Hrm as a Strategic Partner - Free Essay Example

Man 2145 Assignment 01 Topic -Critically discuss the importance of HR Management to transform from being primarily administrative and operational to becoming more strategic contributor. In addition examine the current role of HR function. Due date- 24th April 2010 Name- Suntharamurthy Vishakan Student ID- SUVID91 3115 Table of contents 1. Introduction3 2. Discussion4 2. 1 Personnel management4 2. 1. 1 Functions of Personal management4 2. 2 Transform of personnel management to Human resource Management6 2. 2. 1 Change in competitive environment7 2. 2. Cultural differences7 2. 2. 3 Embracing new technology8 2. 2. 4 Flexibility and Diversity8 2. 2. 5 Controlling costs 9 2. 2. 6 Global economy9 2. 2. 7 The strategic significance10 3. 3 Current Role of HRM11 2. 3. 1Functions of SHRM12 3. 4 HR as strategic partner13 2. 4. 1 Strategic Business Plan13 2. 4. 2 Strategy Development and Implementation14 2. 4. 3 What are required of HR as Strategic Partner? 14 2. 4. 4 Continuous Improvement15 2. 4. 5 SHRM and Competitive advantage15 2. 4. 6 Some Real world examples of Successful firms using SHRM 16 2 Conclusion17 References18 1. Introduction Purpose of this report is to critically discuss the importance of HR Management to transform from personnel management to becoming more strategic contributor and examine the current role HR function. Personnel management is Personnel Management is the phase of management, which deals with the effective control, and use of manpower as distinguished from other sources of power. HRM is a strategically-driven process of acquiring, training, appraising and compensating employees, and maintaining good labor relations, health and safety. HRM directly addresses the business related issues or functions. Strategy is normally a long term plan that shows the path to achieve the stated goals and objectives. HRM is the key to ensure the existence of the organization in this challenging business world. HRM is a separate department which manages th e entire work force of an organization. This report has completed based on the SHRM practices and factors influenced personnel management to transform towards a Strategic partner. Real world examples are been used to illustrate the importance of SHRM as a strategic partner. Maximum information is used to complete these tasks. Internet, HRM reports, journals, Books, and newspapers are the sources of information used in the project. 2. Discussion 2. 1 Personnel management The word Personnel Management is popular with different names such as Labor management, Staff management, and Industrial management and in modern times as Human Resources Management Personnel management was focused on employment contracts, disciplinary issues and compensation. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. Personnel management is often considered an independent function of an organization. (Page West Bernhadrdt, 2009) * The welfare aspect This is concerned with the working conditions and basic enmities such as housing, schooling, hospitality, sanitary, canteen, creches, handling personnel problems and the recreational facilities. The labor or personnel aspect This is concerned with recruitment, placement of employees, remuneration, training and development, promotions, incentives, measuring productivity and individual performance. * The industrial relation aspect This is concerned with trade union, negotiations settlement of industrial disputes, joint consultation and collective bargaining Personnel management can include administrative tasks that are both traditional and routine. 2. 1. 1 Functions of Personal management Personnel management is different from HRM. Personnel means persons employed. Hence, personnel Management views the man as economic man who works for money or salary. Human resources management treats th e people as human beings having economic, social and psychological needs. Thus HRM is broader in scope compared to personnel management. 2. 2 Transform of personnel management to Human resource Management Human resource management has changed in name various times throughout history. The name change was mainly due to the change in social and economic activities throughout history. The beginning of Personnel management can be traced to the distress about utilization of people functioning in factories and was set up through law of the land in most of the countries to deal with issues pertaining to grievances and welfare of the workmen. As the dynamics in relationships linking trade unions and management distorted the personnel management tasks grew away from welfare to other areas such as guaranteeing harmonious industrial relations and valuable personnel administration. During this period the prominence was on planning and observing conformance to rules and procedures. Page West Bernhadrdt, 2009) Social, economic, and technological events also strongly influence HRM practices. These events include: An expanding cultural diversity at the work-place, The emergence of work and family issues, The growing use of part-time and temporary employees, An