Archive for year: 2023

5

Assignment

Name

Course

Institution

Instructor

Due Date

AECOM is a Fortune 500, American based, multinational engineering and construction firm that leads the world in mega projects and infrastructure design/improvements through the use of cutting-edge engineering and design. With AECOM’s relatively short history, which stems from its establishment in 1990, AECOM managed to quickly merge with other like-minded organizations which boosted themselves as an industry leader and as one the world’s leading construction firms. AECOM’s strength in innovation as an industry leader has solidified themselves as a viable contender for the #1 construction company in the world by becoming a publicly traded company on the New York Stock Exchange while simultaneously dominating industry.

AECOM’s Mission, Vision and Core Values are to: Safeguard- Operate ethically and with integrity while prioritizing safety and security with everything they do; Collaborate- build diverse teams that connect expertise to create innovative solutions; Inspire- develop and celebrate our people, and elevate the communities we touch; Anticipate- understand the complexity of our clients’ challenges and help them see further; Deliver- grow our business through operational excellence and flawless execution; and to Dream- transcend the industry by reimagining what is possible – and realizing it (AECOM, 2020).

The role of Construction Project Manager (CPM) is the position that will be examined in further detail and discuss the importance of training and development for this position within the organization. CPM’s are essential from the beginning which is the design and conceptual development of projects through to the end which is the closing/completion of the project. CPM’s manage and coordinate all phases from Initiating, Planning, Executing, Monitor/Controlling and Closing phases (PMI, 2020). Additionally, CPM’s manage communication between engineers, designers and customers ensuring that all requirements meet the intent of the engineered design and that the aesthetics are to the customers satisfaction. CPM’s also liaison between crew leaders/superintendents on managing of schedules and priorities of efforts. CPM’s are essential in coordinating and managing all required transmittals and submittals relating to the project. Lastly, CPM’s manage the project budget from cradle to grave ensuring the project scope does not creep and wreck a budget/schedule while ensuring that a change control board/process is in place for the customer, engineer, designer and any other stakeholder of interest in the project.

Project Managers are aligned by the experience in which they have in their industry. CPM’s can range from levels starting at Assistant all the way up to Senior PM’s. AECOM employs approximately 2.8k CPM’s at any given time (Zippia, 2020). It is imperative that CPM’s are staffed accordingly on large projects in order to effectively manage schedules, budgets, manpower, materials, sub-contractors etc. Additionally, AECOM released FY21 forecasts predicting a 12% increase in operating capacities which directly translates into the need to attract and retain talent (Investor.Aecom, 2020). The forecast from O*Net’s website shows that Construction Project Managers are in high need and that they have a bright outlook (O*Net, 2020). For the reasons stated above, internal and external influences in attracting, training and retaining CPM’s is imperative to the success of AECOM’s operations.

Needs Assessment

The organization requires highly competent CPM’s who are able to execute projects according to policy and regulations. These requirements, of course, are also based on the company’s description of the professional obligations of a CPM. These obligations range from overseeing projects from the cradle to the grave all the way to financial management of the project. There are also varying levels of CPM’s within the organization ranging from assistants to senior CPM’s. Despite having the same professional orientation, CPM’s at different levels have different needs.

The CPM role needs highly competent employees who can perform the following key tasks as highlighted by the organization:

1. Schedule management

2. Task management

3. Finance management

4. Manpower management

5. Sub-contracting

6. Material acquisition and utilization

7. Design and conceptual development of projects

8. Communication management

These tasks are highly essential for AECOM CPM’s and their mastery is the measuring bar for the level of competence of the CPM. The person is also an important part of the greater task assessment. AECOM needs employees who are able to adjust and cope with the tight work schedule and high-performance demands. CPM’s working for the company must be able to display a sense of self drive and determination and strong performance vigor.

The CPM’s have to be armed with information on the standard working procedures at AECOM. This information includes the work rules of engagement as well as professional obligations that are expected of them. The aim of this information is to ensure that they achieve a 95% completion rate when it comes to their projects. This completion rate is in reference to both actual performance completion as well as quality of the deliverables associated with the work they do. Improvement in these two key areas will ensure that the company is able to meet its goals which include transcending the industry through development.

