Replies – Brilliant Answers

/in /by

BUSI 440

Case Study Forum Instructions

 

Instructions: You are required to submit 2 replies during each discussion, and each post must include proper spelling and grammar – 250 word minimum.

 

· All replies must address the major points of the question posed and be supported by:

 

· Reading & Study Materials (2 citations in current APA format required).

· Integration of 1 or more biblical principles.

· Pertinent, conceptual, or personal examples.

· Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).

· Clarity must be brought to issues being discussed and each reply must relate issues to 1 or more biblical principle and experience.

 

Topic: If you were on the Health Benefits Committee of Quality Auto Parts, in the Nikomo, Fottler, & McAfee: Case Reading: Controlling Employee Benefit Costs, how would you describe the nature and causes of the employee health insurance cost problem? What information should be gathered and reviewed before making a recommendation? Explain and discuss your answer.

 

Textbook: Nkomo, S., Fottler, M., & McAfee, R. (2011). Human resource management applications: Cases, exercises, incidents and skill builders (7th ed.). Mason, OH: South-Western Publishing Co.

 

Student 1: Quality Auto Parts, an automotive manufacturer, is faced with a problem. The company wants to provide their employees with exceptional benefits as they have been known to do, but need to do so in a way that is cost effective. Unfortunately, the rising cost of health insurance and struggling economy makes it difficult to do so.  John DeCarlo, the CEO for the company found out, “the total employee health insurance costs increased from $4,680 per employee per year in 2000 to $9,869 in 2010” (Nkomo, Fottler & MAfee, 2011, 234) and costs continue to rise. The company must determine the best way to continue offering benefits in a cost-effective manner.

In order to determine the best plan of action for the organization, John DeCarlo creates a committee to look into its options. The group has multiple options to consider. For the Health Benefits Committee to make an educated recommendation, additional information needs to be obtained and reviewed. Each option which the group is asked to consider needs to have details provided with regards to cost and the actual coverage entailed. In addition to obtaining information on each of the options available, the organization should also consider researching its competitors to determine what they offer and how they structure their plans. “One of the best strategies for determining external equity is to conduct a benefit survey. Alternatively, many consulting organizations, professional associations, and interest groups collect benefit data that can be purchased. Perhaps the most widely used of these surveys is the annual benefit survey conducted nu the U.S. Chamber of Commerce. The Employee Benefit Research Institute is also a first-rate source for benefits information” (Milkovich, Newman & Gerhart, 2017, p. 453). Through obtaining information on what competitors offer, Quality Auto Parts can better judge how their current structure and the proposed will stack up against others in the market.

Quality Auto Parts is known “as a ‘‘preferred employer’’ because it had always paid above the market wage rates and its benefits were always more liberal than those of other U.S. companies and particularly those of foreign competitors. DeCarlo did not want to do anything to jeopardize his company’s advantage in attracting and retaining high-quality personnel” (Nkomo et al., 2011, 235). Through thoroughly researching and picking the best option for both the company and its employees, the organization can continue to do so as “medical benefits continue to be ranked tops in importance for most employee groups” (Milkovich et al, 2017, p. 445). The Bible says in Philippians 2:4, “Let each of you look not only to his own interests, but also to the interests of others” (BibleGateway, n.d.); through providing benefits and taking care of their employees, Quality Auto Parts is doing just that.

Works Cited

BibleGateway. (n.d.). Retrieved April 26, 2017, from https://www.biblegateway.com/passage/?search=Philippians%2B2%3A4

Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill.

Nkomo, S., Fottler, M., & McAfee, R. (2011). Human resource management applications: Cases, exercises, incidents and skill builders (7th ed.). Mason, OH: South-Western Publishing Co..

 

 

Student 2:

Quality Auto Parts’ insurance plan is an old-fashioned plan where the employees have no say in what type of coverage is provided. As Nkomo mentions, “(Blue Cross-Blue Shield) is a traditional indemnity insurance plan. All employees have one plan, which makes no effort to control the health-care services provided” (Nkomo, 2010, p. 235). In particular, the biggest problem is from the health insurance company continuously increasing their premiums over the last several years in order to recuperate from their recent losses.

