BUS 434 Week 5 Discussion 2 Responses

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Discussion 2 Benefit Packages in a Global Business Environment

Today’s globally competitive business environment has caused many U.S. businesses to reduce the value of their employee benefit packages.  Examine how an organization can maintain its costly benefit structure while remaining competitive against countries whose companies do not offer such benefits.

Guided Response: Be sure to cite at least two sources in addition to the course text. Respond to at the two classmates’ posts listed below.

 

I need someone to reply to the 2 classmates post.

 

Reply to Elyse Willfong

In order to be able to continue competing with foreign companies and still maintain the benefits that exist, a company must be able to compete in the benefits area as well. One of the things an organization can do is research what is important to those who live in the country or area in which the business is. By doing this, an organization that produces or conducts business in a foreign country can do so with respect and draw in more business. This can also help by bringing in local employees who call these foreign countries home. Offering them a benefits program that fits their culture could possibly draw them to working for “your” business versus a business owned by someone in their society. This helps to compete as well. Keeping the benefits up to date may help also. What I mean by this is updating benefits that are important to the employees and getting rid of those that may be more undesirable. These are just a few things that could be done to stay competitive with others in a foreign industry.

Weathington, B. L. & Weathington, J. G. (2016).  Compensation and benefits: Aligning rewards with strategy  [Electronic version]. Retrieved from https://ashford.content.edu

 

Reply to Christy Moulton

Today’s globally competitive business environment has caused many U.S. businesses to reduce the value of their employee benefit packages.  Examine how an organization can maintain its costly benefit structure while remaining competitive against countries whose companies do not offer such benefits.

Legal considerations must also be taken into account since laws vary dramatically across countries, as wementioned earlier. Even concepts such as “at-will” employment vary. In some countries, it is easy to fire ordisplace poor-performing employees, while in others it is not. Laws regarding what constitute fair wages aswell as acceptable working conditions and hours also vary across countries and need to be taken into account.A company can run into trouble if it is perceived to be taking advantage of the local workforce. Legalprofessionals familiar with laws across national and jurisdictional borders must also determine whether localemployment laws apply to expatriates (Weathington & Weathington, 2016).

The localization approach is essentially the opposite of the balance sheet approach. Instead of attempting tomaintain the status quo in terms of standard of living, localization bases the expatriate’s salary on that of localsin the host country. This is particularly useful when local talent is available for comparison since similarpositions may pay quite differently in different countries. Using the localization approach based on salaries ofthe local market for talent provides a sense of equity similarity between expatriates and locals. This has theadvantage of also simplifying the administration of pay and benefits. The downside to this method is that itmay be harder to entice employees to relocate to locales where the prevailing pay for their specialty is lowerthan in their home country. Negotiating and strategically providing benefits can help alleviate this concern (Weathington & Weathington, 2016). This approach will help organizations understand the locals and what they consider to be fair in terms of compensation and benefits. I think you should research the culture of the country before relocation, because what is acceptable here in the US can be unacceptable in other country.

 

Weathington, B. L. & Weathington, J. G. (2016). Compensation and benefits: Aligning rewards with strategy[Electronic version]. Retrieved from https://ashford.content.edu

 
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Case Study

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answer the four questions:

1. no reference

2. 2 pages for 2 question and 1 page for other two (6 pages in total)

3. due date 25 september noon sharp

read the case study and answer the questions

100 – 626 West Pender Street, Vancouver, BC V6B 1V9• F: 604-638-0330 T: 1-877-431-6887 • www.ucanwest.ca

Final Examination Question

HRMT 621

Student Name:

Student Number:

 

Instructions: 1) Provide answers in a Word document only 2) Save it as First

Name_Surname 3) This being an Examination, external references are not allowed.

Each answer may be a maximum of 4 pages single spaced, or 8 pages double spaced.

 

Questions:

1. What are the challenges at LGD?

2. What could the company have done during the initial stages of launching the

new plant in Warsaw to maintain a smooth operation?

3. What can be done to improve the atmosphere at the plant?

4. If the organization hired new local employees, what programs could it offer

before they start work. And how would these programs help the new staff

adjust?

 
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Management 370 Homework Case

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Also in the attachment thers is example of the case too

A Model for Analyzing Cases

What is a case?

A written description of events and activities that have taken place in an organization.

Purpose of Case Analysis

  • Apply theories to specific organizational problems.
  • Develop analytical and problem-solving skills.

0

Approaches to Case Analysis

  • Decision-maker approach
  • Sort out information
  • Propose solutions
  • Evaluator approach
  • Evaluate outcomes
  • Propose alternative solutions

Preparation of written cases

  • No absolutely right or wrong solution to a case problem.
  • To present a coherent and defensible analysis.

Preparation for written cases

  • A general reading
  • Second time reading and notes taking on critical facts
  • Information and data on
  • attitudes and values,
  • relative power and influence,
  • the nature and quality of relationship
  • The organization’s objectives and policies and functions.