Reinforcement Theory

This theory is to the effect that employee behavior can be changed through reinforcement. In this regard rewards are used to reinforce desired behaviors and punishment used to discourage undesired behavior (Sheckley & Keeton, 2015). Examples include bonuses for good work and financial penalties as a response for undesired work. This theory also has elements of extinction. Extinction in this regard means stopping an individual from performing certain learnt behavior (Sheckley & Keeton, 2015).

Reinforcement theory involves putting in place reinforcement measures in line with the goals and objectives of the organization. An example of this is the goal by AECOM to develop high performing diverse teams. Reward systems can be put in place for employees who excel in such a setting as a means of encouraging other employees to follow suit.

Goal Theory

Goal theory focuses on the establishment of specific goals as intrinsic motivation. It involves the establishment of a clear link between the difficulty of a given goal, the level of performance of employees and the degree of effort involved in achievement of the given goal (Noe, 2014). If, for example, AECOM focuses on its goal of becoming the leading construction company in the world then the employees have to perform at the highest level possible. They have to be industry leaders when it comes to innovation and performance. The goal to become the very best will be their main driving force.

Need theory

Under needs theory motivated behaviors are seen as efforts aimed at meeting certain needs. In this regard the job of a manager is to clearly understand what the people need and to ensure that the work environment is structured in such a manner that it allows people to actively pursue and achieve these needs (Hosmer, 2015). Maslow’s hierarchy of needs also plays a massive role in understanding employee needs. The manager must understand the level at which the employees are on the hierarchy. If, for example, an employee is seeking to satisfy their esteem needs then any form of praise coming from management will be highly essential for the employees. Basically, the members of management have to be well in tune with the body of employees in order to understand their various needs and how to facilitate the achievement of these needs.

Theory Selection

The theory selection process focused on the theory that would allow AECOM to achieve both its short term as well as its long-term goals in the most efficient way possible. Goal theory comes off as a very strong contender in this regard. The idea here is to intertwine the goals of the organization with the personal goals of the employees. This can be achieved through a training program that familiarizes the employees with the organization’s goals and encourages them to actively pursue these goals. The fact that the goals are intrinsic in nature means that the employees will have an intrinsic sense of motivation to pursue the goals.

Employee Orientation Program

The hands-on methods will be employed for orientation. This is a method that requires employee involvement in the general training. Of special interest are actual work place simulations involving various aspects of decision making. These simulations will take place within the first week of employment. The idea here is to recreate various problem based real-world work-related situations. The CPM’s can then work on these situations along with their trainers and supervisors.

The simulations in question will help to acquaint the CPM’s with the work requirements of the real world. They will be put in various high-pressure situations and trained on how to make the most decisive choices under such situations. The idea here is to basically throw them into the proverbial deep end with regard to the work they will be required to perform. The exercise will introduce them to the various pressure related situations that they will have to deal with while on the job.

Training and Development Program

…

Online Training

…

Interactive Training

…

On the Job Training (OJT)

…

A Training Evaluation Plan

…

Reaction Outcomes

…

Learning Outcomes

…

Skill and Behavioral Outcomes

…

References

AECOM. (2020, 11 29). AECOM. Retrieved from AECOM ABOUT US: https://aecom.com/about-aecom/

Businesswire (2020, 11 29). Businesswire. Retrieved from Businesswire: https://www.businesswire.com/news/home/20140320005239/en/AECOM-named-one-of-the-%E2%80%9CWorld%E2%80%99s-Most-Ethical-Companies%E2%80%9D-for-fourth-consecutive-year

Hosmer, D. (2015). The manager’s guide to employee development. American Society for Training and Development.

Investor.Aecom. (2020, 11 29). Investor. Retrieved from AECOM: https://investors.aecom.com/news-releases/news-release-details/aecom-unveils-fiscal-2021-and-long-term-financial-targets-its

Noe, R. (2019). Employee training and development. McGraw-Hill.

O*Net (2020, 11 29). O*Net. Retrieved from O*Net: https://www.onetonline.org/find/quick?s=construction+project+manager

PMI (2020, 11 29). PMI.ORG. Retrieved from PMI.ORG: https://www.pmi.org/

Sheckley, B. G., & Keeton, M. T. (2015). Improving employee development: Perspectives from research and practice. AuthorHouse.