According to Nkomo:

Many of the speakers at the conference cited large catastrophic-illness claims, increased use of mental health and substance abuse services, increased use of medical services, high-technology medicine, cost-shifting from government programs (Medicare and Medicaid) to private insurance, high physician fees, the AIDS crisis, the demographics of employees in the auto industry (i.e., a higher percentage of older employees), and recent premium increases by both traditional and managed care plans attempting to recoup recent losses. (Nkomo, 2010, pg 234).

Before making any impulsive decisions on switching their current provider, the Health Benefits Committee will need to research several other options that are available. “High-deductible health plans (HDHPs) are one option to traditional health plans which employers have considered to respond to the increased costs of health care” (Smith, 2015). Since there is such a high deductible involved in this plan, the employees will need to be more careful when using their insurance. However, traditional plans can also have the option to include a flexible spending account. “High-deductible plans may qualify employers to offer their employees an option of a health savings account. So in choosing between a traditional plan and a high-deductible plan, an employee should not only consider the premiums and the medical benefits offered, but should also consider the tax implications of that choice” (Smith, 2015). It is shown that, “a high-deductible health plan (HDHP) combined with a tax-favored health savings account (HSA) induces more savings and less treatment compared with a full coverage plan under reasonable risk preferences” (Peter, 2016).

In order to reduce minimal reaction from the employees, it will be essential to show the employees that the company has done all of its research in order to provide the most affordable and sensible policy for everyone involved. While there may be some changes, allowing your employees to have a sense of direction is crucial to keeping this a smooth transition. My recommendation is to essentially provide several different options for employees so they are able to choose what overall best suits those participating. Going forward, there will be a combination of choices three and four that were recommended by the committee. This includes, “Establish a special self-insurance fund and negotiate preferred provider arrangements (PPOs) with local providers (i.e., discounted prices in exchange for the directing of these employees to these providers); along with merging with the following, “The combination of catastrophic health insurance plan for major medical expenses coupled with a Health Savings Account (HSA) for smaller, more routine healthcare expenses” (Nkomo, 2010, p. 235). Furthermore, it will be in the best interest of the committee to continue to monitor these changes going forward. At the end of the day, it is always best to put any decisions you need to make in God’s hands. “Do not be anxious about anything, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. And the peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus” (Philippians 4:6-7).

 

References:

Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2010). Human resource management applications: Cases, exercises, incidents and skill builders (7th ed.). Mason, OH: South-Western Cengage Learning.

Peter, R., Soika, S., & Steinorth, P. (2016). Health insurance, health savings accounts and healthcare utilization. Health Economics, 25(3), 357-371. doi:10.1002/hec.3142. Retrieved on April 26, 2017 from http://onlinelibrary.wiley.com.ezproxy.liberty.edu/doi/10.1002/hec.3142/abstract

Smith, S. R. (2015). Tax and other implications of traditional health insurance plans versus high-deductible health plans. Journal of Business and Behavioral Sciences, 27(2), 102. Retrieved on April 26, 2017 from http://search.proquest.com.ezproxy.liberty.edu/docview/1750411683?pq-origsite=summon&accountid=12085

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Full Performance Strategy Analysis

/in /by

Purpose of Assignment

The purpose of this assignment is to give learners an opportunity to apply lessons learned about performance management.

Use the same company you did in Week 2. This assignment is a spin-off of the work you did with your team. So, refer to the work you did with your team and to your text. Please refer to the resources below to assist with the assignment.

Use Attachments to complete the assignment Week two assignment is the one that says team

Assignment Steps  a 1,225-word Full Performance Strategy Analysis including:

  • Describe the overview of the performance management process.
  • Include a flowchart of the performance management process.
  • Explain the job analysis.
  • Examine the skills gap analysis and performance evaluation.
  • Determine ways to measure employee performance.
  • Assess counseling for exceptional or performance that needs improvement.
  • Attach an appendix of the resources needed to create a comprehensive performance analysis.

Format your assignment consistent with APA guidelines.