Written cases analysis model

  • Problem identification
  • Identify the causes of the problem
  • Alternative solutions
  • Select the best alternative
  • Implementation steps

file example 

WestJet airline is a discount airline based in Canada. WestJet has been very

successful and they believe that their success is due to their distinct culture. WestJet

offers low fare prices and friendly service, which has helped them gain great ratings in

customer service. They believe in running a fun organization, having trust and respect for

all employees, and treating all employees as equals no matter what their title. This, they

believe, reflects on their customers because happy employees will offer the best customer

service. WestJet also believes in teamwork, which in return helps cut costs. They feel

that, when necessary, employees can do things outside of their job description in order to

make things run smoother. This also helps cut costs because it means they do not have to

hire more people to do a specific job since everyone is willing to help out. Also,

employees have so much trust in the company that they do not even have contracts or

unions, just agreements. All of this is what WestJet believes contributes to their success

the most.

The major problem in this case is that WestJet has big expansion plans, and if

they continue to expand they will probably not be able to keep their “fun” culture. The

more WestJet expands, the more people they are going to need to hire. Hiring so many

new people can possibly ruin the culture of the company. This was proven to be a

problem when Beddoe hired Steve Smith to takeover his job as CEO. Smith was hired in

early 1999 and suddenly resigned in September 2000. WestJet said that his sudden

resignation was due to the fact that he could not fit in with the WestJet culture. Therefore,

when Smith resigned, Beddoe had to take his seat back as CEO.

When people feel uncomfortable in a situation or in a work environment it makes

it difficult for them to perform at their best. Although the WestJet culture may seem like

 

 

a strength, it can also be a weakness because it can make new employees uncomfortable,

limiting their performance and making other employees, and also customers, unhappy.

That makes this culture that is supposed to be fun turn in to a cycle that is full of tension.

Which will then make other companies with a neutral culture a threat because they will

have better performing and satisfied employees; especially at the top management levels

where a “fun” culture is not the norm.

When a company grows as fast as WestJet is planning to grow, it does not give

new employees time to adjust to a different culture and makes the whole situation very

impersonal. With the expansion, WestJet will have to hire people to fill management

positions and management positions are usually given to people with some sort of

experience. This is going to be a problem for WestJet because they prefer to hire people

without the experience because it is a new culture and they believe it is better to start with

a “clean slate.” If they hire people without experience they run the risk of these people

not knowing what they are doing and upsetting other employees. But, if they hire people

with experience they run the risk of these people not fitting in with the WestJet culture

and suddenly resigning the way Smith did. Also, once employees become upset and

there are a lot of new employees they will begin to feel the need for contracts and unions,

which takes away from the trust part of WestJet culture.

One way to prevent this from happening can be to stop expanding the company

and keep it small. This way WestJet will not have to worry about losing its culture or

about hiring so many new people. But, if they were to stop expanding, they will probably

not make as much money as they possibly can and will just be making what they already

do, or less because of the state of the economy. Another alternative can be to hire

 

 

experienced people but make them shadow the company for two weeks and see if they fit

in and can handle the culture. If it is obvious that the person does not fit in, then they will

not continue working with WestJet. If they do fit in, the company gains an experienced

worker who can help the company grow. The problem with that alternative is that two

weeks may be a wasting time and can cause the company to lose some money if the

person does not fit in. The last alternative I have come up with is to hire new people and

put them through extensive training before starting. In training, these new people will be

given cases to see how they solve problems. These cases will be about working with

other employees and customers. The cases will not be writing about the situation but

actually acting it out and observing how they react. They will not know what the cases

will be about so they will not have time to prepare, just like in real life. The problem that

may arise from this is that they may act one way in training, because they know they are

being observed, and then act completely different on the job.

Out of all three alternatives I mentioned above, the best one will be to hire new

people and put them through extensive training. The reason this is the best alternative is

because new people will not be stuck in their ways from their previous employment. If

they are new to the business, they will be more willing to accept the culture. Through the

extensive training they will get a feel for what the company is actually like, and if they do

not like it or feel comfortable, they can leave before they start actually working. If they

do like it, they will fit right in and know what to do once they begin working.

Beddoe, current CEO, should implement this, because people trust him and will

know it is the right thing to do if it is coming from him. He should go about this by

informing the entire company and making sure they agree. Then, trials of the training

 

 

should be ran with current employees to make sure it works and everything is covered in

the training sessions. Once, it is determined that the training is good and will work then

they can begin using it on the new hire’s. Before these people are at the point where they

need training, human resources should continue to interview them in the same fashion

making sure they have the sense of humor and enthusiasm that WestJet is looking for.

All in all, WestJet is a very successful company that can continue to be successful

if they go about things in the right way. With expansion and the need to hire new people

they risk losing the WestJet culture. But, if Beddoe implements extensive training for the

people who are new to the company they can expand and continue being successful while

keeping the WestJet culture alive and employees happy.

