Critical Incidents

(Part 3:  pgs. 482-490) or (Part 4:  pgs. 598-607):  (Select one of the options)

Critical Incidents 3.pdf

to which you must respond with a well-constructed (and brief) case memo. “Well-constructed” means that your memo is firmly based in the management theory and practical applications of management that we have studied during the semester to that point. The memo must also offer coherent management solutions or recommendations for the problem presented in the case. Memos will be no more than two single-spaced pages and use a typical memo format (formatting instructions will be provided). A comprehensive rubric for the first memo is provided at the end of this syllabus to guide you. The second memo’s rubric will be very similar.  Use the questions for discussion to guide you in your responses.

Full disclosure: All memo assignments and team projects, which you will submit via Canvas, will be automatically run through IU’s Turnitin system to check for plagiarism.

Pro Tip: Write the memos from the perspective that YOU are the manager (or an individual participating in the decision-making process) who must deal with, solve, or assess the situation, issue, or problem for your organization. Make recommendations for addressing the current context, but also outline future ramifications and policy changes that might help to prevent uncertainty in the future. Finally, be sure to consider possible unintended consequences of implementing your recommendations. Above all, follow the instructions and rubric.

Rubric.docx

Dont use any resource frominternet
Dont use any resource frominternet
Dont use any resource frominternet

 
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Paper

Critical Analysis

Individual Paper: Critical Analysis

A critical analysis is an analytical study of a scholarly journal article relevant to required course readings and class work. Be mindful that journal articles are scholarly sources and not just any article located on the Internet that might be based upon opinion only and subject to bias. While there are a plethora of applicable journals, two examples of scholarly journals might be the Journal of Business Ethics or the Journal of Business & Management. Preferably, the subject and content will be from your personal work experience as it pertains to the course you are taking and will address issues currently facing human resource managers in the workplace. Please go to the City U online library to select your scholarly journal article. The Ask-A-Librarian feature is very helpful. The work selected for review must have been published within the last three years. The paper should be at least 6 pages in length and include a title page, abstract page, and a reference page as well as follow proper APA format.

A critical analysis, at a minimum, will address:

  • Relevance of the article to course content;
  • Analysis of the logic and completeness of the author’s argument and one which includes a discussion of the article’s strengths and weaknesses;
  • Your logical bases of agreement or disagreement with key issues or points stated in the article;
  • Additional scholarly support substantiating your arguments and responses to the article.

After uploading your assignment to this Blackboard Assignment check the box next to Plagiarism Tools to add your paper to the Global Reference Database. Adding your paper to the Global Reference Database will project your intellectual property from future plagiarism at CityU and other institution that use SafeAssign by insuring that you are given credit for original work.

Also, you are submitting your paper to SafeAssign (plagiarism prevention tool) to make sure you have properly attributed your sources. You have two attempts to submit your paper. You can review your first submission, make corrections and then submit for final grading by your instructor. 

I have attached the textbook and the two periodicals I selected.

 
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OL 211 Final Project Milestone One

OL 211 Final Project Milestone One Guidelines and Rubric Overview: This milestone is designed to begin a critical analysis applying knowledge gained within the course. This short paper assignment is the first step in the analysis of the company that will become your final project. For the final project, you will review the human resource management (HRM) in an organization through a real scenario. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission. Begin by reading the first 13 pages of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to HR-Customer Initiative at Maersk), located in your Harvard Business Review Coursepack. Start your short paper by briefly answering the following questions: 1. Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic). 2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the Module One discussion on this topic). Then, using the material on recruitment strategies provided in this week’s lesson and the case study, address the following: 1. Compare and contrast recruitment and selection of internal versus external candidates in general. 2. Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years. 3. Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and retention. Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper.

 
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Technostructural And Human Resource Management Interventions

Assignment 1: Discussion—Technostructural and Human Resource Management Interventions

Technostructural interventions focus on the technology and structure of an organization and involve change programs aimed at moving organization decision making downward to improve responsiveness and performance and to increase employee flexibility, commitment, and satisfaction. Due to the increase in competition and globalization practices, it has become an important area of work for organizational development (OD) practitioners.

Human resource management (HRM) interventions can include a focus on managing performance, developing talent, and managing diversity. These areas are also of concern when implementing a technostructural intervention.

Using the module readings, the Argosy University online library resources, and the Internet, research technostructural and human resource management (HRM) interventions and then select an organizational development (OD) intervention of particular interest to you.