Running Head: SALARIES INEQUITIES 1

 

SALARIES INEQUITIES 6

Salaries Inequities

University of Phoenix

Possible Less Discriminatory Explanations

AstraZeneca had to settle the gender-discrimination lawsuit by paying a fine of $250,000. The U.S. Department of Labor (DOL) brought the lawsuit in May 2010 alleging that the company had discriminated against female sales agents by offering them salaries that were considerably lower than those of their male counterparts. This lawsuit was based on the provisions of the Equal Pay Act of 1963 that abolished wage disparity based on gender. Based on the provisions of the Equal Pay Act (EPA), it was possible for the company to offer less discriminatory explanations for the pay gap, and ultimately avoid the hefty fine.

The female workers won the lawsuit because it was deemed that they possessed equal skill and worked under similar working conditions. However, there are more provisions under the Equal Pay Act that could be used to offer better explanations. To begin with, AstraZeneca could have presented the explanation that there is a seniority system that could explain the gender pay gap. The act excepts equal pay where a company makes payments based on seniority (Hearing, 2010). In such settings, a company can make higher salaries to those holding senior positions regardless of their gender. If AstraZeneca use a seniority system as an explanation for the gender pay gap, they would have to prove the existence of such a system.

Another explanation that can significantly assist the company in overcoming charges of gender discrimination is that it used a system which measures earnings by the quantity or quality of production. The female employees who received lower salaries than their male counterparts worked in the sales department which commonly measures productivity of individual employees to determine wages. The Equal Pay Act exempts institutions using a system of measuring productivity to determine pay from making equal pay to all employees (Hearing, 2010). It is possible AstraZeneca to use this explanation, and avert the adverse outcomes associated with the provisions of the act. However, the Department of Labor would require evidence of this system to exempt AstraZeneca.

Making Point Legal

A point method of job evaluation consists of a set of rewarded factors used in determining the worth of jobs. With a point method of determining payment, the rewardable factors are categorized into major categories such as skill level, responsibilities, and working conditions. These categories are further defined into more detailed clusters. The aim of using a point method of job evaluation is to develop a compensation scheme that reflects the identified rewardable factors. There are a number of advantages associated with using such an approach; its useful for new jobs, and can be applied in an extensive array of jobs. This section will propose a number of ways that a point method of job evaluation can be made legally acceptable.

For the point method to be in line with the provisions of the Equal Pay Act, it has to focus in determining the skills, effort, and responsibilities of the individual employees.

Define Skills

The skill level required to complete a specified task is one of the common rewardable factor in most point method of job evaluation. Individuals with such a skill at a determined level are rewarded for it (Davar, 2012). however, those lacking such a skill are not rewarded for it. The foundations of this method of job evaluation is to identify and reward specific factors about the tasks being performed. For this to be in line with the provisions of the EPA, the rewards for individual skills have to be clearly stated. Further, the company has to accurately determine employees who possesses these skills in order to reward them. The EPA allows employers to reward employees based on their skills.

Individual Effort

Another important consideration to have is that of the effort that individual employees put in the workplace. it is possible for employees with equal ranks to perform differently because their effort input varies (Davar, 2012). The point method is set up to identify such efforts by select employees and reward them accordingly. The EPA is aware of such payment systems and authorizes their use where they can be verified. For the company, it is important to enlighten the employees on the existence of these systems, and allow for their participation in their enforcement. This would eliminate the company from any kind of violation of EPA.

Responsibilities taken on

The final approach that a company using the point method of job evaluation can use to meet the requirements of the EPA is to define the responsibilities of individual employees and the benefits associated with them. Offering benefits or increment in salary based on the responsibilities taken on is an acceptable explanation for unequal pay (Davar, 2012). Under the EPA, when the responsibilities taken on by members of different genders are similar but salaries are different, this amounts to a violation of its provisions. However, unequal responsibilities can be rewarded differently. The company has to ensure that it rewards those who perform more duties regardless of their gender.

Recommendation on Compensation Plan

There are different compensation plans that a company can use to meet its targets. Each has its advantages and disadvantages. In this case, the most appropriate compensation is a combination of a base salary plus commission.