 

 

 

• Writing Assignment 2 – The Case Analysis Paper Grading Sheet

You will be assigned a case in the first week of the semester. The case analysis paper should be 4-5 pages, double spaced. It should include the following sections:

o Introduction, including relevant facts and background

o Problem definition / issues

o Critical analysis / conceptualization

o Alternatives.

o Solution: state the best of the alternatives and the rationale

Draft □ Final □ 1. Format. The case analysis paper should be four pages, double spaced. It should include the following

sections: a. Introduction, including relevant facts and background b. Problem definition / issues c. Critical analysis / conceptualization d. Alternatives. e. Solution: state the best of the alternatives and the rationale

A (.9-1) B (.8-.9) C (.7-.8) E (<.7) GRADE

Grammar, Spelling, and general appearance (10%)

No errors in grammar, punctuation, or spelling errors; use of appropriate business language, overall appearance

1-2 errors in grammar, punctuation, or spelling; medium level use of appropriate business language, overall appearance

3-4 errors in grammar, punctuation, or spelling; low level use of appropriate business language, overall appearance

> 4 errors in grammar, punctuation, or spelling; inappropriate business language, overall appearance

 

Introduction (10%)

Includes most relevant internal/external facts and background

Includes relevant internal/external facts and background

Includes some relevant internal/external facts and background

Includes few or no relevant internal/external facts and background

 

Problem Definition – Issues (10%)

Clarity in specifying one problem statement

Moderate clarity in specifying one problem statement

Mediocre clarity in specifying one problem statement

No clarity in specification of problem statement

 

Critical analysis (20%)

Accurately identifies one or several concepts related to the problem

Identifies one or several concepts related to the problem

Inaccurately identifies one or several concepts related to the problem

Does not identify one or several concepts related to the problem

 

Alternatives (20%)

Clearly specifies 2-5 alternatives as solution to the problem

Specifies 2-5 alternatives as solution to the problem

Vaguely specifies 2-5 alternatives which may be related to the problem

Does not specify 2-5 alternatives to solve the problem

 

 

 

Solution (20%)

Clearly identifies the best alternative, and the rationale for that decision

Identifies the best alternative, and the rationale for that decision

Incomplete identification of the best alternative, and the rationale for that decision

Does not Identify the best alternative, and the rationale for that decision

 

Overall (10%)

Logical flow of substance of paper within paragraphs and throughout paper.

Flow of substance of paper within paragraphs and throughout paper not fully logical.

Flow of substance of paper within paragraphs and throughout paper not logical

Flow of substance of paper within paragraphs and throughout paper not present.

 

Final Grade /150

 
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Creative_Writer

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200 WORDS EACH

 

(1) Watch the Steve Jobs video in Unit 8: “How to Live Before you Die”

 

https://www.youtube.com/watch?v=mUlN78N1NN8

What moved you and what lessons did you learn from him? and/or How can you apply this to the workplace?

 

 

(2) Choose two moons shots (ATTACHED) which you feel are most significant in changing the future of management and leadership in organizations.

  1. Discuss why these two are important to you and how you can apply these in your organization.
  2. What would the impact be in your organization if implemented? What would be the challenges and barriers to implementation?

Here are my choices…more questions than answers:

Redefine the Work of Leadership and Reducing Fear and Increase Trust.

Redefining the Work of Leadership…I think leaders need to provide a more compelling meaning in who we (leaders and subordinates) are in an organization and where we are headed.  I am also interested in finding out more about leaders being social architects, looking deeper into the employees’ and customers’/consumers’ behaviors. Also important is understanding the community we are surrounded by, and creating a collaborative and innovative environment to increase innovation, making a better product/service and having an engaged workforce.

Reducing Fear and Increasing Trust…I am still amazed at hearing from students how much fear is present in organizations and subsequently, how unapproachable managers still are in the workplace. I want to know what causes this culture of fear and more importantly, how is it able to be sustained for so long. My doctoral work originates with cultures of fear and intimidation in organizations. Not just from employees being bullied, but what type of experience employees bring from previous jobs. Many have been bullied and have formed a distrust of management, making it difficult for a non-intimidating culture to gain their trust. How do we suspend these assumptions and allow for a more open dialogue between each other?  We are afraid to open our mouths because of the risk of losing our jobs?  That does not sit well with me.

 

(3) How can you use Systems Thinking (BOOK ATTACHED) to simplify your daily life?  Or is System Thinking just a “corporate” way of defining and justifying common sense?  Give this one some real thought!!

 
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HIM 500 Milestone One Guidelines And Rubric

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Overview: Imagine you have been contracted to consult on the recent developments at the Featherfall Medical Center. Featherfall has been struggling of late; it

has had a series of problems that have prompted your hiring. It has faced the following issues:

1. Featherfall has recently violated several government regulations regarding the current state of its technology and how it is being used. The technology

system is vastly out of date, and staff are not always using the technology that is in place or they are using the technology inappropriately. These

problems have lost the institution lots of money for not meeting government regulations and have caused operational and ethical problems from

inefficient and ineffective use of technology.