On the basis of your research and analysis of the selected intervention, respond to the following:

  • Provide an overview of the intervention strategy in terms of its definition and purpose and approaches to it.
  • Explain the multicultural issues that may arise because of the intervention or that may need to be addressed for the intervention.
  • Provide a real-world example of the intervention from your experience or research.

Write your initial response in 300–500 words. Apply APA standards to cite sources.

Submission Details:

  • By Saturday, June 6, 2015, post your responses to this Discussion Area.

Through Wednesday, June 10, 2015, respond to at least two of your classmates’ posts. While responding, identify the similarities and differences between what you have constructed and what your classmates have.

 
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Case Study 1: Walmart Manages Ethics And Compliance Challenges

Case Study 1: Walmart Manages Ethics and Compliance Challenges

Due Week 3 and worth 200 points

Read “Case Study 3: Walmart Manages Ethics and Compliance Challenges,” located on page 407 of the textbook.

Then, read the article titled, “The Good, the Bad, and Wal-Mart”, located at http://www.workplacefairness.org/reports/good-bad-wal-mart/wal-mart.php.

Write a four to six (4-6) page paper in which you:

1. Examine the manner in which Walmart’s business philosophy has impacted its perception of being unethical towards supply and employee stakeholders. Provide one (1) example of Walmart in an unethical situation.

2. Determine the major effects that Walmart’s business philosophy has had on its human resource practices and policies.

3. Analyze two (2) of the legal mandates that workers and U.S. government has accused Walmart of violating. Provide an explanation as to why these legal mandates were violated, citing specific violations.

4. Evaluate the efficiency of the structure of the ethical decision making framework that Walmart has used in making its decisions. Provide a rationale for your response.

5. Recommend two (2) actions that Walmart’s Human Resources Department should take in order to improve the employees’ perspectives of Walmart’s human resources policies. Provide a rationale for your recommendations.

6. Use at least three (3) quality academic resources in this assignment.

Note: Wikipedia and other similar Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

· Describe the business ethics issues and definitions, theories, and frameworks important to organizational ethical decision making and the role of a human resource professional.

· Determine the role of stakeholder interests, the interrelationship of ethics and social responsibility, and the role of corporate governance in ethics.

· Examine ethical issues and dilemmas in business.

· Write clearly and concisely about issues in ethics and advocacy for HR professionals using correct grammar and mechanics.

· Use technology and information resources to research issues in business ethics and advocacy for HR professionals.

 
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CS/74

DUE DATE THU 7/07 @ 5PM

Grading Rubric for Cases

 

Your grade is a combination of the following elements:

 

1. Appropriate length of answer. One paragraph per question answered. Individual question minimum of 3 well-structured sentences in 12 point font.

 

2. Identification of correct human resource or management topic.

 

3. Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources. These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.  Review “Website resources” tab. Also you can google topics, laws, cases, etc.

 

4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author’s last name, page #).

Case #74 “You Be the Judge: Is This Job Exempt?, p. 225-228. This case is difficult and will take you at least 10 hours to complete. You may want to go to the dol.gov website for more help. The Fair Labor Standards Act has multiple provisions and you need to read through each one to fully understand whether these jobs are exempt or non-exempt. Please provide detailed answers that show your rationale for your decisions. What is this job exempt? What is this job non-exempt? What is your proof or evidence that you would use if the Department of Labor audited your personnel classifications. How would you defend the organization’s classification of these jobs?  For each of the 3 people, please answer the 2 questions under “procedures C”.

Your answer should be at least 2-3 pages with references listed at the end of the document on page 4 and in MLA 7th edition format

 

****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****

 

Instructors Manual  – Use Only as Guide – Plagiarism Software will be used!!!

 

74.          SKILL BUILDER: APPLYING THE FLSA — IS THIS JOB EXEMPT?

I.    Objectives

 

A.      To help you understand the application of the Fair Labor Standards Act (FLSA).

B.       To help you understand how the law is applied in determining whether jobs are exempt or non-exempt under FLSA.

 

II.      Out-of-Class Preparation Time: 60 minutes

 

III.    In-Class Time Suggested: 45 minutes

 

IV.    Procedures

A.      Read the exercise and review the Fair Labor Standards Act excerpt pertaining to exempt status (See Exhibit in textbook).

B.      The class should be divided into groups of four.

C.      Each group should read each of the incidents that follow and answer these questions:

1.        Analyze each case in respect to the tests that must be considered for determination of exempt status of executive, professional or administrative jobs.