Salary plus Commission

This is one of the most reliable types of compensation plans. Employees under such a plan receive a base salary, and additional bonuses based on their performance. In most cases, the bonus is usually tied to a budget or target that is not require the employee to make immense sacrifices. It is a common method of compensation as it favors both the employer and the employee. Employees are guaranteed to receive the base salary even during periods of slow business. For the employer, the plan is effective at motivating employees to meet the organizational objectives because of the available bonuses.

A salary plus commission compensation plan is also easily aligned with the provisions of the Equal Pay Act (Irby, 2016). According to this act, all members of an organization performing tasks requiring equal skill, effort, and responsibility are rewarded equally irrespective of their gender. This compensation plan requires an employer to set a base salary that everyone receives. Further, there is a bonus arrangement that rewards employees based on their individual performance. The commission awarded on performance is done regardless of the employee’s gender. The EPA allows for there to be a merit system that can give rise to a pay gap between employees of opposite gender (Crawford, 2011). However, the employer has to demonstrate that the merit system in place is based on individual employee performance, and that it does not favor any gender over another.

References

Crawford, J. C. (2011). Factors Influencing the Exit Intentions of Manufacturers’ Agents.

Journal of Managerial Issues, 23(4), 465-490.

Davar, S. (2012). Relationship between Job Satisfaction & Job Performance: a Meta-analysis.

Indian Journal of Industrial Relations, 48(2), 290-305.

Hearing, G. A. (2010). Recent Development in Employment Law and Litigation. Tort Trial &

Insurance Practice Law Journal, 45(2), 319-328.

Irby, C. M. (2016). Does outlawing pay secrecy increase the gender wage gap in the United

States? Monthly Labor Review.

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Exercises 8.1 &8.2

/in /by

Running Head: Exercise 5.1 Hiring a Social Media Director 1

Exercise 5.1 Hiring a Social Media Director 4

 

Exercise 5.1 Hiring a Social Media Director

Name

Institutional Affiliation

Date of Submission

 

 

1. Before hiring a social media director, a job analysis should be conducted. What job analysis method or methods should would you recommend to identify the most important KSAOCs for the position?

Choosing a suitable job analysis method depends on the structure of the company, the hierarchical levels, nature and accountabilities and the responsibilities involved in it. Before choosing for a suitable job analysis method all the advantages and disadvantages should be examined because the information collected by this process serves great deal and assists the companies to cope with current market trends. Some of the methods used to analyze the job includes;

Observation Method

The job analysts observe the worker and records all the performed and non-fulfilled task, methods and the skills used by the employee to perform different duties and his or her passionate ability to tackle problems and risks. Most people have various ways of observing things. Many individuals think different and understand the findings in various ways. So, the process may involve individual likes and dislikes and may not produce true outcomes. This method also involves two techniques; the direct observation which includes direct observation and analyzing of the behavior of the worker in various situations. The second is work method analysis which includes the study of time (Brannick, Levine, & Morgeson, 2007).

Interview Method

In this method, the worker is interviewed so that he can come up with his working techniques, the challenges faced by them and the use of various skills and methods while carrying out their job. This method enables the interviewer to know what the employee thinks about the job and duties involved in it. This comprises analysis of job by the worker himself. For honest and correct feedback, the questions that are asked during the interviews should be wisely decided.

2. Please identify the competencies required for the Position

The candidate to be hired should be creative. Since a big part of social media involves visuals, having the skill for creativity is helpful. This means being a good photographer or a graphic designer. The position also requires somebody who is organized and efficient. A good social director needs to goal-oriented to finish all the items on the checklist.

 

References

Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and work analysis: Methods, research, and applications for human resource management. Sage.

Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 4th Edition by Joan E. Pynes

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Discussion Question Chapter3

/in /by

Chapter 3 discusses methods to assess the quality of simulations. You learned about three different views of simulation quality. Suppose you lead a task force that is developing a simulation to provide strategic planning recommendations for property use zoning for a county of 750,000 residents. The zoning board and county commissioners want a simulation that allows them to assess the impact of various zoning decisions based on a variety of dynamic factors, including age, race, education, and income status. Which of the three views discussed would provide the best quality assessment for this type of simulation? How would you ensure the highest level of accuracy with your simulation, and how would you go about determining accuracy? Ask other students a question about each of the three views covered in chapter 3.

