"In this sign, you will conquer†; and truly he did. As a way of saying ‘thank you’ to Christians all around the empire, Constantine passed the Edict of Milan. It gave Christianity a legal status, however, it did not make it the official religion of the land. St. Bartholomew Day Massacre in 1572 occurred due to the limited toleration she had towards Protestants. Catholics killed thousands of Protestants on this day. This caused an uproar throughout the land and turne d a political struggle into a religious war. When Catherine de’ Medici died, Henry IV was crowned king. The Edict of Nantes in 1598 wasShow MoreRelatedWestern Heritage 8th Edition: Chapter 12 Age of Religious Wars1885 Words   |  8 Pages | | | | |Counter Reformation- A movement within the Rome |Renewed Religious Struggle | |Catholic Church that sought to revitalize the |Peace of Augsburg (1555)- A regions rule would determine its religion, However it | |church and oppose ProtestantismRead MoreStudy Guide to Renaissance Humanism2965 Words   |  12 Pagesevident at the Councils of Constance, Basel, and Florence. This movement, based in Roman Catholic tradition, asserted that authority within the Church resided in the assembly of bishops; it challenged Petrine Supremacy and the authority of the Papacy. Rome (B) had little interest in coordinating its policy with secular leaders, although the early support of Charles V and Henry VIII was well received. By the 1530s, most intelligent Church leaders did not (C) think that Protestantism would self-destructRead MoreParis, France, And The City Of Light3167 Words   |  13 PagesYears War. When France won the war, the Valois were declared the rulers. Then in the 16th century, there were many conflicts and civil wars because Protestantism entered the country. These conflicts were solved when Henry IV, signed the Edict of Nantes in 1598, giving religious tolerance to the French Protestant s. Then came the reign of Louis XIV, who ruled from 1643 to 1715. He was dubbed the Sun King, and the Western world considered it their center. But soon after, the country had several warsRead MoreElizabethan Era11072 Words   |  45 Pagesalso well-off compared to the other nations of Europe. The Italian Renaissance had come to an end under the weight of foreign domination of the peninsula. France was embroiled in its own religious battles that would only be settled in 1598 with the Edict of Nantes. In part because of this, but also because the English had been expelled from their last outposts on the continent, the centuries long conflict between France and England was largely suspended for most of Elizabeths reign. The one great