7-8 Pages Double Space

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Case Exercise for Public Sector Human Resources Management (PPA 577) A Word About Case Studies

The purpose of a case study is to provide a thorough analysis of a situation or observation (case). A case study is an empirical investigation which provides an analysis beyond what might normally be observed on first impression. In this exercise, you will be asked to read a particular case study in public sector human resources. Based on this case, you will then perform a task appropriate for someone working in a public or non-profit setting. In essence you are doing a simulation. At the end of this project you will be able to demonstrate that you can perform a particular function as a public sector or non-profit manager as partial fulfillment of the Master of Public Administration (MPA) degree at California State University, Long Beach. General Instructions and Grading Rubric

The case “Some Counselors Are More Equal Than Others,” is posted on BeachBoard. Read the case carefully then write a professional memorandum recommending a specific course of action. The memorandum is a specific personnel action that you are initiating as an executive or analyst within the human resources department as Hearing Officer/Fact Finder. This will involve a high level of analytic, evaluative, and decision-making skills. You must do this, hypothetically, in your official capacity with the State of New Mexico. If you need help writing a memorandum, then Google or purchase a reference manual providing such information. If you want another source for writing a memorandum, you can also go on BeachBoard where the Case Studies are located, and under “Documents” download The Electronic Hallway, “Writing Effective Memoranda: Planning, Drafting, & Revising.” The memorandum must be exactly 10 pages in length and double-spaced.

Working with whatever memorandum style you choose, you will need to address the document to the State of New Mexico: (1) issue being addressed, defining the problem, or problem statement; (2) facts on all sides of the issue, historical chronology; (3) positions of the Union and the Human Services Department; (4) issue analysis based on the strongest and weakest points regarding Rose Paddock’s case; and (5) Hearing Officer/Fact Finder (which can literally be you or your Committee) recommendation at the end of the case study. Your recommendation can side with the employee association (union), the state, or be independent from the two. Whatever recommendation you arrive at, it must be based on the known facts, explicit policy (e.g., MOUs, state policy, handbook, etc.), case law, and federal law. If policy alternatives are recommended, then appropriate policy goals, procedures and strategies related to public sector human resources need to be made explicit. You can use the text we used in class, Public Human Resource Management, by Kearney and Coggburn as a reference for this and to cite case law and federal law if needed.

 

 

Structure

Your memorandum format should include, but not necessarily be limited to, the following elements: Issue Identification Facts of the Case Positions of Parties Involved Issue Analysis Recommendation Grading Rubric

Below is a grading rubric and grade key for the case-based exercise. The final score and letter grade will be based on the total number of points attained. Substance: Completeness 10 pts Major issue addressed, complexity and scope of the issue … Quality of analysis 20 pts All facts presented, positions clearly

stated and defined … Use of data, facts, laws 20 pts Data from the case, empirical evidence

examined, appropriate laws applied … Memo: Issue analysis 20 pts Discussion questions presented,

outcomes identified in responses … Recommendation(s) 20 pts Provides clear, logical assessment of issues

and results identified … Quality of writing 10 pts Memo format and structure, 10 pages in

length, grammar, spelling, syntax, written coherence …

Total 100 pts Grading: 100-90 = A; 89-80 = B; 79-70 = C; 69-60 = D; 59-00 = F

 
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HR Assignment 3

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Unit Assessment: CIPD Level 5 Resourcing and Talent Planning (5RST)

Unit Type: Core Credit value: 6

 

Background to Unit: Resourcing and Talent Planning

 

A fundamental part of the human resource (HR) management role is concerned with the mobilisation of a workforce, taking responsibility for ensuring that the organisation is able to access the skills it needs at the time and in the places that it needs them to drive sustained organisation performance. This involves attracting, retaining and, from time to time, managing the departure of staff from the organisation. Achieving this requires insight-driven strategic and operational activity. Organisations are obliged to compete with one another to secure the services of a workforce in labour markets that are continually evolving. One of the major aims of this unit is thus to introduce learners to the strategic approaches that organisations take to position themselves as employers in the labour market and to plan effectively so that they are able to meet their current and anticipated organisational skills needs. Another is to introduce the key operational tools, techniques and practices that organisations use to resource their organisations effectively. These encompass recruitment, selection, workforce planning, staff retention, succession planning, retirement and dismissal processes. The purpose of this unit is to provide an overview of the way different organisations are managing these activities and which are the most effective in the context of diverse and distributed locations.