increased emphasis on quality and team-work, The occurrence of mergers and takeovers, The occurrence of downsizing and layoffs, The rapid advancement of technology, An emphasis on continuous quality improvement and A high rate of workforce illiteracy. These events influence HRM practices in numerous ways. For example: * Some firms are attempting to accommodate the needs of families by offering benefit options like maternity leave, child care, flextime, and job sharing. * Some firms are attempting to accommodate the needs of older workers through skill upgrading and training designed to facilitate the acceptance of new techniques. * Some firms are educating their employees in basic reading, writing, and mathematica l skills so that they can keep up with rapidly advancing technologies. 2. 2. 1 Change in competitive environment The last three decades saw, the changes in the competitive environment brought concerning by rising competition, which resulted in accessibility of wide option for clients and that in turn, gave a new aspect to marketplace, customers’ preference, which in result forces companies to constantly innovate and provide the kind of value to customer that competition cannot match. 2. 2. 2 Cultural differences The global business environment today is a multi-cultural one. While general business considerations are essentially the same the world over, business styles differ greatly from country to country. The global style of business is mixed with the multi cultural people. Organizations employees, executives, salespeople, technicians to negotiate or make contracts with little or no understanding of the cultural differences in the ways people communicate and do busines s with each other. Due to this HRM has to be more dynamic in terms of recruiting, training and developing the employees to assure that they can function effectively anywhere around the world. (Millmore, M, M, 2009) (2003 Southwestern College Publishing. ) 2. 2. 3 Embracing new technology Technology is forcing firms to become more competitive. At every instance there are innovation taking place. The rate of change is rapid. Organizations have come a long way from applications of Lasers to optic fibers. Some systems where IT helps HRM are: * Systems for e-recruitment; * On-line short-listing of applicants; * Developing training strategies on-line; * Psychometric training; * Payroll systems; * Employment data; * Recruitment administration; * References; * Pre-employment checks. This has forced personnel management to be more strategic where to include IT in their Strategic planning of the Company and the HRM. 2. 2. 4 Flexibility and Diversity Before two or three decades a major trend emerged where employers were seeking increasing flexible arrangements in the hours worked by employees due to an increase in number of part-time and temporary contracts and the invention of distance working. The workforce and patterns of work are becoming diverse in which traditional recruitment practices are useless. In recent years, growth in the use of internet meant a move to a 24/7 society. This created new jobs in e-commerce while jobs were lost in traditional areas like shops. This meant an increased potential for employees to work from home. Organizations need to think strategically about the issues these developments raise. HRM‘s role will change as changes occur. (Millmore, M, M, 2009) 2. 2. 5 Controlling costs Investment in a new technology, intellectual capital and efforts for globalization has increased pressures on companies to lower cost as well as improve productivity. Among the above investments, labor cost is the largest expenditure of any organizat ion, especially in service and knowledge intensive companies. So organizations have started using approaches such as down-sizing, outsourcing and employee leasing and productivity enhancement. All these have direct impact on Policies and practices change in labor management. 2. 2. 6 Global economy Todays global economy also influences some aspects of HRM. Many firms realize that they must enter foreign markets in order to compete as part of a globally interconnected set of business markets. From an HRM perspective, such organizations must foster the development of more globally-oriented managers: individuals who understand foreign languages and cultures, as well as the dynamics of foreign market places. These firms also must deal with issues related to expatriation, such as relocation costs, selection, compensation, and training. With this shift in business dynamics, the awareness sunup on companies that people and their knowledge is the only source of sustainable competitive advantage, as other resources related to materials, equipment, technology, finances etc. have proved short lived in the absence of human capital capable of deploying these resources effectively and efficiently. Companies now bank on peoples domain knowledge combined with their awareness of markets for developing innovative new products services and thus creating enhanced value proposition for customers. This marked change in attitude of managements saw the emergence of concept of Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality. Personnel management traditionally is aimed largely at non-managers, where as HRM treats management development as an equally important issue. Traditionally personnel management viewed organizational culture and leadership as issues concerned with organizational development, where as HRM highlights responsibility for managing organization culture and leadership issues. HRM concerns with setting consistent HR policies which reflect and communicate â€Å"core values† of the company. It is through building culture and sharing common values among people that companies are trying to ensure that their acts and decision are based on best interest of the company rather than stressing on conventional rules and procedures, thus achieving the element of speed. (Baron Armstrong, 2007) 2. 2. 7 The strategic significance However more and more companies have begun to view the issues such as organization development, employee development, direct employee communication and involvement, performance management etc. s deliverables of well conceived HR strategy. In the industries where there is a strong correlation of intellectual capital and success at marketplace, the companies took HRM altogether to a different plane of strategic importance where the role of HR is clear in achieving overall strategic goals of the company. There are yet some other industries where companies think that industrial relations are still the major concern in people area, traces of traditional personnel management functioning can be seen in practice. However, in general across the industries, there has been a shift in attitudes of personnel / HR professionals and the aspect is gaining importance at strategic level. (Boxall Purcell, 2008) 2. 3 Current Role of HRM Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay, benefits, training, and administration. Human resources may also provide work incentives, safety procedure information, and sick or vacation days. Strategic human resource management is essential in both large and small companies. In small companies, this may be as simple as the owner or manager t aking a little time every day to observe, assist, and assess employees, and provide regular reviews. Larger companies may have a whole department in charge of human resources and development. By meeting the needs of the employees in a way that also benefits the company, it is possible to improve the quality of staff members. Taking the effort to provide employees with the tools they need to thrive is worth the investment. ORGANIZATIONAL PERFORMANCE MANAGERIAL COMPETENCIES * HR Professional Competence * Business -related Competence Technical Human Resource Practices ices Theoretical Framework for Strategic Human Resource Management Strategic Human Resource Practices ORGANIZATIONAL CONTEXT VARIABLES * Firm size * Level of Technology * Union Coverage 2. 3. 1 Functions of HRM Strategic Role: * develops and promotes policies, standards and good practices in the management of civil servants; and * implements these policies through discussions, explanations, guidelines, regulations and circulars. Central roles: determines and communicates overall Human Resource Management policy and standards of best practice * advises departments on the implementation of policies and the development of their Human Resource Management plans * formulates pay and conditions of service, fringe benefits and allowances and also deals with proposals for changes to structures of grades/ranks and for creation of directorate posts in the light of advice from independent standing bodies * Deals with appointment, promotion and discipline relating to senior positions, taking into account the advice from the Public Service Commission. It also processes cases relating to staff complaints, early retirement, legal assistance for civil servants, and benefits for retired civil servants * ensures service-wide comparability between grades and ranks with similar responsibilities * manages the Administrative and General Grades * consults with major staff associations(Boxall Purcell, 2008) To play a ll these roles HR has several functions as follows: * HR plan * Recruitment * Selection * Induction * Motivation * Performance appraisal * Training and development Compensation management * Industrial relations * Health and safety(Relly) 2. 4 HR as a strategic partner 2. 4. 1 Strategic Business Plan To some organizations, strategic planning is a way of life. To others, it’s an exercise. To almost all, it’s a requirement. Strategic planning allows agencies to map out where they are, where they want to go, and how they plan to get there. The strategic planning process varies from agency to agency. * Develop Human Resource plans and strategies aligned to the organization’s strategic direction and business strategy. Provide tools and tactics to enhance execution of these strategies * Integrate human resource management with current and pending legislation and socio-political changes. * Integrate human resource management with general organizational management. * Man age the interface between human resource management processes and systems. * Formulate and communicate human resource management policies. * Act as the conscience of employer with respect to public issues. * Scan the environment and identify emerging trends that ill affect the organization and the management of people therein. * Assess the long-term impact of short-term decisions on people. * Express the philosophy and values regarding people management in the organization. 