Zippia (2020, 11 29). Zippia. Retrieved from Zippia: https://www.zippia.com/aecom-careers-249/

 

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

[INSERT TITLE HERE] 3

Running head: [INSERT TITLE HERE]

[INSERT TITLE HERE]

Student Name

Allied American University

Author Note

This paper was prepared for [INSERT COURSE NAME], [INSERT COURSE ASSIGNMENT] taught by [INSERT INSTRUCTOR’S NAME].

Module 5 Homework Assignment

PART I: BACKGROUND ASSESSMENT

Directions: Answer each of the following questions. Your responses should be 3-5 sentences in length for each question.

1. If a claim has not been paid, should you rebill? If not, what should be done instead?

2. What is an appeal, when can an appeal be filed, and what are the basic steps you should take before filing an appeal?

3. What is a “write-off,” and what are three circumstances in which it can be performed?

4. What are some inherent risks of discounting medical fees and ways to avoid these risks?

PART II: CRITICAL THINKING

Directions: Please provide responses to questions below. If necessary, please use examples or information from the textbook and/or LIRN. You may find the LIRN articles that you read in the Lecture Notes helpful. Please use proper APA citation for any resources that you use. For concise APA formatting guidelines and LIRN guidelines, please visit the Academic Resource Center (ARC). Your responses should be 1-2 paragraphs in length for each question.

1. A multiple EOB/RA comes back to a large group practice filled with details of the status of claims including a voucher (check), suspended claims, denials, and rejections for various patients and physicians. What are some steps the medical office administrator can take to record the completed transactions and address any outstanding problems?

2. How does the review and appeal process work for government and large private insurers?

3. Describe the accounts receivable administrative functions in general—what kinds of procedures need to be incorporated into the practice’s business methods and manuals?

4. A specialty practice in oncology is considering contracting with a collection agency to pursue outstanding payments due from patients. What are the key considerations in moving forward with this business decision?

PART III: LIRN ACTIVITY

After reading the LIRN article below, which was also included in the Module 5 Lecture Notes, please answer each of the following questions. Each question should have a 2 to 3 paragraph response. Remember to support your work with APA references and in-text citations. Please visit the Academic Resource Center for concise APA guidelines.

Gardner, D., & Tempest, R. (2007). The revitalization of a business office: How one system increased its self-pay collections. Healthcare Financial Management, 61(3), 80-2, 84. Retrieved from http://search.proquest.com/docview/196382832?accountid=141600

1. In the LIRN article “The revitalization of a business office: How one system increased its self-pay collections”; describe (in detail) the changes that needed to be made to retool the self-pay collections department.

2. What are some of the advantages and disadvantages of a ‘self-pay’ collections method?

3. Describe a few of the technological changes that increased financial results for the self-pay collections department at Health Alliance of Greater Cincinnati.

4. What (if any) changes would you suggest to increase positive patient relations in the self-pay collections department?

 

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

Professional Practice Activities (PPA) are activities designed to expose you to real, sometimes virtual, professional/healthcare practices. For students enrolled in the Health Information Technology Program, PPAs are a required part of the curriculum mandated by the American Health Information Management Association (AHIMA).

Objectives

Upon completion of this activity, the student should be able to:

• Determine medical staff compliance with hospital policy relating to delinquent records.
• Calculate delinquency rates for health records, history and physicals, and operative reports.
• Construct data displays using Microsoft Excel.
• Analyze data and prepare a report regarding medical staff compliance with Joint Commission standards.

Instructions

For the purpose of this assignment, assume that you are the manager of the HIM Department of General Hospital. General Hospital is due for a Joint Commission accreditation survey in six months. The CEO asks for a report regarding medical staff compliance with Joint Commission requirements for delinquent records last year. The following are the two Joint Commission standards that address timeliness of medical record completion.

General Hospital is due for a Joint Commission accreditation survey in six months. The CEO asks for a report regarding medical staff compliance with Joint Commission requirements for delinquent records last year. The following are the two Joint Commission standards that address timeliness of medical record completion.