 

Learning outcomes

 

1. Understand key contemporary labour market trends and their significance for workforce planning.

1. Be able to undertake talent planning and recruitment activities

1. Understand how to maximise employee retention

4 Know how to manage dismissal, redundancy and retirement effectively and lawfully.

 

Assessment criteria

 

Learning outcomes

The learner will:

 Assessment criteria

The learner can:
1. Understand key contemporary labour

market trends and their significance

for workforce planning.

 

 1.1 Assess the major contemporary labour market trends in different country contexts.

1.2 Explain how organisations position themselves strategically in competitive labour markets.

1.3 Explain the significance of tight and loose labour market conditions.

1.4 Describe the role of government, employers and trade unions in ensuring future skills needs are met.
2. Be able to undertake talent planning and recruitment activities 2.1 Describe the principles of effective workforce planning and the tools used in the process.

2.2 Develop basic succession and career

development plans.

2.3 Contribute to plans for downsizing an organisation.

2.4 Contribute to the development of job

descriptions, person specifications and

competency frameworks.

2.5 Explain the main legal requirements in relation to recruitment and selection.

2.6 Assess the strengths and weaknesses of

different methods of recruitment and selection.
3. Understand how to maximise employee retention. 3.1 Explain why people choose to leave or remain employed by organisations and the costs associated with dysfunctional employee turnover.

3.2 Assess the strengths and weaknesses of

different approaches to the retention of talent.
4. Know how to manage dismissal,

redundancy and retirement effectively and lawfully.

 4.1 Advise organisations on good practice

in the management of dismissals, retirements and redundancies that complies with current legislation.

 

 

Your task (3,900 words)

 

“You have been posed the following questions to answer by your Head of HR who is going to use this information to deliver a session to the Senior Executive Leadership Team.”

 

Question 1 (AC 1.1, 1.2, 1.3)

Write a short account which should briefly assess different labour market conditions in your own country and another country of your choice. In your account, briefly explain the significance of tight and loose labour market conditions and how organisations position themselves strategically in competitive labour markets.

Question 2 (AC 1.4)

Give a brief description of the role of government, employers and trade unions in ensuring future skills needs are met. (If you work in a country where Unions are illegal, you should clearly state this and indicate what other parties may be involved in ensuring future skills are met (for example, sector specific bodies responsible for skills development in the Oil and Gas sector)

 

Question 3 (AC 2.1)

Briefly describe the main principles of effective workforce planning and give some examples of any tools that may be used for this.

 

Question 4 (AC 2.2, 2.3, 2.4) Give a brief account of HR’s role in each of the following: – developing basic succession and career development plans – contributing to plans for downsizing an organisation – contributing to the development of job descriptions, person specifications and competency frameworks.

 

Question 5 (AC 2.5, 2.6, 3.1, 3.2)

· Explain some of the main legal requirements in relation to recruitment and selection and briefly assess the strengths and weaknesses of at least two different methods of recruitment and selection.

For programmes delivered outside of the EU, candidates should refer to local legislation. In the absence of local legislation, then candidates should refer to EU law.

· Go on to explain briefly why people leave or remain with organisations and provide a brief summary of some of the costs associated with dysfunctional employee turnover.

· Provide a brief assessment of the strengths and weaknesses of at least two different approaches to retaining talent.

Question 6 (AC 4.1)

Provide a brief summary of the advice you would provide to your organisation on ‘good’ and lawful practice for managing dismissal, retirement and redundancies.

 

Evidence to be produced

 

Answers to each of the six questions of approximately 3,900 words in total (divided appropriately across the questions).

 

You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.

 

All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count). Demonstrating evidence of wider reading through appropriate referencing will improve your answer and increase the likelihood of your work achieving a ‘Pass’.

___________________________________________________________________

 

Submission Checklist

1. Assignment cover sheet

2. Answers to 6 questions (3900 words)

3. Appendices (if any)

4. References/Bibliography

5. Updated Personal Development Plan

6. Updated Key Learning Summary

 

 

Ref: RST/PwCAssBankEQA/SH/Sep2017

 
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Case Study Assignment

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Case study

 

The company director has requested that your HR department provides a report to senior management at their forthcoming annual meeting to show how evidence-based practice approaches can be used to inform sound decision-making on people practices and business-related matters. Your departmental manager has asked you to provide this report.