2. 4. 2 Strategy Development and Implementation Full participation of HR people in strategy development and implementation promotes HR as strategic partner. Ensure that HR Manager and HR professionals: * contribute to business decisions * develop business acumen to understand how a profitable business is run * are customer-oriented learn how to link HR practices to your organizational business strategy Strategic planning allows agencies to put down on paper where they are, where they want to go, and how they plan to get there. But the best planning in the world does nothing for an agency if it does not act on those plans. Strategic implementation of human resources management means performing activities that support agency mission accomplishment and measuring how well those activities contribute to achieving agency strategic goals. (Boxall Purcell, 2008) 2. 4. 3 What are required of HR as Strategic Partner? These are among the important ones Recruiting the right employees. Align corporate values to the recruitment strategy. * Well-developed competencies of the workforce, and their relevance to organizational core business. * Participative culture where HR initiatives fully support the overall strategic plan. * Effective use of information technology. * Effective leadership through appointment of the right HR Head. Identification of human resource practices that make HR as strategic partner, namely, serving the business needs of the organization. Discard ineffective HR practices that do not contribute to the success of the organization. (Office of State Personnel, California, 2008) ] 2. 4. 4 Continuous Improvement HR management requires continuous improvement to ensure it retains its relevance as strategic partner. Capable and committed people are needed at every level in order for this to happen. Senior management support is crucial to ensure that human resource becomes the organizations strategic partner. It is said that nothing changes except change itself. Change is inevitable for the continued success of your organization. Manage them well to avoid or minimize disruption in your organizations activities. 2. 4. SHRM and Competitive advantage Baron Armstrong, (2007) define sustainable competitive advantage (SCA) as â€Å"long-term advantage over the organization’s competitors which is achieved by offering unique value†. Therefore, competitive advantage can reasonably be defined as per above, but not necessarily long-term/sustainable. Universal (best practice) Organizations create competitive advantages by integrating a suitable ‘HRM bundle’ of best practices into the firm’s overall structure. The ‘HRM bundle’ typically includes ‘high ground’ elements of HRM, some of which may include: * A goal of employee commitment; A goal of organic structure and functional flexibility; * A goal of quality; and * A goal of integrating corporate objectives and HR objectives. In theory, successful integration of the above practices into a firm will ultimately result in an environment in which HRM actually helps to determine strategy (rather than just implement it). The validity of this framework is commonly substantiated by drawing causal relationships between, for example, motivation and customer satisfaction, or other relevant factor Contingent (best fit) As per the â€Å"best practice† framework, except that in this instance best practice is contingent on the firm’s situational e nvironment. The competitive environment, industry and workforce structure interact to create a specific context in which HRM adds competitive advantages Organization-specific (unique) Baron Armstrong uses the resource-based theory of sustainable competitive advantage to posit that intellectual and human resources are sets of attributes (i. e. he knowledge, training and experience of a firms employees), and that they can provide the firm with sustainable competitive advantages. The firm must control the resources. (Baron Armstrong, 2007) 2. 4. 6 Some Real world examples of Successful firms using SHRM SAP (Australia) * Annual employee conference where everyone participates in developing the Company’s vision and strategy; * Staff and managers jointly compile business plans; * Staff and management jointly manage performance evaluations; and * Bonuses linked to ‘rated’ customer satisfaction system; Pepsi-Cola International Adopts a common values approach to HRM, to enhance competitiveness; * Has a multinational vocabulary that unites staff from different cultures and countries; and * Has identified 11 success factors for performance measurement and management. Apple Computer (USA, Europe, Pacific) * Adopted a growth/prospector/high-tech strategy for HRM; * Facilitated rapid HR growth by â€Å"fattening† corporate structure to create opportunities while simultaneously maintaining innovative spirit; and * Removed original founders in the best interest of the Co. nd its strategies. 