Joint Commission Standard Record of Care, Treatment, and Services (RC) RC.01.03.01 Documentation in the medical record is entered in a timely manner. Elements of Performance RC.01.03.01 The hospital has a written policy that requires timely entry of information into the medical record. The hospital defines the time frame for completion of the medical record, which does not exceed 30 days after the patient’s discharge. The hospital implements its policy requiring timely entry of information into the patient’s medical record. Joint Commission Standard Record of Care, Treatment and Services (RC) RC.01.04.01 The hospital audits its medical records. Elements of Performance RC.01.04.01 The hospital measures its medical record delinquency rate at regular intervals, but no less than every three months.

 

To implement this standard, General Hospital’s policies and procedures state:

• The medical record delinquency rates are monitored on a monthly basis;
• Action will be taken when a problem is indicated; and
• Data will be available to demonstrate improvement.

In addition, to ensure the timely entry of all significant clinical information into the patient’s record, the Medical Staff Rules and Regulations list the following documentation requirements:

• The total number of delinquent records may not exceed 50% of the total number of inpatient discharges and ambulatory surgeries performed for the month.
• The total number of delinquent history and physicals may not exceed 2% of the total number of inpatient discharges and ambulatory surgeries performed for the month.

The total number of delinquent operative reports may not exceed 2% of the total number of inpatient operations and ambulatory surgeries.

Download the following Delinquent Record Report.

1. Using Microsoft Excel, input the data from the Delinquent Record Report. Include report, column and row titles, and the monthly data.

1. Use Excel to calculate and automatically insert the total number of discharges for the month. Total discharges = Total Inpatient Discharges + Total Ambulatory Surgeries, for purposes of delinquent record calculations. Total operations = total ambulatory surgeries + total inpatient operations.

1. Use Excel to calculate and insert the number of delinquent records, history and physical exam reports (H & Ps), and operative reports permitted according the Medical Staff Bylaws for each month in 20XX based on the hospital’s statistics for that month. To calculate the year’s figure, the monthly average should be used. Therefore, have a final monthly average column and use Excel to compute the averages for all rows.

1. Using Excel, construct both line graphs and bar graphs showing the following

1. 1. The hospital’s actual delinquent records compared to the total number of delinquent records permitted by the Medical Staff Rules and Regulations for the 12 months in 20XX (do not include the total for the year)
   2. The hospital’s actual delinquent H & Ps compared to the total number of delinquent H & Ps permitted by the Medical Staff Rules and Regulations for the 12 months in 20XX.
   3. The hospital’s actual delinquent ORs compared to the total number of delinquent ORs permitted by the Medical Staff Rules and Regulations for the 12 months in 20XX.

Consider which of the graphs do you prefer to illustrate the hospital’s compliance?

1. Provide a narrative analysis of the findings for the CEO. Reference the table and use the graphs you prefer to illustrate compliance in the report. Include in the analysis whether the hospital was in compliance with the Medical Staff Rules and Regulations in each of the three areas during each month of the year. Was the hospital in compliance for the whole year?

1. Submit the following to your instructor:
   1. Delinquent Record Report Table
   2. Line and bar graphs
   3. Narrative analysis of findings.

Evaluation

This activity will be evaluated for:

• Accuracy of spreadsheet – Delinquent Record Report
• Accuracy and appearance of line and bar graphs
• Content and analysis of findings in the report for the CEO

Submit your completed assignment by following the directions linked below. Please check the Course Calendar for specific due dates.

Save your assignment as a Microsoft Word document. (Mac users, please remember to append the “.docx” extension to the filename.) The name of the file should be your first initial and last name, followed by an underscore and the name of the assignment, and an underscore and the date. An example is shown below:

Jstudent_exampleproblem_101504

Need Help? Click here for complete drop box instructions.

 

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

Cover page with:

Simulation Strategic Plan

HR 304 Spring 2019

Class time and Section ?

Group #

Group Names………

When submitted in Bb your report should have the 2 attachments on their “own page. See Bb in the “Simulation information” area and follow the guide for submitting your report in Bb

————————————————————————————————————————-

Strategic Plan Budget Strategy

Summary of your Q1 decisions and overall Sim plan – How will you spend your Q1 $1.4 million?

(you receive $1.5 million more for year 2/Quater5)

Note: the 9 choices within the Simulation for each of the 6 Practice Areas that are the exact same for each Quarter.