In addition, for the second part of the report, you have been asked to provide them with examples that demonstrate how people practitioners gain understanding and insight through interpretation of data.

Report: Part one

You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:

· Provide evaluation of the concept of evidence-based practice and assess how evidencebased practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)

· Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (1.2)

· Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rational debate. (1.3)

· Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (1.4)

· Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)

· Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)

· Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (3.4)

 

Report Part two: Data analysis and review

Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.

 

1. Below is the data of labour turnover across three departments over a five-year period.

 

Year Administration

Total in department = 32

 Drivers

Total in department = 141

 Production

Total in department = 385
2016 4 21 39
2017 2 18 54
2018 8 32 82
2019 12 16 80
2020 9 32 112

 

The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.

· Present the costings for each year across each of the three departments.

 

· Represent the turnover per year as a percentage of the total number of employees in each department.

 

2. Presented below are two sets of data that has been collected from two departments during exit interviews. Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.

 

· Review and analyse the two data sets below.

 

Table 1.

Production – the data represents the number of employees making the comment of their main reason for leaving (52 refused to comment).

Left the job role because there was limited opportunity to enhance career. 24 Left because the work was boring or monotonous 45
Left the role because targets set by their line manager were unachievable. 3 Left because the working hours were unsocial 38
Left the job because their manager was aggressive and difficult to work with. 52 Left because of unforeseen life change 4
Left because there was limited opportunity to develop 12 Left through ill health 14
The role did not afford the opportunity to flexible working 68 Left because I wanted to retire early 7
Left because the working environment was not conducive to well-being 15 Left due to travel difficulties 5
Left to pursue another career 82 Left due to poor pay 94
Left because there was conflict amongst fellow employees 34 Left due to limited reward incentives 87
Left to go to further/higher education 19 Left due to emigrating to another country 1
Left because of leaving the area 5 Left due to care responsibilities 18

 

Table 2.

Payroll – the data represents the number of employees making the comment of their main reason for leaving (27 refused to comment).
Left the job role because there was limited opportunity to enhance career. 4 Left because the work was boring or monotonous 12
Left the role because targets set by their line manager were unachievable. 17 Left because the working hours were unsocial 2
Left the job because their manager was aggressive and difficult to work with. 7 Left because of unforeseen life change 4
Left because there was limited opportunity to develop 2 Left through ill health 1
The role did not afford the opportunity to flexible working 3 Left because I wanted to retire early 0
Left because the working environment was not conducive to well-being 1 Left due to travel difficulties 0
Left to pursue another career 3 Left due to poor pay 2
Left because there was conflict amongst fellow employees 4 Left due to limited reward incentives 5
Left to go to further/higher education 8 Left due to emigrating to another country 0
Left because of leaving the area 3 Left due to care responsibilities 8

· From the analysis present your findings using appropriate methods to highlight themes and trends that appear to be occurring. (2.1, 2.2, 3.2, 3.3)

· Make at least three recommendations to reduce employee turnover based on your analysis. Provide a rationale for your recommendations based on an evaluation of the benefits, risks and financial implications of potential solutions. (2.4)

 

 

 

 

 

It is essential that you relate to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

 

 

Your evidence must consist of:

Report : (approximately 3900 words)

 

Assessment Criteria Evidence Checklist

Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.

 

 

 

A: Report

Assessment criteria Evidenced Evidence reference

Y/N
1.1 Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice.   Report

(Page number)
1.2 Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities.    
1.3 Explain the principles of critical thinking including how you apply these to your own and others’ ideas.    
1.4 Assess how different ethical perspectives can influence decision making.    
2.3 Explain a range of decision-making processes to identify potential solutions to a specific people practice issue.    
3.1 Appraise different ways organisations measure financial and non-financial performance.    
3.4 Measure the impact and value of people practice using a variety of methods.    

 

Task two: Data analysis and review Evidenced

Evidence reference Y/N Assessment criteria
2.1 Interpret analytical data using appropriate analysis tools and methods.   Report

(Page number)
2.2 Review relevant evidence to identify key insights into a people practice issue.    
2.4 Provide a rationale for your decision based on evaluation of the benefits, risks and financial implications of potential solutions.    
3.2 Scrutinise key systems and data used to inform people practice in relation to measures of work and people performance calculations.    
3.3 Collate key findings for stakeholders from people practice activities and initiatives.    
 