3. Conclusion Once a HR professional said that â€Å"The most powerful of the strategic configurations of power remains people you must work on developing an organizational spirit de corp. that aligns the hearts and minds of your staff with the aims of the business† The report has shown that the people are the asset for a company and to improve that asset the HR have transformed as a strategic contributor from personnel management. The report also has sho wed the other factors which influenced this transform. In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. The project also illustrates the importance of HR as a strategic partner through some real world examples, trend of SHRM and by explaining how the SHRM provides a competitive advantage to the companies. The project also analyzed the current role of HR functions in a critical way by providing an understanding of contemporary HR theory and issues, by showing awareness of political, social and ethical issues. . References Books Baron, A. and Armstrong, M. (2007) Human capital management. London: Kogan Page. Boxall, P. and Purcell, J. (2008) Strategy and human resource management (2nd edition). Basingstoke: Palgrave Macmillan. Millmore, M. , Lewis, P. and Saunders, M. (2007) Strategic human resource management: contemporary issues. Harlow: Financial Times/Prentice Hall. Page West, J. N. , Bernhadrdt. (2009). An ascendant view of human resource management as a critical content dimension in new venture strategy. Bingley: Emerald group of publishing. Journal articles Reilly, P. (2008) Strategic HR? Ask yourself the questions. HR Director . No 44, February. pp12-14, 16-17 Richards, J. (2007) Aligning HR with the business: two steps forward, one step back. IRS Employment Review. No 866, 2 March. pp6-12. Online document HR as a Strategic Partner for Organizations of the Future (n. d). Retrieved April 22, 2010, from https://www. hewittassociates. com/Intl/AP/en-IN/KnowledgeCenter/ArticlesReports/hr_strategic_partner. aspx Office of State Personnel, California. (2008,

The Uncanny and Diagnosis of Mr. Ripley A Freudian Approach - Literature Essay Samples

Patricia Highsmith, the author of The Talented Mr. Ripley, portrays a protagonist on the precipice of insanity. Mr. Ripley shows many qualities of a person with borderline personality disorder, or more commonly called: a psychopath. A book titled, The Mask of Sanity by Hervey Cleckley, addresses multiple symptoms of borderline personality disorder, many of which can be seen in the character of Tom Ripley. These symptoms can help explain why Tom Ripley is so convincing and such a believable character in the novel. Along with the diagnostic facets in this story, one can witness elements of the uncanny in this thriller. Using Sigmund Freud’s article, â€Å"The Uncanny†, one can also see how Highsmith uses some key concepts of Freud’s article to create a sense of uncanniness. In order to better understand the state of Ripley’s mind, one must know the symptoms and behavior traits of a person with borderline personality disorder. The long list includes many dece ptive qualities such as superficial charm, intelligence, unreliability, untruthfulness, lack of shame, egocentricity, failure to follow any life plan, etc. These general characteristics, taken from a multitude of different patient cases by Cleckley, provides the reader with the tools necessary to diagnose Ripley as a â€Å"psychopath†, and, once that is established, one can see how Highsmith incorporates his disorder in The Talented Mr. Ripley in order to create a sense of uncanny feelings. One can see almost immediately a key characteristic of a psychopath in Ripley’s dinner with Mr. and Mrs. Greenleaf. Cleckley states that, â€Å"More often than not, the typical psychopath will seem particularly agreeable and make a distinctly positive impression when he is first encountered† (354). This can be seen in the conversation and mannerisms between Ripley and the Greenleafs. During a lull in the conversation the reader sees Ripley look at himself in the mirror, seeing himself as â€Å"the upright, self-respecting young man again. He was doing the right thing, behaving the right way† (Highsmith 25) and just a paragraph later thinking, â€Å"That had been the only time tonight when he had felt uncomfortable, unreal, the way he might have felt if he had been lying† (Highsmith 25). He acknowledges that he was behaving in the proper manner to this upper-class family, ensuring that they would grant him the opportunity to retrieve Dickie and travel to Eu rope on their dime. It is also during this seen that the reader sees two other characteristics of a psychopath: untruthfulness and a lack of shame. Cleckley states that, â€Å"The psychopath shows a remarkable disregard for truth and is to be trusted no more in his accounts of the past than in his promises for the future or his statement of present