2. The staff at Featherfall are not well-trained on the use of technology and do not communicate appropriately about technology use. The roles that

pertinent to your consult are the health information management team, the clinical staff (doctors, nurses, etc.), and administrative staff. The health

information management team uses proper coding practices, and the current technology system serves them well, despite its age. However, other roles

in the hospital have had issues with the system. Clinical staff, for instance, have had record-keeping issues both due to lack of training on the system and

the system itself being out of date. Administrative staff within the organization have taken issue with the lack of communication about the technology

and its use between the various roles. When the current technology system was chosen many years ago, the needs of these various roles were not

considered.

In this milestone, you will submit a discussion of the history of healthcare information management/informatics and the current landscape in terms of

technology. This milestone will set the stage for your project.

Specifically the following critical elements must be addressed:

I. Preparation for Consult: In this section of your final project, you will prepare for your consultation on the organization’s technology choice. To prepare,

you will analyze the field of health information management for determining standard technologies and guidelines related to technology use in order to

inform your technology selection.

A. Analyze key historical events in the field of health informatics for how technology has been used that could inform the management of health

information. Be sure to support your response with appropriate examples.

B. Determine guidelines for technology use in the field of health information management that Featherfall could implement. Be sure to support

your response with research.

C. Determine the standard technologies currently used in the field of health information management. Be sure to support your response with

research. For example, what record-keeping technologies are typically used in the field?

D. Develop an overview of how the pertinent roles described at Featherfall would interact with technology.

E. Describe the process you would use to evaluate new health information technology systems. Be sure that your process will evaluate new

systems based on how they meet the needs of the organization and how they are compliant with health regulations and laws.

Rubric is attached as well.

This milestone must be 2–3 pages in length (plus a cover page and references) and must be written in APA format. Use double

spacing, 12-point Times New Roman font, and one-inch margins. All references cited in APA format.

 
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Business Ethics: Cognitive Moral Development & Conflict Of Interest Issue

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 1 –Cognitive Moral Development :

 

PAG 104: EXERCISE:Understanding Cognitive Moral Development Molly has been a local newspaper reporter for over 10 years. She learned that Joe Thompson, a candidate for governor, had been arrested for shoplifting 20 years earlier. She also learned that early in his life, Thompson went through a confused period when he did things he later regretted. The shoplifting was treated as a minor offense and removed from his record. Since then, Thompson has had a distinguished career helping people and leading important community projects. Many people consider him to be the best candidate who will likely go on to other important leadership positions. Molly wonders whether she should write a story about Joe’s earlier troubles that could

ruin his chance to win. 

Can you characterize Molly’s thinking in terms of cognitive moral development

levels? Which of the following questions represents preconventional, conventional,

and principled thinking?

& Are there any laws against writing the story?

& Would getting “the scoop” help or hurt my career?

& If I don’t publish the story, wouldn’t another reporter write the story anyway?

& What action would best serve society in the long term?

& How would my boss react if I wrote, or didn’t write, the story?

104 SECTION II ETHICS AND THE INDIVIDUAL

& Aren’t reporters expected to report all the news regardless of the circumstances?

& Would Thompson pay me not to write the story?

& Would the election process be more just with or without reporting the story?

==========================================================================

 

-Review the discussion of Cognitive Moral Development on pp. 76-80 in the text. Then read the exercise, Understanding Cognitive Moral Development on p. 104.

A) Should Molly write a story about Joe Thompson’s earlier arrest?

B) Which of the 6 stages of Cognitive Moral Development best justifies what you think Molly should do?

2-  Conflict of Interest Issue :

Page 146 Short Case: CONFLICT OF INTEREST ISSUE

You’ve just cemented a deal between a $100 million pension fund and Green Company, a

large regional money manager. You and your staff put in long hours and a lot of effort to

close the deal and are feeling very good about it. As you and three of your direct reports

are having lunch in a fancy restaurant to celebrate a promotion, the waiter brings you a

phone. A senior account executive from Green is calling and wants to buy you lunch in

gratitude for all your efforts. “I’ll leave my credit card number with the restaurant

owner,” he says. “You and your team have a great time on me.”

Reference

Trevino, L.K,. & Nelson, K.A. (2014).  Managing business ethics: Straight talk about how to do it right (6th ed.). NJ, USA: John Wiley & Sons, Inc.

=========================================================================

Read the short case on p. 146, “Conflict of Interest Issue.” Suppose that you are one of the people invited to the lunch. Often your director would buy you and your staff lunch to celebrate the successful completion of a difficult project.

A)  Would you consider accepting a congratulatory lunch to be a conflict of interest? 

B)  Suppose that your company’s conflict of interest policy prohibits all but “small gifts identified with a vendor’s name or logo,” but does not specifically prohibit lunches. How would that impact your decision?

Reference

Trevino, L.K,. & Nelson, K.A. (2014).  Managing business ethics: Straight talk about how to do it right (6th ed.). NJ, USA: John Wiley & Sons, Inc.