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HRM 533 Assignment 1

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Assignment 1: Case Study: Geico

Due Week 3 and worth 150 points

Go to the Geico Website to read the “Total Rewards Program” at http://careers.geico.com/working_at_geico/total_rewards_program.

Write a five to seven (5-7) page paper in which you:

1.Determine which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and discuss your reasoning.

2.Create a strategy for ensuring that the Geico plan addresses all of the advantages.

3.Evaluate the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Recommend two (2) areas for improvement.

4.Assuming employees are unhappy with the current plan, offer two (2) improvements or changes to Geico’s total rewards program.

5.Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality 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:

•Define total rewards and describe the advantages of a total rewards approach.

•Analyze an organization’s strategy, workforce, operating environment, and key stakeholders to identify critical factors in designing a total rewards strategy.

•Evaluate the elements of a total rewards communication program.

•Use technology and information resources to research issues in total rewards.

•Write clearly and concisely about total rewards using proper writing mechanics.

Click here to view the grading rubric for this assignment.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric:

Points: 150 Assignment 1: Geico Case Study
Criteria Unacceptable

Below 70% F

 Fair

70-79% C

 Proficient

80-89% B

 Exemplary

90-100% A
1. Determine which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and discuss your reasoning.

Weight: 25%

 Did not submit or incompletely determined which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and did not submit or incompletely discussed your reasoning. Partially determined which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and partially discussed your reasoning. Satisfactorily determined which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and satisfactorily discussed your reasoning. Thoroughly determined which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and thoroughly discussed your reasoning.
2. Create a strategy for ensuring that the Geico plan addresses all of the advantages.
Weight: 20%		 Did not submit or incompletely created a strategy for ensuring that the Geico plan addresses all of the advantages. Partially created a strategy for ensuring that the Geico plan addresses all of the advantages. Satisfactorily created a strategy for ensuring that the Geico plan addresses all of the advantages. Thoroughly created a strategy for ensuring that the Geico plan addresses all of the advantages.
3. Evaluate the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Recommend two (2) areas for improvement.

Weight: 20%

 Did not submit or incompletely evaluated the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Did not recommend two (2) areas for improvement. Partially evaluated the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Partially recommend two (2) areas for improvement. Satisfactorily evaluated the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Satisfactorily recommend two (2) areas for improvement. Thoroughly evaluated the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Thoroughly recommend two (2) areas for improvement.
4. Assuming employees are unhappy with the current plan, offer two (2) improvements or changes to Geico’s total rewards program.

Weight: 20%

 Did not submit or incompletely assumed employees are unhappy with the current plan offered two (2) improvements or changes to Geico’s total rewards program. Partially assumed employees are unhappy with the current plan and offered two (2) improvements or changes to Geico’s total rewards program. Satisfactorily assumed employees are unhappy with the current plan and offered two (2) improvements or changes to Geico’s total rewards program. Thoroughly assumed employees are unhappy with the current plan and offered two (2) improvements or changes to Geico’s total rewards program.
5. 5 references

Weight: 5%

 No references provided Does not meet the required number of references; some or all references poor quality choices. Meets number of required references; all references high quality choices. Exceeds number of required references; all references high quality choices.
6. Clarity, writing mechanics, and formatting requirements

Weight: 10%

 More than 6 errors present 5-6 errors present 3-4 errors present 0-2 errors presen
 