intentions† (357). This is seen when Ripley constantly lies when telling his life story to the family, from where he worked â€Å"Reddington, Fleming, and Parker† (Highsmith 23), to where he went to school â€Å"Princeton for a while†¦ [then] in Denver and went to college there† (Highsmith 23). Neither statement was true, yet he felt no shame or regret in saying that they were. Another characteristic Ripley shows throughout the novel is his inadequately motivated antisocial behavior. He frequently lies, steals, and commits fraud and murder in order to obtain his wants and desires. Cleckley states that these deeds, committed by psychopaths are often committed for â€Å"astonishingly small stakes and under much greater risks of being discovered† (359). This trait of taking great risks for absolutely no payoff or advantage is seen early in the novel when the reader is informed of Ripley’s fraudulent check scam where his total reached, â€Å"one thousand eight hundred and sixty-three dollars and fourteen cents†¦A pity he couldn’t cash them† (Highsmith 19). His inability to cash them was not because he wanted to avoid getting caught, but only because the checks were not addressed to his fake name. Yet, although he knew he couldn’t cash them, he continued to run his little scam just for the thrill of it. He puts this same s kill to use later in the novel after his murder of Dickie when he signed the hotel’s â€Å"register with Dickie’s hasty and rather flamboyant signature†¦ [Spending] that evening practicing Dickie’s signature for the bank checks† (Highsmith 116). While the payoff is indeed much more significant as the story progresses, his risk of being caught is increased and his sense of guilt or shame is virtually nonexistent, furthering his characteristics of psychopathic behavior. The extreme circumstances that Ripley faces, including the murders of Dickie and Freddie, would have caused a healthy and normal person to succumb to their emotions. However, Ripley is shown to stay calm and collected even in the most excitable circumstances. This is precisely what Cleckley discusses when speaking about psychopathic behavior concerning the absence of nervousness or psychoneurotic manifestations where, â€Å"Even under concrete circumstances that would for the ordinary person cause embarrassment, confusion, acute insecurity, or visible agitation, his relative serenity is likely to be noteworthy.† (Cleckley 355). Ripley’s lack of these emotions and ability to stay calm is first manifested after Dickie leaves to make amends with Marge. It is then that Ripley, upon approaching the balcony, â€Å"had a curious feeling that his brain remained calm and logical and that his body was out of control† (Highsmith 77). He then proceeds into Dickie’s be droom, trying on his clothes while performing a gruesome imaginary act where he throttles Marge’s neck, when he is caught in the act. Under these circumstances, an ordinary person would be very embarrassed; yet, Ripley manages to play it off and is quick to point the blame on Dickie, â€Å"Marge had launched her filthy accusations of him at Dickie. And Dickie hadn’t had the guts to stand up and deny it to her!† (Highsmith 79). This scene effectively shows yet another symptom of borderline personality disorder. Ripley has many of the characteristics of borderline personality disorder. The examples above prove that diagnosing him as having this disorder or labeling a psychopath is not unbelievable, but very fitting. Now that Ripley has been established as having borderline personality disorder with the evidence from both Highsmith and Cleckley, one can turn to Freud’s essay, â€Å"The Uncanny†, and establish the concepts Highsmith uses in her novel to invoke uncanniness in the reader. In particular, Highsmith utilizes Freud’s concepts of creating a mentally unstable character and introducing the theory of a â€Å"double†. Freud’s concept of the double coincides with a key symptom of borderline personality disorder, that of egocentricity. Cleckley states that, â€Å"The psychopath is always distinguished by egocentricity. This is usually of a degree not seen in ordinary people† (362), and Ripley portrays this characteristic throughout the novel. His a ctions show that everything he does is in order for him to fulfill his own ambitions. Freud addresses this egocentric mentality in his essay stating, â€Å"the ‘double’ was originally an insurance against destruction to the ego, an ‘energetic denial of the power of death’† (Freud 162). Ripley’s ego was beginning to deteriorate as Dickie began to become distant, wanting instead to be with Marge instead of Ripley. After a heated argument between the two about a job opportunity with a drug dealer, Tom felt â€Å"hurt that he said nothing, hurt like a child who has been sick and probably a nuisance† (Highsmith 89). Thus it was necessary for Ripley to act in a manner to restore his ego and loss of self-respect. That manner involved killing Dickie and taking his identity. Ripley’s murder of Dickie adds to the sense of uncanniness for two reasons. First, he irrationally acted on a primal and savage instinct to kill, but