Example: Our company has decided to allocate a smaller portion of the budget in the first quarter and incrementally increase per quarter. The first quarter we will see what works well and what areas may need to be improved. Based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we can spend up to $225,000. The second and third quarter we have a budget of $325,000 each quarter and the last quarter we can increase spending to $425,000. Increasing spending incrementally will leave room for improvement in problem areas.

For first quarter spending we have decided to focus on selection, training, compensation, and performance appraisals. Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.

We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.

Note: There is no Attachment #1/ “X” chart this semester.

Quarter 1 Practice Areas	Option #	Spending
Performance Appraisals	7	$30,000
Work-Life Balance	2	$30,000
Training	3	$40,000
Talent Management	1	$0
Compensation	8	$55,000
Selection	8	$60,000
Total		$215,000

(Start on a new page)

Spending analysis for each of the 6 Practice Areas in Quarter 1.

The following is an explanation of why we chose each specific option.

Name–of the person writing this Practice section (do this for each of the 6 practice areas below)

List Practice Area , Option #, and the Cost like below

Performance Appraisal-Option 7, Cost: $30,000.00

Bold each selection description

“Ensure that EGS’s performance appraisal instruments meet the standard of business necessity by customizing evaluation criteria to eGS’s strategic goals and values as well as linking essential job functions in job descriptions to performance criteria in appraisals”.

The goal of our selection regarding performance appraisals is to increase productivity within the firm. Setting goals for employees that are in line with the strategic goals of the company will help lead everyone toward the same target. If everyone is on the same page, employees can operate more effectively within their positions. Investing in performance appraisals may also help to decrease absenteeism if the performance criteria includes attendance. This option is a good starting point because it fits within the budget and clearly explains to employees our common goals and their part in them.

Lastly, conducting performance appraisals can enable us to better plan the incorporation of new training in the workplace. By conducting appraisals, we can determine what training is necessary to increase employee performance in their essential job functions. Performance appraisals will also help set appropriate compensation levels. Some employees will stop working as hard if they feel they are not being compensated properly for their hard work. It can go the opposite way too. If you give raises without proper data you may be encouraging an employee to stop improving their performance because they are being paid for a higher level of work than they are producing.

Name

Work/Life Balance- Option # ?, Cost: $30,000

Bold description you choose for Quarter 1

“Sponsor a series of Dinners-For-Eight so employees and their partners can get to know others in eGS. Research on social capital and social support indicate that positive relationships in the workplace can reduce stress and increase satisfaction”.

The goal of this spending is to improve the overall wellbeing of our employees and to steadily encourage innovation through collaboration. If employees are encouraged to engage each other socially they will be more likely to work well together as teammates. This also encourages interdepartmental association. Hopefully, with improved satisfaction with work, our employees will also be more productive. Employees will also be less likely to leave the company if they are happy. This will also help reduce turnover.

It is both ethical and economical to ensure the wellbeing of our employees. It is in everybody’s best interest that employees are happy with their work-life balance. That means different things for different people, however some steps can be taken by any company to make sure there is balance. If employees feel that they are able to live their lives outside of work they are more likely to be satisfied and stay with a company. They will also be more productive at work if they are not preoccupied with juggling too much work and neglecting other responsibilities in other important aspects of their lives.

Next chosen practice area…

Name

Training- Cost: $40,000

Offer training to employees who’ve been with eGS less than two years to provide follow-up for the newcomer orientation. Mentors for newcomers could learn valuable skills and feel more established at eGS. Newcomers at eGS could feel more comfortable asking “silly” questions of someone who “learned the ropes” at eGS not so long ago. This could also build social capital in eGS.

The reason we chose this option is because it makes sense to have more experienced employees help new trainees learn. Having mentors will also increase job satisfaction and can reduce turnover rates. The training will teach newcomers the skills they need to perform well, build connections within the company, and maintain a healthy business culture. Having employees training together will also increase synergy. With our investment in training we hope to improve productivity, innovation, and turnover. We will improve our bottom line spending less on turnover and working smarter as well as harder.

Training is an important aspect of human resources because it impacts so many areas of the business. People are the most valuable resource in any company. If you can work to increase the knowledge and resources of people in your firm then the value of the company goes up. It is also necessary to ensure that all employees are respectful of the business culture and understand what is required of them. Training can help do all of this.