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Chapter 11 Multiple Choice

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An  consists of:
An organization’s job structure and pay levels:
Which of the following would act as a market force during the development of a pay structure?
Identify the legal requirement(s) for developing a pay structure.
Which of the following statements is true of Equal Employment Opportunity laws?
The comparable-worth policy:
From an economic standpoint, identify the drawback of a comparable-worth policy.
Which of the following permits a lower training wage, which employers may pay to workers under the age of 20 for a period of up to 90 days?
The Fair Labor Standards Act (FLSA) includes provisions for:
Which of the following is a drawback of a minimum wage in terms of social policy?
An employee who earns a base rate of $10 an hour and receives a weekly attendance award of $20 works 50 hours this week (Overtime pay is required, whether or not the employer specifically asked or expected the employee to work more than 40 hours). His/her total compensation for the week will be:
Which of the following statements is true of the FLSA requirements for overtime pay?
Which of the following is true of the Fair Labor Standards Act (FLSA)?
Under the FLSA, exempt status of an employee depends on his/her:
_____ means that the employee is paid a given amount regardless of the number of hours worked or quality of the work.
According to the FLSA, which of the following is most likely a nonexempt employee?
Under the FLSA, which of the following statements is true of child labor?
The Davis-Bacon Act of 1931:
The Walsh-Healy Public Contracts Act of 1936:
Decisions about how to respond to the economic forces of product markets and labor markets limit an organization’s choices about:
Which of the following is true of competition in product-markets?
Organizations under pressure to cut labor costs may respond by:
Which of the following is true of labor markets?
The federal government tracks trends in the nation’s cost of living with a measure known as the:
Following and studying changes in the _____ can help employers prepare for changes in the demands of the labor market.
Which of the following is true about the Consumer Price Index (CPI)?
The size of the range of pay levels based on labor and product markets depends on:
The size of the range of pay levels based on labor and product markets depends on:
Economic theory holds that the most profitable pay level, all things being equal, would be:
A company that views employees as resources is most likely to pay the employees _____.
Pay policies are one of the most important human resource tools for:
The procedure in which an organization compares its own practices against those of successful competitors is known as:
The National Compensation Survey is an ongoing activity of the:
According to _____, people measure outcomes such as pay in terms of their inputs.
What is the advantage of two-tier wage systems?
Research on the effects of two-tier wage plans found that:
_____ play the most significant role in communication because they interact with their employees each day.
_____ is an administrative procedure for measuring the relative worth of an organization’s jobs.
Which of the following is true of compensable factors?
_____ provide the basis for decisions about relative internal worth.
Which of the following is true of key jobs?
A graphed line showing the mathematical relationship between job evaluation points and pay rate is termed as a(n):
A pay policy line:
A drawback of pay rates is that they:
_____ are sets of jobs having similar worth or content, grouped together to establish rates of pay.
_____ is a set of possible pay rates defined by a minimum, maximum, and midpoint of pay for employees holding a particular job.
Pay ranges are most common for _____.
Which of the following is true of pay ranges?
Overlapping _____ give the organization more flexibility in transferring employees among jobs, because transfers need not always involve a change in pay.
Assuming an organization wants to motivate employees through promotions, and assuming enough opportunities for promotions are available, the organization would want to:
A _____ is an adjustment to a pay rate to reflect differences in working conditions or labor markets.
Which of the following is true about job-based pay structures?
Which of the following is a disadvantage of a pay structure that rewards employees for winning promotions?
Which of the following is a characteristic of delayering?
Reducing the number of levels in an organization’s job structure is known as:
By combining more assignments into a single layer, organizations give managers more flexibility in making assignments and awarding pay increases which results in:
Which of the following is a disadvantage of broad bands?
Which of the following is a disadvantage of skill-based pay systems?
Which of the following is true about skill-based pay?
The compa-ratio:
Assuming that the pay structure is well planned to support the organization’s goals, the compa-ratios should be close to:
The _____ requires employers to make jobs available to their workers when they return after fulfilling military duties for up to five years.

 
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Assignment 3: Excel Problems

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Assignment 3: Excel Problems

At the end of each module, you will apply the module’s concepts by completing comprehensive assignments from the textbook.

Complete problems P16A-17B (p. 898), P16A-19B (p. 899),  P18-24A (p. 979), P18-26A (p. 980) in your textbook.

Present your analysis of the assigned problems in Excel format. Enter non-numerical responses in the same worksheet using textboxes.

By Saturday, June 4, 2016 deliver your assignment to the M2: Assignment 3 Dropbox.

Create the file with the following name: LastnameFirstInitial_M2A3.Excel.xls.

Assignment 3 Grading Criteria 
Maximum Points
P16A-17B 
Drew time line for assembly department
2
Computed the equivalent units
3
Assigned total costs in the assembling department
3
Prepared T-account for WIP inventory
3
P16A-19B
Drew time line for preparation department
3
Computed the equivalent units
3
Compute total costs
3
Prepared journal entry to record costs of sheets
3
Posted journal entries to WIP inventory and calculated ending balance
3
P18-24A
Computed revenue and VC for each show
2
Computed number of shows BP must perform to break even
3
Computed number of shows needed to earn $3,825,000 profit
3
Prepared BP’s contribution margin income statement
3
P18-26A
Computed Big Time’s break even revenue in dollars
3
Computed dollar revenues needed to earn OI of $11,200
3
Graphed Big Time’s CVP relationships
4
Computed new BEP if average revenues increased to $900 per trade
3
Total:
50
 
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Case Study

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 Case Study: NEW HR strategy makes lioyd’s best compary?