in a very rational manner. Coinciding with the example stated in the above paragraphs involving a psychotic’s symptoms and characteristics, Ripley’s mental instability causes the reader to feel uncanny. Freud states that the uncanny effects of â€Å"manifestations of insanity†¦excite in the spectator the impression of automatic, mechanical processes at work behind the ordinary appearance of mental activity† (157). This mental process is seen as Ripley murders Dickie in the boat off San Remo as â€Å"he began to feel cooler, and smooth and methodical† (Highsmith 103) as he prepared to dump the body. His indifference to his recently murdered friend causes excitement and horror in the reader as one realizes that this gruesome task seemingly has no effect on the mind of Ripley. He seems mechanical, li ke a machine, which leads to the second reason where Freud states, â€Å"In telling a story, one of the most successful devices for easily creating uncanny effects is to leave the reader in uncertainty whether a particular figure†¦ is a human being or an automaton† (157-158). Clearly Ripley is not an automaton made of robotic parts or machinations, but he does act like one as he disposes the body. Feeling no emotions and working quickly and efficiently as if he planned every detail out, when, in fact, it was more an impulsive action. Highsmith uses Freud’s concept of a â€Å"double† to invoke an uncanny feeling in the reader while further establishing the ego of Mr. Ripley. Ripley’s intentions of murdering Dickie, in order to take on his persona, are first shown when Ripley states, â€Å"he could become Dickie Greenleaf himself. He could do everything Dickie did† (Highsmith 98) and later, showing the ease in which he became Dickie, â€Å"he had done so little artificially to change his appearance, but his very expression, Tom thought, was like Dickie’s now† (Highsmith 121). It is after he commits the crime and â€Å"becomes† Dickie for a while that the reader gains insight on how this new persona is affecting Ripley as he begins to do everything from smile to brushing his teeth in the same manner. Freud’s statement that â€Å"the ‘double’ was originally an insurance against destruction to the ego, an ‘energetic denial of the power of deat h’† (Freud 162) represents itself again when Ripley has to stop acting as Dickie due to the police investigation. The fact that he has to return to being Tom Ripley weighs heavy on him due to the destruction of his ego, and the confidence boost he gained from being Dickie. Ripley â€Å"hated becoming Thomas Ripley again, hated being nobody, hated putting on his old set of habits again† (Highsmith 181). Freud’s concept of a double is seen throughout Highsmith’s novel, the uncanny effect is shown through the ease Ripley has not only acting like Dickie, but looking nearly identical also. Uncanny effects can also be seen in the reoccurrence of actions of Tom Ripley. Freud states that while: â€Å"reoccurence of the same situations, things and events, will perhaps not appeal to everyone as a source of uncanny feeling†¦an involuntary return to the same situation, but which differ radically from it in other respects, also result in the same feeling of helplessness and of something uncanny† (163) Therefore, taking Freud’s statement, one can see how Ripley’s murders of Dickie and Freddie can be related and seen as uncanny. While the situations differ greatly, Dickie’s being easier to clean up and planned better while Freddie’s was immediate and difficult to cover up, the reader feels helpless in two ways: one, if the reader is rooting for Ripley, they simply hope he can get the body out of there; two, if the reader was hoping Freddie made it out alive, they must watch as he is murdered, which, can feel as if they are an accomplice. One also feels the uncanny effect caused by Ripley’s luck in evading the police at every turn. From the hidden boat of San Remo, the fraudulent checks and letters, interrogations, both murders, and the fingerprints, all cause the reader to sense that something uncanny is happening that protects Ripley at all turns from detection. Freud’s closing comment in â€Å"The Uncanny† states that the uncanny is â€Å"something which ought to be kept concealed but which has nevertheless come to light† (166). Ripley’s psychopathic behavior was brought to light in this thriller, causing uncanniness and allowing the reader to see into the mind of a psychopath. Once Mr. Ripley’s borderline personality disorder is diagnosed using the symptoms detailed by Hervey Cleckley in, The Mask of Sanity, one can see how mentally unstable this protagonist is, as it provides insight on the strange behavior and mentality of the character. Patricia Highsmith also utilizes many aspects of uncanny feeling, as described by Freud’s â€Å"The Uncanny†. Highsmith’s novel, The Talented Mr. Ripley, portrays Tom Ripley as a psychopath who mysteriously gets away with his multitude of crimes. She expertly shows the mentality and characteristics of a person with borderline personality disorder wh ile exciting in the reader a feeling of uncanniness in the different situations.