 
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Discussion Thread – Diagnosing Change

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Using the organization that your professor has preapproved, synthesize the organization’s readiness for change. Evaluate whether or not to implement your new program, policy, practice, or procedure. Submit a four to six (4-6) page paper in which you:

  1. Describe the company in terms of      industry, size, number of employees, and history.
  2. Analyze in detail the current HR      practice, policy, process, or procedure that you believe should be      changed.
  3. Formulate three (3) valid reasons for      the proposed change based on current change management theories.
  4. Appraise the diagnostic tools that you      can use to determine an organization’s readiness for change. Propose two      (2) diagnostic tools which you can utilize to determine if the      organization is ready for change. Defend why you believe the diagnostic      tools selected are the best choice for diagnosing change in the      organization.
  5. Using one (1) of the diagnostic tools      you selected, assess the organization’s readiness for change.
    1. Provide results of the diagnostic       analysis
    2. Explain the results
  6. Interpret whether or not the      organization is ready for change. Substantiate your conclusion by      referencing current change management theories.

Introduction

Organizational change requires for an organization to view the current processes such as operational methods, structure, strategies and the steps to be taken to improve practices. The best practice an organization can take when implementing organizational change is to prepare. Some of the disadvantages to organizational change include costs, personnel resistance and the direct effects the changes may present. Organizations must plan change out accordingly in order to successfully maximize change efforts. This paper entails the U.S. Navy implementing a new initiative to maximize customer service relations.

U. S. Navy in terms of industry, size, number of employees, and history

On October 13, 1775, General George Washington founded the Continental Navy to defend American Colonies from British attacks. The primary mission of the U.S. Navy is to maintain freedom of the seas making it possible for the United States to use the seas when and where national interests require it (“U.S. Navy”). The Navy is also primarily responsible for transporting Marines to areas of conflict (“U.S. Navy”). On April 30, 1798, a congressional act was signed by President John Adams establishing the Continental Navy as The Department of the Navy.

The United States Navy is one of the five armed forces branches in the United States of America and the largest most capable Navy in the world. As of March 2019, there are 332,507 personnel on active duty, 101,018 in the Ready Reserve and 274,854 Department of the Navy Civilian Employees totaling a force of 708, 379 personnel (US Navy, “Navy.mil Home Page”). Furthermore, as of today the U.S. Navy has 289 deployable ships and a plethora aircraft.

Current HR practice, policy, process, or procedure that should be changed

The Navy rolled out an initiative to consolidate several Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) locations designed to improve efficiency and provide Sailors with a modern service delivery model. Modernizing and centralizing customer support services are beneficial towards self-service initiatives, such as, updating records of emergency data, submitting changes to marital status, adding dependents, and requests to separate or retire online.

Consolidation of the personnel and customer support detachments led to massive workloads that are required to maintain adequate and timeliness of tasks in regards to customer service matters. The changes implemented were hastily implemented in a disorganized fashion without comprehensive guidelines. Furthermore, the implemented changes eliminated the face-to-face and personal aspect of customer service that was being provided to thousands of Sailors and civilian personnel. It is vital for all Command Pay and Personnel Administrator’s (CPPA’s) to maintain accountability, auditability, and full engagement with personnel in the absence of the local PSD’s and CSD’s.

To date, countless Sailors lack the guidance on how to initiate the vital requests they are now responsible to complete which requires them to rely on newly published guidelines or CPPA’s. The unknown is hinders personnel readiness for change. An abundance of Sailors lack guidance regarding individual requirements of the self-service integration, allowing room for needless error and delays. These errors and delays will require either additional training or consistent revisions from CPPA’s. Subject matter experts should have had active training and presented a trial period before the action was rolled out into the fleet.

 

1. Formulate three (3) valid reasons for the proposed change based on current change management theories.

2. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.

3. Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change.

a. Provide results of the diagnostic analysis

b. Explain the results

4. Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

US Navy. (n.d.). Navy.mil Home Page. Retrieved April 26, 2019, from

https://www.navy.mil/navydata/nav_legacy.asp?id=146

U.S. Navy. (n.d.). Retrieved April 26, 2019, from

https://foundationofpatriotism.org/new-exhibits/u-s-navy/

 
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Internal Consistency At Customers First Case Study

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Write a short paper addressing job analysis and job evaluation as they relate to employee compensation. Begin by thoroughly reading Chapter 6 the case study “Internal Consistency at Customers First” at the end of the chapter.

Internal Consistency at Customers First Case Study :

After 3 months in her new role as Director of Human Resources (HR) at Customers First, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company president Joan Bates to make her recommendations. Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay structure.

Customers First is a company that provides customer service for other companies. Small-to-medium-sized companies outsource their customer service function to Customers First, which manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Customers First has grown quickly in the 5 years since Joan started the company, and now employs more than 150 customer service representatives (CSRs) and other support staff.

The company’s quick growth has led to several problems with its compensation structure. Much of the company’s hiring has occurred in response to a new contract, and pay was set based on the current market rate for CSRs in order to attract the right talent. For example, an early client was a small retail store that needed fairly simple customer support. Four CSRs were hired and their pay was set at just slightly above minimum wage. In comparison, a more recent client required hiring 18 CSRs. The labor market was competitive at the time, and the company hired these 18 new employees at a pay rate well above what others at the company were paid. Such variance has occurred often in the hiring process, resulting in groups of CSRs at much different levels of pay for doing substantially similar work.