Please see the attached file to case study to answer four questions, which is in the attached filecase study. The questions at the end of the case study

 

require you to probe more deeply into a variety of topics covered in the chapter.

Explain how human resources managers and other managers can have rewarding careers by helping their firms gain a sustainable competitive advantage through the strategic utilization of people.

Explain how good human resources practices can help a firm’s globalization, corporate-social responsibility, and sustainability efforts.

Describe how technology can improve how people perform and are managed.

Explain the dual goals HR managers have in terms of increasing productivity and controlling costs.

Discuss how firms can leverage employee differences to their strategic advantage and how educational and cultural changes in the workforce are affecting how human resources managers engage employees.

Provide examples of the roles and competencies of today’s HR managers and their relationship with other managers.

You will express your understanding of the topics by composing a few short paragraphs.

 
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HRM 520 Assign 2

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Assignment 2: System Development Life Cycle: Phase III – Design

Now that you assessed the business, identified some of the inefficient HR related processes plaguing Larson Property Management Company, and pinpointed a few possible solutions, it is time to choose an HRIS application that will best suit the business. In this assignment, you will provide a blueprint for the new system, and select a vendor that provides the type of HRIS you believe is most efficient and effective.

To prepare for this assignment, review the Larson Property Management Company case scenario, and then research logical process modeling with data flow diagrams and HRIS vendors that may suit the needs for Larson Property Management.

Instructions:

Write a three to four-page proposal, in which you:

Two Ways to View an HRIS: Data Versus Process

1. Explain the importance of viewing the HRIS from both a data and process perspective. Next, explain how the change team will use this information to address identified needs from Phase II: Analysis.

Logical Process Modeling with Data Flow Diagrams and Physical Design Choice

2. Based on your research of logical process modeling with data flow diagrams, explain the key business activities and processes in the HR system, and how the data will flow. Next, determine the physical design and explain your reasoning for the design. Defend your decisions with theory and findings from past readings and class activities.

Choose HRIS Vendor

3. Now that you know the type of HRIS you will be implementing, it is time to choose an HRIS vendor. Compare and contrast three vendors, including a description of the cost, capabilities, and HR functions that the HRIS caters to. Based on your comparison, choose the HRIS vendor that you will recommend to your client, and explain the main reason why you decided to choose this vendor over the others.

Resources

4. Use at least three quality academic resources in this assignment. Note: Wikipedia and similar websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
  • Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page is not included in the required page length.
  • Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length.

The specific course learning outcomes associated with this assignment are:

  • Create an HRIS needs analysis and evaluate the acquisition process.
    • Understand the purpose and components of the Data Flow Diagram (DFD).
    • Understand the various criteria used to evaluate vendor proposals.
 
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HA565 MULTIPLE ASSIGNMENTS OPEN ATTACHMENT

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ASSIGNMENT 2:

Go to the National Coordinator for Health Information Technology (ONC) and the Health Level Seven® International (HL7) websites and prepare a 3-5 page executive summary outlining the current activities of these organizations relating to the implementation of the EHR. Prepare the executive summary as if you were presenting it to the next monthly HIM department meeting at your hospital. Be sure to include information about the role of privacy, protection of patient information, and regulations governing the collection and storage of data. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from the week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure in-text citations and reference list are correct.

Please keep in mind that Executive summaries are written literally for an executive who most likely DOES NOT have the time to read the original.

Executive summaries make a recommendation.

Accuracy is essential because decisions will be made based on your summary by people who have not read the original.

Executive summaries frequently summarize more than one document.

Submitting Your Assignment

Put your written assignments in a Word document and save it in a location and with a name you will remember, using the following naming convention: username-assignment-unit#.docx.

Resources

National Coordinator for Health Information Technology (ONC) https://www.healthit.gov/

Health Level Seven® International (HL7). http://www.hl7.org/

ASSIGNMENT 4:

Imagine that you are a newly hired HIM professional for a medium sized physician’s practice. Many of the physicians would like to expand their electronic service offerings so that they can better serve rural patients. While many of the physicians are on board for the expansion there are several very vocal physicians who are reluctant to make the changes in their current healthcare delivery model.