Talent Management- Cost $0

For our spending we decided to allocate $0 towards talent management. The reason for this spending amount was because we want our company to rely on correct training for our employees. We feel that if we have trained employees effectively and efficiently there won’t be a need to retrain or coach current employees. However, because of our budget plan we are prepared to give more money towards this section if needed for future quarters. Our strategy is to constantly improve our company little by little, to make the most profit.

The purpose of talent management is to prepare employees for future responsibilities and activities while rewarding employees by utilizing learning problems. However, we feel that training and compensation will solve this issue because we feel our employees are motivated more through benefits and compensation than advancement opportunities. Our plan is to have a continuous budget that will affect the learning process beforehand rather a learning process for current employees. From this strategic planning our company will increase employee spending and productivity. Our company will be utilizing our spending and resources to create productive employees and learning programs to earn the most profit.

Compensation- Cost: $55,000

Our purpose for our company’s compensation spending is to increase our productivity by preventing employee turnover and increasing our employee well-being. Our budget allocated $55,000 for employee compensation to increase employee motivation and company loyalty. From this we hope to increase employee performance so that our employees have a constant reminder for our brand’s values and work ethic. Our company wants to keep compensation plans public so that our employees are aware of the potential benefits they’re able to receive through hard work and reliability. We want to keep our compensation plans at our employee’s best interest from a budget, legal, and local perspective. Our company strives to make our compensation management effective by providing options for bonus, salary, stock, and commissions. By empowering our employees through compensation and benefits it will increase motivation and job performance in our company so that we’ll continuously be ahead of our competitors.

Pay and benefits are one of the biggest influencers for our company’s employee performance, both increase our brand motivation and loyalty. We believe positive incentives can be used to attract new employees while also increasing our current employee’s skills and ability. We want compensation to decrease employee turnover and increase our employee’s knowledge and performance for our company. We also want our employees to be focused and empowered throughout the work day and be constantly satisfied. We separated our company’s $55,000 budget for compensation into 4 major categories: base pay, wages and salary, incentive, and benefits. Our company wanted to be certain that we utilized our budget for both direct and indirect compensation to provide our employees with the best outcome. Our company’s compensation method will be based around positive and avoidance reinforcement. We want to have the ability to reward employees while still demonstrating that the amount of work ethic correlates to the amount of benefits. By doing this our company estimated $30,000 for base pay, wages, salary and incentives. Our company wants to make sure our employees are getting paid fairly and have the opportunity to receive overtime pay. We also wanted to provide stock options, by providing stock options it will display our employees loyalty while providing constant motivation. This will create the mentality of, “the harder I work the more I get paid,” not only in a job perspective but a financial perspective as well. Our leftover $25,000 budget we want to allocate towards our employee benefits. Our company wants to provide a mixed compensation package of benefit programs including retirement, health, life and disability insurance. By doing so we will build a strong employer to employee relationship built off of trust and reliability. By keeping our employees well informed and taken care of employee turnover rate will be reduced while incentives will provide an increase in productivity giving our company a successful advantage against others.

Selection- Cost: $60,000

The goal towards our selection spending is about understanding and choosing the right employees that have the types of KSA’s needed to successfully run our business. We believe efficiency in selection is the foundation for a business to continuously make profit due to the effects of turnover and well-being. Our recruiters must be committed to finding the best employees that will benefit our business while constantly being aware of the changing global economy, thus allocating parts of our selection spending to diversity. Gaining and recruiting applicants is one of the most important aspects in running our business because success comes from positive, effective, dedicated, and well-communicated employees. And when you have employees that are committed and satisfied it increases job satisfaction and well-being and decreases turnover and firing.

Our business is committed to finding the best employees that will have the most positive effect on our business. We have allocated our spending towards 5 major categories: recruiting, diversity, screening, interviewing, and turnover/well-being. Recruiting is one of the major receivers in our selection spending receiving $15,000. We chose this amount because our company believes that when you have a wide variety of options you find the best candidates. We want to improve our recruiting process so that our business thrives on employees that identify with our brand and values rather than hiring employees based off of the best resume. During the recruitment and process we also want to increase our online presence. By utilizing our resources to increase the amount of foot traffic for our website we hope to increase the amount of candidates and the diversity of our recruitment process. In order to reach out to different applicants in different areas and companies we allocated $10,000 to diversity. We also estimate $5,000 towards screening our applicants, we want to be certain our employees will have a positive impact towards our employees and business environment. For interviews we estimated $15,000 due to the variety of applications from our recruiting stage. We plan to have group interviews, one on one interviews, and video and phone interviews for applicants as well. Lastly, we allocated $15,000 for turnover and wellbeing to increase job satisfaction. We believe job satisfaction and wellbeing are major components for a successful business. If we have a higher turnover rate our company loses more money for re-selecting and re-training new employees, therefore finding and hiring the right applicants and making sure they are satisfied is a main component for profitable success.