Deborah has heard many complaints from the supervisors about inequities in the pay of the CSRs. The supervisors are concerned that the inequities may lead to turnover among some of the staff. Deborah has examined the pay rates of the CSRs across the organization and agrees with the supervisors that there are some concerns. One particular concern is that the lowest paid group of CSRs is primarily female, while the highest paid group includes all male employees. By talking with the supervisors, Deborah has learned that there are some CSRs with different levels of responsibilities and skills, but they all hold the same job title. Deborah believes that an organization-wide job analysis and job evaluation is necessary to build an internally consistent compensation structure.

However, when she shared her recommendation with Joan, she did not receive the response she expected. Joan is resistant of the job analysis and job evaluation process as she thinks that having such a structured compensation system will limit the company’s ability to be flexible in the marketplace. Often hiring happens quickly in response to a new client contract, and they must hire the right skill set, which might vary based on the current market rates. Further, Joan suggested the entire project would be too time-consuming for Deborah and the other staff that would need to be involved. She felt their time would be better spent on other concerns such as recruiting new staff.

Then write a short paper that adequately answers the following questions:

  1. Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?
  2. What is your opinion of Joan’s view on job analysis and job evaluation?
  3. What do you recommend that the compensation professionals at Customers First do? Why?

Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document (in addition to a cover page and references) with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA style.

 
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Information Systems

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Question 1

Reading

Unit IV Study Guide

Chapter 6: The Cloud, Q6-1 – Q6-7

Chapter 8: Processes, Organizations, and Information Systems, Q8-1 – Q8-7

 

Unit IV Journal

 

Instructions

When you started your small business, you managed all business processes on your own. Now, your business is expanding, and you have hired employees to help. Would you consider implementing an ERP system or would you continue to use applications like MS Office (i.e. Word, Excel, Access) to manage your business processes? Be sure to explain the reasons behind your choice.

 

Your journal entry must be at least 200 words in length. No references or citations are necessary.

 

Question 2

Unit IV Essay

 

Instructions

Scenario: A company called Colony Nursery and Landscaping opened a new store located a few hundred miles away from its original location. The company wants to implement an award system that awards their customers with points whenever the customer makes a purchase, but the two stores are not able to share information. Colony Nursery and Landscaping will need to implement an enterprise resources planning (ERP) system that will solve the information silo problem by collecting and making available this user data. Colony Nursery and Landscaping is hoping that by providing customers with this award system, they will be able to maintain competitive advantage. Colony Nursery and Landscaping cannot afford to purchase, develop, or maintain this system on-site, so they are investigating cloud solutions.

In addition, for many organizations, Cloud Nursery and Landscaping included, information silos make it difficult to tap into needed information. Discuss whether or not the problem of information silos can be solved by using the cloud. Some organizations do not have the resources to construct or maintain their computer infrastructure, so they utilize cloud services instead to reduce costs and improve scalability. In this assignment, you will discuss whether or not the cloud offers solutions for Colony Nursery and Landscaping and identify an application the ERP system could provide. Compose an essay that includes the following elements:

Define what an information silo is.

Explain why information silos are a problem for organizations.

Discuss why organizations are moving to the cloud.

Determine whether or not using cloud services such as a cloud-based host for data storage would solve the ERP information silo problem at Colony Nursery and Landscaping.

Explain how using the ERP system and awards program would provide a competitive advantage for Colony Nursery and Landscaping.

Discuss why the implementation of an ERP system might require business process reengineering for Colony Nursery and Landscaping. Be sure to explain the business processes that will be affected such as the customer awards system as an example. Use diagrams or tables as needed, but this is not required.

Your essay must be a minimum of two pages long (not counting the title and references pages), and it must be formatted in APA style. You should include an introduction section that gives background and context to your reader. You must use at least two scholarly resources as references. Any information from these resources must be cited and referenced in APA format.

 
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Unit 3 Human Resource Management

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ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF) Unit 3 Human Resources Management

Assignment Brief

Session: February 2018

Programme title TNA67 Pearson BTEC HND in Business (RQF)

Unit number and title Unit 3 Human Resources Management

Unit Type Core

Unit Level and Credit Value

Level 4 15 Credit

Assessor (s) Prof Zakir Hossain, Mr Emmanuel Igwe, Mr Andrew Appiah

Issue Date 3 March 2018

Final assignment submission deadline

11-16 June 2018

Late submission deadline

18-23 June 2018

The learners are required to follow the strict deadline set by the College for submissions of assignments in accordance with the BTEC level 4–7 submission guidelines and College policy on submissions.

Resubmission deadline TBA

Feedback

Formative feedback will be available in class during the semester.

 

Final feedback will be available within 2 weeks of the assignment submission date.

 

General Guidelines

 The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source.