2.       If you were the judge, how would you rule? Is the job exempt or non-exempt?  Why or why not?

 

SUGGESTED ANSWERS

 

General Note: It is important that the instructor go over the tests for the different exemptions.  Students must really understand that all of the different components of the test must be satisfied for a job to fall within the exemption.   All three cases deal with the administrative exemption because this it is the one that is most difficult and where there have been recent important court cases.

 

Case 1   Harry Phipps, Senior Professional Sales Representative

 

This scenario is based on an actual court case (Patty Lee Smith versus Johnson & Johnson).  The issue is whether Phipps’ position is exempt from the FLSA.  The students should first decide if the position of senior professional sales representative falls within one of the FLSA’s exemptions.  The court decided the outside sales exemption did not apply to Smith but the administrative exemption did apply.  The administrative employee test has three requirements.  While the company agreed that Phipps could be defined as an administrative employee under the first requirement:  Compensated on a salary or fee basis at a rate of not less than $455 per week.   But they disputed his qualification for that exemption under the remaining two requirements:  (2) whose primary duty is the performance of office or non-manual work directly related to the management or general business operations of the employer or employer’s customers and (3) Whose primary duty includes the exercise of discretion and independent judgment with respect to matters of significance.  The court found the administrative exemption applies to Phipps.  Phipps’ position required him to form a strategic plan designed to maximize sales in the territory.  The court felt this requirement satisfied the “directly related to the management or general business operations of the employer” provision of the administrative employee exemption because it involved a high level of planning and foresight, and the strategic plan that Phipps developed guided the execution of the remaining duties.  In terms of exercise of discretion and independent judgment with respect to matters of significance, the court found that Phipps executed nearly all of his duties without direct oversight.  Phipps could be viewed as the owner of his own business because he could run his territory as he saw fit.   Thus, Phipps is subject to the administrative employee exemption and not entitled to overtime.

 

Case 2   Cheryl Wiley, Auto Damage Adjuster

 

This case is based on Jerome Robinson Smith versus Geico Insurance.  The court found in favor of Geico and concluded that the position of auto damage adjuster falls within the administrative employee exemption.  The decision is based on the following:

·         The primary duty of a GEICO auto damage adjuster consists of assessment, negotiation, and settlement of automobile damage claims all of which requires exercise of discretion and independent judgement.  Although the parties differed on how much, both the company and employee agree the auto damage adjuster exercised some discretion.  The frequency of discretion is enough to satisfy the requirements of the long test for administrative employees.

·  tThe auto damage adjuster has the power to make independent choices free from immediate direction or supervision.  Employees can exercise discretion and independent judgment even if their decisions or recommendations are reviewed at a higher level.

 

·         Adjusters have the power to settle clams within their limits as long as they can justify their decision on the facts of the claim.

·         Adjusters make choices with respect to matters of significance.

 

Case 3   John Krauss and National Bank

 

This case is based on Michael J. Davis vs. J P Morgan Chase heard in the United States Court of Appeals in August 2009).  The court had to assess whether Davis performed day-to-day sales activities or more substantial advisory duties as an underwriter.   As an underwriter, Davis’s primary duty was to sell loan products under the detailed directions of the Credit Guide.  There is no indication that underwriters were expected to advise customers as to what loan product best their needs and abilities.   Underwriters did their job following procedures specified in the Credit Guide in order to produce a yes or no decision.  Their work is related neither to setting management policies nor to general business operations such as human relations or advertising.   The court found that all of the documentation submitted by Chase supported the observation that the underwriter position is one of production work.  Chase even referred to the job as production work and the department was categorized as “operations”.  Paying production incentives also suggests that the work of underwriters can be quantified.   The court concluded that the work of underwriter falls under the category of production rather than of administrative work.  The work was not conceptual nor did they exercise independent judgment.  Davis did not perform work directly related to management policies or general business operations.  Thus, the job of underwriter does not meet the administrative exemption because:  “an employee must both perform work directly related to management policies or general business operations and customarily and regularly exercise discretion and independent judgment.  Therefore, the position of underwriter does qualify for overtime pay. Please note the administrative test is in three parts and all three parts must be satisfied to fall within the exemption.

 

 
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DB – Brilliant Answers

If you were on the HR committee of the State Bank, what decisions would you suggest regarding raises for the tellers?