1) Create a new thread. As indicated above, identify which of the three views discussed in the chapter that would provide the best quality assessment for the situation described above, and explain your decision. How would you ensure the highest level of accuracy with your simulation, and how would you go about determining accuracy? Then ask three questions for other students to answer. The questions should be taken from material you read in Chapter 3. You’re not trying to test each other, but you are trying to start a discussion.

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

HR Metrics Literature Review Overview

/in /by

I need the paper to be about 4-6 pages double spaced 12 Times Roman Font for Turnitin format and need a minimum of 5 references dated in the last 5-10 years APA style.

See the Information listed below:

Objectives

To complete a comprehensive and current search of relevant articles, books, and other sources related to the subject of human resources/human capital metrics and predictive analytics.

Guidelines

As one of the three cornerstone concepts of this course, the directional shift in human resource management to the increased reliance on quantitative measures of performance versus intuitive decisions based on aspiration, human capital metrics (also known as predictive analytics) is a subject for increased interest going forward. This Literature Review asks students to review the literature in this area, both traditional and current. Materials may include classics that date into the early years of the 21st century, but should also include sources dated in the last 5–10 years. The page length of the Literature Review should be between 4–6 pages (double-spaced, normal font size, and margins) and meet APA style.

Best Practices

Papers will be graded on both comprehensiveness and currency. Students should demonstrate an exhaustive search of materials that are included in the popular media as well as academic community. Reliance on general search media are acceptable to begin the process, but ultimately, used materials (included in the formal bibliography) must come from academic journals, texts, and other materials found in the DeVry Online Library as well as other academic libraries. Web pages, blogs, and social media sites are not acceptable as formally (cited) references. Below is a preliminary list of authors who have contributed to this field over the last several years. The list is not exhaustive,but serves as a starting point for your review.

· Jac Fitz-Enz

· John Boudreau

· Peter Ramsted

· Mark Huselid

· Brian Becker

· David Ulrich

· Wayne Brockbank

· Jessie Harriot

· Jeff Quinn

· Ken Scarlett

· Jeffrey Burke

· Wayne Cascio

Additionally, most of the best known academic and popular journals will provide acceptable content. Primary among (again, not exhaustive) them are some of the following journals and publications.

· People & Strategy (formally human resource planning)

· Harvard Business Review

· Human Resource Management

· Academy of Management Journals (various titles included)

· Journal of Labor Economics

· Human Resource Management Review

· Personnel Psychology

· International Journal of Human Resource Management

· Journal of Management

· Sloan Management Review

· California Management Review

· Administrative Sciences Quarterly

Students will also find the work of Kaplan and Norton on the Balanced Scorecard to be a great starting point, as well as Becker and Huselid’s treatment of the above as specifically related to HR and workforce measures.

Grading Rubrics

 

Category

Points

%

Description

 

Documentation and   Formatting

25

14%

Properly referenced   according to APA Guidelines

 

Organization and   Cohesiveness

20

11%

Written in a   cohesive manner that flows from stated assumptions

 

Editing

20

11%

Spell checked for   meaning as well as accuracy

 

Content

120

65%

Paper traces roots   of movement from the use of administrative data to financially relevant and   predictive measures that allow HR strategic decision making that impacts   bottom line results and adds to human capital point of view that supports   Line/HR partnering.  Paper should address both historical and current   perspectives on Metrics

 

Total

185

100%

A quality paper will   meet or exceed all of the above requirements.

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Management Challenges In A Global Market

/in /by

CASE 5

HARLEY-DAVIDSON

Style and Strategy with a Global Reach

Harley-Davidson’s American success story began in 1903 when two friends—William Harley and Arthur Davidson—built a motorized bicycle in a machine shop in Milwaukee, Wisconsin. 1  The progeny of that first machine now travel the world—with speed and style. Now the Harley Hog is going electric.