 Include a list of references at the end of your document. You must give all your sources of information.

 Make sure your work is clearly presented and that you use correct grammar.

 Wherever possible use a word processor and its “spell-checker”.

 

Internal verifier Dr Gilbert Zvobgo

Signature (IV of the brief) *

gilbert@iconcollege.ac.uk Date 1/3/18

 

 

 

Assignment Brief – continued

 

2

 

 

ICON College of Technology and Management Pearson BTEC HND in Business (RQF)

Unit 3: Human Resources Management Session: February 2018

Coursework Recommended Word limit: 3,000–4,000

This Unit will be assessed by assignment and an individual portfolio. You are strongly advised to read “Preparation guidelines of the Coursework Document” before answering your assignment. ASSIGNMENT Assignment Context and Scenario: As a newly appointed Human Resource Manager for your chosen UK-based organisation, you

have been tasked with leading on the restructuring of the department as part of organisational

change.

 

The Human Resources (HR) department will be restructured based on the findings of a review

report, which you have been asked to complete. You are to review the effectiveness of the HR

function within the organisation, researching the role and scope of HR and reviewing and

assessing the main HR functions within the organisation. This has to be submitted as a case

study report.

 

The case study assessment report should cover then following:

1. An overview of the organisation.

2. An explanation on the purpose of the HR function and the key roles and responsibilities of the HR function.

3. An assessment of the approach to workforce planning, recruitment and selection, development and training, performance management and reward systems.

4. The approach to and effectiveness of employee relations and employee engagement, and comment on the adoption of flexible organisation and flexible working practice and ‘employer of choice’.

5. Analysis of the internal and external factors that affect Human Resource Management decision- making, including key areas of employment legislation

6. An application of the Human Resource Management practices in a work-related context. What you must do The following tasks are required to be carried out: LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing in your chosen organisation with talent and skills appropriate to fulfil business objectives. Explain the purpose and the functions of HRM, applicable to workforce planning and resources in your chosen organisation. [P1] To achieve M1, you should assess how the HRM functions in your chosen organisation can provide talent and skills appropriate to fulfil business objectives using appropriate theories and models.

 

 

Assignment Brief – continued

 

3

Using examples from your chosen organisation, explain the strengths and weaknesses of different approaches to recruitment and selection. [P2] To achieve M2, you should evaluate the strengths and weaknesses of different approaches to recruitment and selection using suitable theories and models. To achieve D1 you should critically evaluate the strengths and weaknesses of different approaches supported by specific examples and independent judgement. (NB: To obtain D1 you must meet both M1 and M2 criteria). LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation

Explain how different HRM practices benefit the management and employees of your chosen

organisation [P3].

 

To achieve M3, you should identify and analyse the methods using appropriate models and specific

examples of how they benefit both the employers and employees of your chosen organisation. Evaluate the effectiveness of different HRM practices in your chosen organisation in terms of raising organisational profit and productivity [P4].

To achieve D2, you should critically evaluate HRM practices and their application, within the content

of your chosen organisation, using a range of specific examples and coherent and lateral thinking.

(NB: To obtain D2 you must meet both M3 and M4 criteria).

LO3 Analyse internal and external factors that affect Human Resource Management decision- making, including employment legislation

Analyse the importance of employee relations in your chosen organisation in respect to

influencing HRM decision-making. [P5]

Identify the key elements of employment legislation and the impact it has upon HRM decision- making in your chosen organisation. [P6] To achieve M4, you should evaluate the key aspects of employee relations and employment legislations in respect to influencing HRM decision-making with the application of relevant in your chosen organisation. To achieve D3, you should critically evaluate the employee relations and the application of HRM practices that inform and influence decision-making demonstrating convergent/lateral/creative thinking in your organisation. LO4 Apply Human Resource Management practices in a work-related context. As the Human Resource Manager in the Human Resources (HR) department of your chosen

organisation, you have been asked to take part in testing the new recruitment and selection

process. You have been asked to work in a small team (3–4 members) to design a job

specification for a particular job role and then you will take part in an interview simulation for a job

role advertised by another team.

The aim of your team is to test the recruitment and selection process and each complete an

individual document portfolio to submit. The document portfolio should include:

 

 

Assignment Brief – continued

 

4

1. The design of a job specification for one of a number of given positions in the organisation.

2. A CV for each student, tailored to apply for one of the positions advertised by another team.

3. Documentation of preparatory notes for interviews, interview notes based on selection criteria and a justified decision of the candidate selected.

4. A job offer to the selected candidate.

5. An evaluation of the process and the rationale for conducting appropriate HR practices. Illustrate the application of HRM practices in a work-related context, using specific examples from your chosen organisation [P7]. To achieve M5, you should provide a rationale for the application of specific HRM practices based on your chosen organisation. To achieve D3, you should critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in your organisation.

Grading Criteria

Learning Outcome Pass Merit Distinction

LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives

 

P1 Explain the purpose and

the functions of HRM,

applicable to workforce

planning and resourcing an

organisation.