(Start on new page)

Attachment #2

Team Member Job Description & Tasks

Note: you should list each team member name and their specific duites with bullet points

Jane Doe

In charge of writing out the strategic plan for our group on how we will be budgeting

ourselves to put us in the best position to win the simulation

Wrote about our choice in work life balance, giving a description of our selection, the

money we spent and why

Took all of the team members references, organizing them and formatting them to fit correctly

Joe Smith

In charge of taking notes on all our meeting times, discussions and making an agenda for our meetings.

Wrote about our selection in Training and talent management, the money we chose to allocate accordingly and describe why we chose this

Created group text for everyone to stay in easy communication with each other

throughout the project. Wrote our conclusion/spending analysis to our budget strategy on how our money was allocated and weather we came in under the budget.

John Smith

In charge submitting our final and completed Strategic plan paper on Black Board

Wrote about Performance appraisal explaining the choice we selected in this category as well as why we chose this option

Created group document for everyone to access online

John Doe

In charge of creating all our graphs to help easier explain and show our budget spent as well as all our choices and how they affected Key Performance Indicators

Wrote about our selection in compensation explaining the budget we chose to spend inthis category and why

Chose to be our designated selector and will be the only and final person choosing our selection in the simulation

Jane Chang

Wrote about our choice in selection describing the amount of money we chose to allocate

and why. Further breaking it down into five categories

In charge of describing everyone’s job description and the role they had in the creation of

our strategic plan paper

In charge of proofreading our finalized paper to make sure everything is correct before

submission

(Start on a new page)

Attachment 3

Meeting Notes and Agendas

Date:4/1/2016 Time: 1:00 pm Location: CSU Chico, Library Duration: 30 Minutes

Group Members In-Attendance: All members

Meeting Goal(s):

· Designate sections to complete for first part of simulation.

· Exchange Phone Numbers/Email Addresses

· Creation of Collaborative Google Doc

Important Business/Notes: Simulation Paper is Due 4/15/2016

Designation of Tasks:

· Creation of Google Doc: Joe

· Creation of Group Text: Jane

· Designation of Sections for first paper (Due 4/6): Betty

Tentative Next Meeting Date/Location: Wednesday, April 6th at 1:00 pm. Location: Library

Additional Notes:

Date:4/6/2016 Time: 1:00 pm Location: CSU Chico, Library Duration: 30 Minutes

Group Members In-Attendance: All

Meeting Goal(s):

· Assess Progress on first paper, due 4/6

· Designate person to submit paper

· Designate sections for Simulation Paper, due 4/15/2016

Important Business/Notes: Submission Due Date Changed to 4/7 at Midnight. Simulation Paper is still Due 4/15/2016

Designation of Tasks:

· Submission of Assignment: Trevor

· Creation of Google Doc for Strategic Plan: Ed

· Designation of Sections for Strategic Plan (Due: 4/15): Sarah

Tentative Next Meeting Date/Location: Wednesday, April 13th at 1:00 pm. Location: Library

Additional Notes: Everyone completed their tasks from the last meeting.