On an average weekly rate, the tellers were grossing more income than any of the other tellers from the other banks. This is the result of State Bank giving multiple raises, a merit raise and a cost of living raise, each year to their tellers. I would recommend continuing the cost of living raises, as this is a common practice. However, I would suggest that either the merit raises be combined with the cost of living increases to form one annual raise, or a bonus system be put into place instead of the merit raise. According to Evren Esen, director of survey programs at the Society for Human Resource Management, “with bonuses, you’re specifically rewarding someone for their behavior in a given year. And they’re more able to directly see the line of sight between their performance and the reward for that performance,” (Greenfield, 2016). And, since it seems that State Bank wants to reward their tellers for their excellent customer service, a bonus would be a better, more cost-effective way to do just that.

How much faith should the HR committee place in the accuracy of the wage survey?

The information given in such reports is highly regulated and standardized, and it may be subject to manipulation and mathematical errors. The organization has based their operations on increasing the profitability and growth of the company. It being the primary rule and motivator in which the company has set up its institutional structure, the management should look into improving and dwelling on this factor. The survey conducted may also be true, and the organization may be facing losses compared to the other banking institutions, but this should not be a reason to reduce the wages of the employees. The committee should evidence the facts discussed and illustrated by the survey as one of the reasons for lesser profitability but should also regard it as a motivational strategy and way to porch hardworking employees from other banking institutions.

Critique State Bank’s policy of giving merit raises that range from 0-8 percent?

Giving merit raises is a common practice in the workplace, when an employee’s performance warrants it. However, given that State Bank already gives the tellers an annual cost of living increase, I don’t believe that merit raises should be a guaranteed, annual thing. Rather it should be something reserved for if an employee gets a promotion or continually goes above and beyond what their job requires. The policy described above is beneficial to the organization in many ways; first, it has increased the customer satisfaction through fast and reliable quality service. The concept or benefit has given rise to higher revenue being experienced by the organization which is increasing the company’s position and status in the market. The benefits endowed upon this policy have more advantages for the institution than any other policy that would be formulated. The aspect of giving employees hope of increasing their revenue creates a position where a worker is inclined to do more and better to increase the social status.

Critique the bank’s policy of giving cost of living raises. Do you think that they should be eliminated?

The idea initiated by management is not bad since times are changing and prices of products and living are constantly on the rise. The bank should provide incentives that motivate employees to work to their full potential, and this is one of the many ways which they have included in their organizational structure that supports this venture. Although cost of living raises are typically only 1-2% (Greenfield, 2016), they give employees something to look forward to. In companies that have been giving cost of living raises for years, employees know when they are coming each year, and although they’re small, they look forward to them (personal experience working in HR). For these reasons, I do not believe that the policy of giving cost of living increases should be eliminated. This practice falls in line with Mr. Duncan’s belief that the most valuable assets are its employees and taking care of the workforce will increase the profitability and work effort put into duties and responsibilities (Nkomo et al., 2011, p. 197).

References:

Greenfield, R. (2016, June 21). Say Goodbye to the Annual Pay Raise. Retrieved April 06, 2017, from https://www.bloomberg.com/news/articles/2016-06-21/say-goodbye-to-the-annual-pay-raise

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.

 
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Case Study (Grand Targhee)

Week 6 – Grand Targhee Case

For this week’s assignment, you will read a case study from your textbook and respond in essay form, to several questions; applying the concepts and theories discussed in the readings.  There is no set word count or page requirement; however 3 – 5 pages of content should be adequate to answer each question using relevant resources to support your conclusions.

The essay should be in APA format, 6th edition, with a title page, in-text citations and a reference page.  An abstract is not required and should not be included.

Rewrite each question as a section header and answer each question completely, using relevant resources to support our conclusions.

Instructions

Please read Case 14 – Grand Targhee –  in the back of your Textbook, then formulate responses to the following questions.

  1.  How did the management of Grand Targhee create a service culture?  How did they ensure that service culture was embraced throughout the organization?
  2. What internal marketing concepts did Grand Targhee practice to support their overall marketing strategy?
  3. Explain why it is important to have a company where everyone is focused on serving the customer.
  4. Would you have done anything differently if you were on the management team at Grand Targhee?  If so, what; and why?  If not, why not?
 
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HR Case Questions

Strategic Compensation chapter 2 case, page 47

 

Exempt or Nonexempt

 

Jane Swift is becoming frustrated with her job as a shift leader at Jones Department Store. She’s worked there for 6 months, and the full-time job has turned into more than full time. Several associates have left the store, and as a result, the past several weeks she has worked 45–50 hours each week. She doesn’t mind working the extra hours; she is just frustrated because she is not getting paid overtime pay.