 

Bloomberg/Getty Images

Harley’s Roots

When Harley-Davidson was founded it was one of more than 100 firms producing motorcycles in the United States. By the 1950s, it was the only remaining American manufacturer.2 But in the 1960s, Honda began sales in the United States and Harley had difficulty competing against the Japanese firm’s smaller bikes.

The American Machine and Foundry Co. (AMF) bought Harley in 1969 and quickly increased production.3 However, this rapid expansion led to significant problems with quality, and the better-built Japanese motorcycles began to take over the market.4 A group of 13 managers bought Harley-Davidson back from AMF in 1981 and began a turn around with the rallying cry “The Eagle Soars Alone.” Richard Teerlink, former CEO of Harley, explained: “The solution was to get back to detail. The key was to know the business, know the customer, and pay attention to detail.”5 The goals driving this turn around were increasing quality and improving service to customers and dealers.

Consolidation and Renewal

In 1983 Harley-Davidson asked the International Trade Commission (ITC) for tariff protection on the basis that Japanese manufacturers, including Honda, were stockpiling inventory in the United States and providing unfair competition. The request was granted. Harley was confident enough in 1987 to petition the ITC to have the tariff lifted because the company had improved its ability to compete with foreign imports. Once Harley’s image had been restored, the company began to increase production and open new facilties.6

The average Harley customer in the 1980s was male, late thirties, with an average household income above $40,000. Teerlink said: “Our customers want the sense of adventure that they get on our bikes… . Harley-Davidson doesn’t sell transportation, we sell transformation. We sell excitement, a way of life.”7 The company created a line of Harley accessories available online, by catalog, or through dealers, all adorned with the Harley-Davidson logo. These jackets, caps, T-shirts, and other items became popular with nonbikers as well. In fact, the clothing and parts had a higher profit margin than the motorcycles; nonbike products made up as much as half of sales at some dealerships.

Global Expansion

Although Harley had been exporting motorcycles ever since it was founded, it was not until the late 1980s that management invested seriously in international markets. Traditionally, the company’s ads had been translated word for word into foreign languages. Now, new ads were developed specifically for different markets and Harley rallies were adapted to fit local customs.8 Harley actively recruited dealers in Europe and Japan, built a large parts warehouse in Germany, and purchased a Japanese distribution company.

Harley’s management learned a great deal from these early international activities. Recognizing, for example, that German motorcyclists rode at high speeds—often more than 100 mph—the company began studying ways to give Harleys a smoother ride and emphasizing accessories that would give riders more protection.9 Its Japanese subsidiary adapted the company’s marketing to fit local tastes, even producing shinier and more complete toolkits than those available in the United States. Harley bikes are now symbols of prestige in Japan, and many enthusiasts see themselves as rebels on wheels.10 The company has also made inroads into the previously elusive Chinese market. It partnered with China’s Zongshen Motorcycle Group, which makes more than 4 million small-engine motorcycles each year.11 Despite China’s growing disposable income, the new store has several hurdles ahead of it, including riding restrictions imposed by the government in urban areas.

The Future

The U.S. market still represents almost 75% of Harley’s sales.12 Executives attribute Harley’s success to loyal customers and the Harley-Davidson name. “It is a unique brand that is built on personal relationship and deep connections with customers, unmatched riding experiences, and proud history,” said Jim Ziemer, Harley’s former president and chief executive.13

CEO Keith E. Wandell seeks to increase growth by focusing effort and resources on the unique strengths of the Harley-Davidson brand. He also plans to enhance productivity and profitability through continuous improvement. Part of his approach focuses company resources on Harley-Davidson products and experiences, demographic outreach, commitment to core customers, and even more global growth.14 The latest innovation is the electric Hog, now in prototype and soon on the highways of the world. A Harley spokesperson says: We anticipate it’s going to appeal to a younger, more urban demographic” and that it is part of Harley’s commitment to “preserving the riding environment.” 15

Case Analysis Questions

1. Discussion If you were CEO of Harley-Davidson, how would you compare the advantages and disadvantages of using exports, joint ventures, and foreign subsidiaries as ways of expanding international sales?

2. Discussion In America, Harley has shifted the positioning of its products away from simply motorcycles and more toward being status symbols of a particular lifestyle. What are the implications of cultural factors for positioning in other countries that Harley has targeted for growth—ones like Japan, China, France, and Brazil?