Date:4/13/2016 Time: 1:00 pm Location: CSU Chico, Library Duration: 30 Minutes

Group Members In-Attendance: All

Meeting Goal(s):

· Assess Progress Strategic Plan

· Designate person to submit Strategic Plan

· Work on Strategic Plan

Important Business/Notes: Simulation Paper is due 4/15/2016

Designation of Tasks:

· Submission of Strategic Plan: Betty

· Complete Individual Sections of Strategic Plan

(start on a new page)

Reference Page

Note: Below is fine…but it would be better to list the Six Practice areas in the order you wrote your summary reports and note the area each reference was used for:

Performance Management

Companion, K., LLC. (2015). HRSim Student manual. Retrieved April 8, 2016, from http://www.hrsimulations.com/documents/1/HRSim Student Manual 2015-2016 V1.0.pdf

Work Life Balance:

The Importance of Work-Life Balance – Boundless Open Textbook. (n.d.). Retrieved April 05, 2016, from https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/current-topics-in-human-resource-management-60/the-importance-of-work-life-balance-303-7294/

Help Your Employees Achieve Work-Life Balance. (n.d.). Retrieved April 05, 2016, from http://humanresources.about.com/od/glossaryw/g/balance.htm

Lussier, R. N, & Hendon, J. R. (2016). Human Resource Management: Functions, Applications, and Skill Development, 2nd Ed.. Los Angeles, CA: Sage.

Müller, A., Heiden, B., Herbig, B., Poppe, F., & Angerer, P. (2016). Improving well-being at work: A randomized controlled intervention based on selection, optimization, and compensation. Journal of Occupational Health Psychology, 21(2), 169-181 13p. doi:10.1037/a0039676

Diamantidis, A. D., & Chatzoglou, P. D. (2014). Employee post-training behaviour and performance: evaluating the results of the training process. International Journal Of Training & Development, 18(3), 149-170. doi:10.1111/ijtd.12034

 

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

read and use chapter summaries as resources for answer base

This week’s assignment is the analysis of a mini-case. The objective of this assignment is to strengthen your knowledge of this week’s material through the application of the topics to an actual scenario. As the ability to assess your knowledge and understanding of this material, please ensure that the deliverable that you submit is reflective of this knowledge, and demonstrates the appropriate level of depth of analysis and strength of positions.

This assignment should only be completed AFTER you have thoroughly read and reviewed this week’s assigned readings AND you have thoroughly read and reviewed the assignment instructions and criteria in the assignment grading rubric. As you develop your response throughout the week, be sure to continually review the instructions and grading rubric to ensure that your response takes ALL the included criteria into consideration.

Your assignment response should be submitted in a single document with the response for each case clearly and separately delineated within the same document. Your responses to each question within the case MUST be clearly numbered.

 

Please keep the following in mind about your assignment response:

• Before you submit your assignment response, ensure that it includes the appropriate number and types of citations and references, presented in the appropriate format. A minimum of FOUR external SCHOLARLY sources is required for this assignment. ALL of these sources must be from peer-reviewed scholarly journals.
• Please ensure that you upload the correct file and that the file that you intend to submit is what is showing in Moodle. You may resubmit as many times as necessary PRIOR to the deadline. Resubmissions after the deadline will not be accepted.
• Your submission will receive a Turnitin similarity score which must meet the required at or less than 20% threshold. This may take minutes, several hours, and possibly up to 24 hours depending on Turnitin’s queue length so please ensure that you complete your submission within enough time to edit and receive a revised score prior to the due date.
• If your score is greater than the 20% threshold, please redo your response and resubmit it here again. You will be able to edit and resubmit your response as many times as necessary until the deadline. Submissions that exceed the 20% threshold at the time of grading due to excessive similarity will receive a grade of zero. Submissions that exceed the threshold after the deadline will require documentation that the threshold was met at the time of submission. It is your responsibility as the student to obtain and provide this documentation. A screenshot at the time of submission of your similarity score is the preferred documentation required for this purpose. Please note that Turnitin does not keep this information and will be unable to provide it to you as documentation for this purpose.
• If you reference the course text, this does NOT count as an external reference as it is internal to the course. It should be cited appropriately. Content from the textbook MUST be cited.
• Within this course, Wikipedia and other open-source sites are NOT considered reputable sources.  Webster’s dictionary and other online dictionaries WILL NOT be counted as valid external references.
• Be sure to place a header “References” above the start of your list of references to reduce the likelihood that Turnitin will include those items in your similarity score.
• Please do not include the text of the case question prompts in your submission as this will likely increase your Turnitin similarity score.
• More detail is better than less. Be thorough in your responses and ensure that your submission reflects sufficient depth, analysis, and critical thinking consistent with a graduate-level business course. Look beyond the words provided in the case to assess what may have led to the situation presented and possible unidentified consequences.

 

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