P2 Explain the strengths

and weaknesses of different

approaches to recruitment

and selection.

M1: Identify and explain

the HR functions to fulfil

business objectives.

 

M2: Evaluate the

strengths and

weaknesses approaches

to recruitment and

selection

D1: Critically evaluate the

strengths and weaknesses

of approaches to

recruitment and selection

 

 

 

 

 

 

D2: Evaluate the HRM

practices and their

application

LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation

P3 Explain the benefits of

different HRM practices

within an organisation for

both the employer and

employee.

P4 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity.

M3: Explore different

methods used in HRM

practices

LO3 Analyse internal and external factors that affect Human Resource Management decision- making, including employment legislation

P5 Analyse the importance

of employee relations in

respect to influencing HRM

decision- making.

P6 Identify the key elements of employment legislation and the impact it has upon HRM decision- making.

M4: Identify the key aspects of employee relations management and employment legislations

D3: Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in an organisational context

LO4 Apply Human Resource Management practices in a work- related context

P7 Illustrate the application of HRM practices in a work- related context, using specific examples.

M5: Provide a rationale for the application of specific HRM

 

 

 

Assignment Brief – continued

 

5

Relevant Information Guide to student

1. Preparation guidelines of the Coursework Document

a. All coursework must be word processed. b. Document margins must not be more than 2.54 cm (1 inch) or less than 1.9cm (3/4 inch). c. The assignment should be in a formal business style using single spacing and font size 12. d. Standard and commonly used type face such as Arial should be used. e. All figures, graphs and tables must be numbered. f. Material taken from external sources must be properly referenced using the Harvard

referencing system. g. You should provide references using the Harvard referencing system. h. Do not use Wikipedia as a reference.

2. Plagiarism and Collusion

Any act of plagiarism or collusion will be seriously dealt with according to the College regulations. In this context the definitions and scope of plagiarism and collusion are presented below: Plagiarism is presenting somebody else’s work as your own. It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort. Collusion is copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure (For details on Plagiarism & Collusion please see the Student Handbook).

3. Submission

a. Initial submission of coursework to the tutors is compulsory in each unit of the course. b. The student must check their assignments on ICON VLE with plagiarism software Turnitin

to make sure the similarity index for their assignment stays within the College approved level. A student can check the similarity index of their assignment three times in the Draft Assignment submission point located in the home page of the ICON VLE.

c. All Final coursework must be submitted to the Final submission point into the Unit (not to the Tutor). The student would be allowed to submit only once and that is the final submission.

d. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.

e. Any portfolio for a Unit must be submitted as a hardcopy to examination office. f. The student must attach the tutor’s feedback from the First submission in between the cover

page and the answer in the case of Resubmission. 4. Good practice

a. Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress for loss or damage of your original copy.

5. Extension, Late Submission and Resubmission

a. If you need an extension for a valid reason, you must request one using an Exceptional Extenuating Circumstances (EEC) form available from the College examination office and ICON VLE. Please note that the tutors do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick, and should be submitted to the Examination Office.

b. Late submission will be accepted and marked according to the College procedure. It should

 

 

Assignment Brief – continued

 

6

be noted that late submission may not be graded for Merit and Distinction. c. All late coursework must be submitted to the Late submission point into the unit (not to

the Tutor) in the ICON VLE. A student is allowed to submit only once and that is also treated as the final submission.

d. Only one opportunity will be given for reassessment (resubmission) will be permitted and the assessment will be capped at Pass for the unit. In addition, no resubmission will be allowed in any component of the assessment for which a Pass grade or higher has been achieved.

e. Repeat Units – A student who has failed to achieve a Pass in both Final/Late submission and in the Resubmission must retake the unit with full attendance and payment of the unit fee. The overall unit grade for a successfully completed repeat unit is capped at Pass for that unit. Units can only be repeated once.

6. Submission deadlines Online to the ICON College VLE Final Submission date: 11-16 June 2018 Late Submission date: 18-23 June 2018 Glossary:

 

Apply: practice the knowledge and skills of HRM.

Analyse: Identify separate factors, say how they are related and how each one contribute to the topic. Assess: to determine the importance, size and value of something. Give careful consideration to all the factors or events that apply or identify which are the most important or relevant. Comment: Give your view after you have considered all the evidence. In particular decide the importance of all the positive and negative aspects. Critically evaluate: Point out differences which are particularly significant. Describe: Give a clear description that includes all the relevant features- thin of it as ‘painting a picture with words. Evaluate: review the information then bring it together to form a conclusion. Give evidence of each of your views or statement. Explain: Set out in detail the meaning of something, with reasons. More difficult than describe or list; it can help to give an example to show what you mean. Start by introducing the topic then give the ‘how’ and ‘why’ OR provide details and give reasons and/or evidence to clearly support the argument you are making. Examine: When you evaluate you look at the arguments for and against an issue. Identify: Point out or choose the right one/ give a list of main features. Illustrate: Include examples or a diagram to show what you mean. Provide: Make available for application in practice.

 
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