3. Problem Solving If you were advising Harley’s CEO on business expansion in sub-Saharan Africa, what would you recommend in terms of setting up sales centers and manufacturing sites in countries like South Africa, Kenya, and Zimbabwe? When a new location is targeted, what would you suggest as the proper role for locals to play? Should they run everything, or should there be a mix of locals and expatriates? And if the CEO wants to send expatriates from the United States into some locations, what selection criteria would you recommend, and why?

4. Further Research Is it accurate to say that Harley is still “on top of its game”? How well is the company performing today in both domestic and global markets? Who are its top competitors in other parts of the world, and how well does Harley compete against them? Does the electric Harley have what it takes to fuel the company’s next stage of global growth?

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Planning-Principles Of Management

/in /by

Planning

Directions

  • Select one of the case applications from the textbook
    • Planning for Holiday Shipping at FedEx – Article attached in PDF
  • Perform part of the steps of the strategic management process
    • Identify the organization’s current mission, goals, and strategies (today)
    • Develop the external analysis, identifying the opportunities and threats
    • Develop the internal analysis, identifying the strengths and weaknesses
    • Make a table to present all of the SWOT areas
    • Formulate the strategy to achieve a competitive advantage, and explain how it will be implemented and evaluated
  • As a conclusion, identify the role of the manager in the strategic management process

Parameters

  • Word document
  • Maximum pages: five pages (not including the title page or references), at least 2 references
  • Font: Times New Roman or Arial, size 12
  • Paper must follow APA format with Introduction and Conclusion paragraphs
 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Wk 2 – Apply: I Am Qualified, Why Not Me? Incident Analysis

/in /by

Review the Week 2 Individual Knowledge Check.

Read Ch. 5, Incident 2, “I am Qualified, Why Not Me?”

Write a 700- to 1,400-word analysis, using your research, of the incident, “I am qualified, Why Not Me?” Include the following in preparing your response:

  • Discuss whether or not you believe that Bobby has a legitimate complaint. Does any organization, like Crystal Productions, have a responsibility to provide training and development opportunities to enhance promotion from within?
  • Explain the advantages and disadvantages of a promotion from within policy and whether such a policy would be appropriate for Crystal Productions.
  • Identify, if you were the head of HR, the first step in creating the policy, who should be involved in developing the policy, and what you would do in preparing for implementation.
  • Recommend the desired goals/outcomes of such a policy and the impact your new policy would have on staffing and performance management strategies.
  • Summarize what impact the changing workforce might have on your new policy.
  • Summarize a brief policy that addresses hiring from within.

 

INCIDENT 2 I Am Qualified, Why Not Me?

Five years ago, when Bobby Bret joined Crystal Productions as a junior accountant, he felt that he was on his way up. He had just graduated with a B+B+ average from college where he was well liked by his peers and by the faculty, and had been an officer in several student organizations. Bobby had shown a natural ability to get along with people as well as to get things done. He remembered what Roger Friedman, the controller at Crystal, had told him when he was hired, “I think you will do well here, Bobby. You’ve come highly recommended. You are the kind of guy that can expect to move right on up the ladder.”

Bobby felt that he had done a good job at Crystal, and everybody seemed to like him. In addition, his performance appraisals had been excellent. However, after five years he was still a junior accountant. He had applied for two senior accountant positions that had opened, but they were both filled by people hired from outside the firm. When the accounting supervisor’s job came open two years ago, Bobby had not applied. He was surprised when his new boss turned out to be a hotshot graduate of State University whose only experience was three years with a large accounting firm. Bobby had hoped that Ron Greene, a senior accountant he particularly respected, would get the job.

On the fifth anniversary of his employment at Crystal, Bobby decided it was time to do something. He made an appointment with the controller. At that meeting, Bobby explained to Mr. Friedman that he had worked hard to obtain a promotion and shared his frustration about having been in the same job for so long. “Well,” said Mr. Friedman, “you don’t think that you were all that much better qualified than the people that we have hired, do you?” “No,” said Bobby, “but I think I could have handled the senior accountant job. Of course, the people you have hired are doing a great job too.” The controller responded, “We just look at the qualifications of all the applicants for each job, and considering everything, try to make a reasonable decision.”