She asked the store manager, Amy Kostner, about the overtime pay she was due. Amy informed Jane that shift leaders are part of the management team and are classified as exempt under the Fair Labor Standards Act. The store is not required to pay exempt workers overtime pay.

Jane agrees that she is part of the management team. As a shift leader, Jane runs the floor when she is on duty. One of the assistant managers sets the daily schedule of associates each week, but Jane and other shift leaders assign the associates to various work areas as needed. Depending on store traffic, associates need to be moved from stocking shelves and cleaning to cashiering or assisting customers. When not work- ing on such management responsibilities, the shift leaders generally assume the duties of associates by assisting customers and cashiering. Jane reports that she typically spends only a little more than half of her time performing associate duties.

Shift leaders are also involved in managerial decisions. For example, they often sit in on employment interviews and typically are aware of employee terminations before the employee is fired. They also give feedback about the associates to the assistant managers who write the annual performance appraisals.

Just like a manager, Jane makes a lot of decisions during the course of her shift each day. If there is a dispute on a sale price, Jane searches the weekly sales flyer to determine the correct price. If a customer has a return, Jane reviews the transaction and initials it before the cashier can give a refund. However, she does not have complete autonomy in making decisions. For example, if a return is greater than $50.00, an assistant manager or the store manager needs to approve the refund.

But even though she agrees that she is part of the management team, Jane isn’t satisfied with Amy’s answer on her question about pay. If she isn’t eligible for overtime pay, she thinks that she should be paid more. While she is paid at a higher rate than most of the associates, she is not paid nearly as much as the assistant managers. A pay increase or overtime pay would at least make it worthwhile for her to put in the extra hours.

Questions:

2-6.Why did Amy classify the shift leaders as exempt? Are there any advantages to Jones Department Store to having the shift leaders classified as exempt?

2-7.Do you think that the shift leaders are properly classified as exempt? Why or why not?

2-8.What are some factors that Amy should consider when determining whether shift leaders are

exempt or nonexempt?

 

Page 22 case:

Crunch the numbers!

Calculating the Costs of Increasing the Total Compensation Budget at Butcher Enterprises

 

Butcher Enterprises has experienced substantial employee turnover among its office workers. During exit interviews, more than 80 percent stated that low pay was the top reason for resigning. The company con- ducted a survey of local companies’ pay practices to confirm whether this concern is valid. Indeed, Butcher Enterprises’ average hourly pay rate for total compensation falls well below the market. The compensation survey showed an average hourly rate of $23 for total compensation. Of this amount, wages are $16 per hour and benefits are $7 per hour. In comparison, Butcher Enterprises spends an average hourly rate of $19 for total compensation. Of this amount, 70 percent is allocated for wages.

Questions:

1-7. On an average hourly basis, how much does Butcher Enterprises spend on wages and benefits, respectively, in dollars?

1-8. How much does the company spend on wages and benefits over the course of one year for 100 office workers? Assume that each worker provides 2,080 hours of service each year.

1-9. How much additional money does the company need to match the market rates for this group of 100 employees?

 
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Application: Individual Case Study: Hiring Practices

Application: Individual Case Study: Hiring Practices

· Select one of these two cases for your individual case study:

Nkomo 38. Case: A Solution for Adverse Impact (p. 118)

o Nkomo 40. Exercise: Evaluating the Recruiting Function (p. 123)

· Review the Learning Resources that provide information on how to complete the calculations relevant to your chosen case.

For Nkomo 38. Case, this includes information on adverse impact in the textbook and optional study notes.

o For Nkomo 40. Exercise, this includes information on how to calculate selection and acceptance rates on pp. 231-232 of your Mathis text.

· Locate at least one external resource from the Walden Library or the Internet to help with analysis of your chosen case.

· Review the Week 3 Assignment Template in the Learning Resources.

· Job analysis homepage.

Submit by Day 7 a paper (500–700 words) that includes the following:

· Calculations relevant to your case study:

o For Nkomo 38 Case; this includes adverse impact

o For Nkomo 40 Exercise; this includes selection and acceptance rates for the position (you do not need to calculate the other yield rates on page 211 of the Mathis text)

· Answers to the questions associated with your case that meet the following requirements:

o Double-spaced paragraphs

o The question used as the header for each answer

o APA style format

o Support from external sources with correct APA citations

o An APA reference list

· Two job-related interview questions based on the Knowledge, Skills, Abilities, and Other characteristics (KSAOs) associated with your case and an explanation of how the questions relate to the KSAOs

 
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