Select one of the following types of healthcare technology: Tele-health, E-visits, E-health, m-health, Health Information exchange, connected health or Telepsychology and create a persuasive argument as to the benefits of this technology for patients and the practice.

Create a PowerPoint presentation.

· Presentation is 10–12 slides in length.

· Use of the speaker’s notes area contains detailed information, while the slides appear uncluttered.

Your presentation should include:

· An overview including a detailed description of the healthcare technology and why this particular technology is a good business decision.

· An explanation of why the selected technology facilitates effective communication.

· A suggested timeline for implementation.

· One slide should be dedicated to a visual representation the workflow/communication process using your selected technology.

ASSIGNMENT 6:

Imagine that you are the administrator of a home health care agency. It is a startup venture, with fewer than 20 clients, and so you must decide whether to use a paper based system or should you implement an EHR system then conduct a cost-benefit analysis of implementing an electronic system versus using a paper based system.

You might want to consider whether providers will document using EHR’s in client’s homes or will they carry paper charts? Patient privacy and billing are also important considerations. Discuss the problems that may arise in the future as a result unwillingness to adopt the electronic health record as well as how changes to medical care can impact record keeping. Your cost benefit analysis will include a comparison representing both the choice to adopt the electronic health records as well as the choice to use paper records. Explain the pros and cons for each and its impact on its revenue stream.

Create a PowerPoint presentation.

·     Presentation is 10–12 slides in length.

·     Use of the speaker’s notes area contains detailed information, while the slides appear uncluttered.

The presentation should include at least one slide for each of the following requirements:

·     Include an overview of the project synopsis

·     The purpose of the analysis

·     Problem issue to be addressed including cost/benefits

·     What criteria will be used to select the best alternative?

·     Include a choice

·     Summarize key facts

·     State your recommendations

·     Include a cost benefit analysis in table format.

You may access the Agency for Healthcare Research and Quality website specifically the Health Information Technology Archive page and review the example of the cost-benefit analysis.

ASSIGNMENT 8:

Imagine that you are a long-term care administrator. You have had several new hires on your leadership team two of which have come from an acute care setting. You are concerned that some members of your leadership team are not fully informed about the state and federal laws that govern the operation of long-term care organizations.

Write a 3–5-page memo in which you define accreditation and licensure including the four major accrediting organizations, compare and contrast the data collected in acute care organizations and how it differs in long-term care, and identify alternate storage systems best suited for long term care, including where charts are stored.

Your memo should be properly formatted and for the following:

· the heading and opening,

· context, task segment,

· summary,

· discussion segment,

· and the closing segment.

Reference

Purdue OWL. (2018). Memo Writing lab. Retrieved from https://owl.english.purdue.edu/owl/resource/590/02/

 
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Reflection Paper —-4

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Reflection Paper 4

Length & Guidelines

Each question must be responded to with around a half-page of text including complete and well-formed sentences. Certain questions will require more or less to fully articulate a response (200-225) words per answer. Bulleted lists may be included but may not make up the entire answer. When responding to a prompt requiring an article review the response to the review portion must be at least 1 full page. Your response will likely require additional length to provide a quality response.

(Refer to Chapters 7 and 8, Case # 17 of your textbook)

Chapter 7: Strategy and Technology

1.     Describe standardization, format wars, and how standardization can lead to a format war.

2.     Once standardization occurs, how does the industry benefit?

3.     During a format war, describe how competition occurs and how a price war can take shape.

4.     Define first and second movers. How do these two entities interact within and industry, and who learns what as the industry takes shape?

 

Chapter 8 Questions:  Strategy and the Global Environment

5.     Why do companies go global? Once a company has decided to go global what entry modes could the company leverage to break in to the global market?

6.     What additional benefits from economies of scale does a company receive from going global?

7.     Describe the main strategies available to an organization going global. Describe why each strategy may be chosen.

8.     What are the advantages and disadvantages of the different entry modes a company can use to break in to the global market?

 

Case #17 Uber Driving Global Disruption

9.     How has Uber’s entry, where successful, changed the economics of the local ride for hire market? Who benefits from this?

10.  What is Uber’s growth strategy?

 
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