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Research Paper

/in /by

Table 1.3 Components of high commitment and low commitment HR strategies, p. 31

Reference: The Strategic Managing of Human Resources, 2nd Edition, Leopold, 2009

 

  COMPONENTS OF LOW COMMITMENT COMPONENTS OF HIGH COMMITMENT
Definition Follow “hire and fire” principles with employees being acquired at the point when they are immediately needed. Employees are allocated to tasks for which they need very little training and being terminated when those tasks no longer needed. The working relationship is at an “arms length” and often a calculatingly instrumental one. Follow the “best practice’ HR model with the employer seeking a close relationship with employees who become emotionally involved with the company. Opportunities for personal and career development are built into people’s employment, which is expected to continue over a long term period, potentially covering a variety of tasks.
Culture · Rule-based

· Emphasis on authority

· Task focused

· Mistakes punished

 · Shared values

· Emphasis on problem solving

· Customer focused

· Learning from mistakes
Structure · Layered hierarchy

· Top-down influence

· Centralization

· Mechanistically bureaucratic (rigid)

 · Flat hierarchy

· Mutual (top-down/bottom-up) influence

· Decentralization/devolution

· Organically bureaucratic (flexible)
Job Design · De-skilled, fragmented jobs

· Doing/thinking split

· Individual has single skill

· Direct control of individual by supervisor

 · Whole, enriched jobs

· Doing/thinking combined

· Individual multi-skilled

· Indirect control within semi-autonomous teams
Performance

Expectations

 · Objectives met to minimum level

· External controls

· External inspection

· Pass quality acceptable

 · Objectives “stretch” and develop people

· Self-controls

· Self/peer inspection

· Continuous improvement in quality sought
Rewards · Pay may be varied to give individuals incentives

· Individual pay linked to job evaluation

 · Pay may be varied to give group performance

· Individual pay linked to skills, “mastery”
Communica-tion · Management seek and give information

· Information used for sectional advantages

· Business information given on “need to know’ basis

 · Two-way communication initiated by any party

· Information shared for general advantage

· Business information widely shared
Employment relations · Adversarial

· Collective voice

· Win/lose

· Trade unions tolerated as inconvenient constraints

 

 

· OR unions used as convenient intermediaries between managers and employees

 · Mutual

· Individual

· Win/win

· Unions avoided OR unions increasingly by-passed in the hope of their eventual withering away

· OR unions involved in partnership relations with employers to give a “voice” to employees in working towards employment security, innovative work practices, fair rewards and investment in training
Employee Develop-ment · Training for specific purposes

 

· Emphasis on courses

· Appraisal emphasizes managerial setting and monitoring of objectives

· Focused on the job

 · Training to develop employees’ skills and competence

· Continuous learning emphasis

· Appraisal emphasizes negotiated setting and monitoring of objectives

· Focus on career
HR Department · Marginal, and restricted to “welfare” and employment administrative tasks

· Reactive and ad hoc

· Staffed by personnel specialists

 · Integrated into management, and working as “partners” with other managers

· Proactive and strategic

· Staff interchange with the “line” or other functions
 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Human Relations U2.2

/in /by

Unit II PowerPoint Presentation

Instructions

Self-esteem in the work environment is crucial to the overall success of everyday business operations and functions for the employee and employer; therefore, it is important to identify healthy self-esteem development and how to overcome communication barriers.

Create a PowerPoint presentation (minimum of 10 slides) on how to overcome communication barriers—verbal and nonverbal (identify and explain with supported data and illustrations). You must use at least two sources with one being the textbook. Be sure to cite any sources used in a reference slide with proper APA formatting. The cover and reference slides do not count toward the total slide requirement. Also, use the speaker notes function to explain the content in detail for each of the slides.

Note: Keep in mind the 6×6 PowerPoint rule: slides should only include six to seven lines of content with no more than six to seven words per line. Also, illustrations should relate to the content being discussed—be creative.

 
Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!