Proteach Only-Smirky Only

November 17, 2023/in Uncategorized /by Daniel Jennings

Week Five Learning Outcomes This week students will:

1. Analyze collective bargaining processes and the major factors of contract negotiation.

2. Evaluate hazardous conditions and compliance issues.

Readings Read the following chapters in: A Framework for Human Resource Management:

1. Chapter 9: Managing Labor Relations and Collective Bargaining

2. Chapter 10: Protecting Safety and Health

Discussions

To participate in the following Discussion Forums, go to this week’s Discussion link in the left navigation:

1. Contract Negotiations

Answer the questions to the case, “Negotiating with the Writers Guild of America,” at the end of Chapter 9. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

2. The New Safety Program

Answer the questions to the case, “The New Safety Program,” at the end of Chapter 10. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

Assignments

To complete this assignment, go to this week’s Assignment link in the left navigation:

Stress and Burnout

Find at least two articles through ProQuest that examines the problems, both to the organization and its employees, associated with stress and burnout. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style.

INSTRUCTOR Guidance-

Week 4 in Review

There are inherent risks in allowing emotional influences to facilitate one’s decision, especially when attempting to balance moral and legal aspects of a situation. Ethics and integrity are certainly at the forefront in regard to how Black will approach a viable solution. In the short term, honesty can be quite expensive. Many people do the right thing just because it is the right thing to do.

The Paycheck Fairness Act is another step in the right direction. As many have noted, the journey has been a long one, but the journey continues. “Senator Barbara Mikulski (D-Md.) and Representative Rosa DeLauro (D-Conn.) reintroduced the Paycheck Fairness Act. The bill would provide a much-needed update to the Equal Pay Act of 1963 by closing some of the loopholes that have made the law less effective over time. So while the Ledbetter Act gave employees back their day in court to challenge a wage gap, the Paycheck Fairness Act would give employees the legal tools they need to challenge the wage gap itself.” http://thehill.com/blogs/congress-blog/economy-a-budget/279603-our-journey-is-not-complete-equal-pay-requires-passage-of-paycheck-fairness-act#ixzz2Rf2EJWoY

It would seem the accounting practices opened the door for the leaders to do the wrong. As Dessler (2011) explained “. . . the lack of accounting transparency enabled the company’s managers to make Enron’s financial performance look better than it actually was” (p. 258). This lack of good accounting methods is really where the problems began, yet so many people overlook it. Why? It is too easy to blame leadership. It would seem that the leaders at Enron rejected the “key fundamentals of accounting”, which includes it being “guided by principles, standards, concepts and assumptions . . . [as well as positive ethical decisions]” (Ashford University, 2007, p.8). Accounting methods void of such key principles was at the root of Enron’s downfall, and the leaders utilized it to further their unethical and immoral decisions.

Ashford University. (2007). MBA essentials: Accounting, finance, economics. New York, NY: McGraw-Hill, Inc. Dessler, G. (2011). A framework for human resource management. (6th ed.). Upper Saddle River, NJ: Prentice Hall, Inc.

In a study reported by LiveScience.com and originally published in the Journal of Applied Psychology, “the researchers asked a group of people if they considered themselves moral, and if they would cheat on a test. The people who said they would never cheat described themselves as very moral — no surprise there. But the people who said they would indeed cheat also described themselves as very moral” (McManus, 2008). http://responsibility-project.libertymutual.com/blog/a-moral-identity-crisis#fbid=gk4D29atSPj

One must assess what role subcultures had on Enron’s ultimate path. Access the following link (http://www.thesustainableworkforce.org/index.php/research-outputs/articles/item/65-the-role-of-organizational-subcultures-and-employment-modes-in-the-translation-of-hr-strategy-into-hr-practice), an article titled The Role of Organizational Subcultures and Employment Modes in the Translation of HR Strategy into HR Practice.

Sustainable Workforce; Palthe, J. & Kossek, E. 2003. The role of organizational subcultures and employment modes in the translation of HR strategy into HR practice, Journal of Organizational Change Management, 16(2): 287-308.

Week 5 Instructors Guidance Labor Relations refers to the ongoing interactions between management and employees. “Labor relations includes employees’, employers’ and unions’ legally protected activities, unfair labor and management practices, union organizing activities, union recognition and representation elections, collective bargaining and union contract administration” (http://www.shrm.org/hrdisciplines/laborrelations/Pages/LaborRelIntro.aspx). Commonly associated with unionization, a multitude if issues result from the practice of labor relations, including: The organization of unions Union recognition Election of union officials Certification and decertification Authorization and deauthorization. The relationships are complex and often adversarial. Where one stands on unionization is often attributable to one’s position in the organization, the industry itself and an exhaustive list of internal and external factors. Unions were undoubtedly the result of years of abusive practices by organizations in a time where manufacturing was the dominant economic force. Labor relations became highly regulated and subject to collective bargaining agreements and dispute resolution. Many laws were enacted (National Labor Relations Act; Labor Management Relations Act; Labor-Management Reporting and Disclosure Act to name a few) to facilitate and control the interactions. Unionization has seen a clear decline nationally, which has led many unions to seek membership in developing countries. This move has created both benefits and problems. Workplace Safety and Health Workplace safety is an area of great concern and focus in the field of HR. It seems every day there is another instance of workplace violence or reports of injury resulting from accidental or negligence activities — all of which adds in most cases to further laws in an attempt to create a safe work environment. Read the following for the “Latest News” in regard to safety and security: http://www.shrm.org/hrdisciplines/safetysecurity/Pages/default.aspx. Work place safety is at the forefront of HR topics in light of the recent (and ongoing) instances of workplace violence. Monitoring the work environment is a critical aspect of avoidance and detection. Here is a list of important considerations that identifies warning signs and possible appropriate actions:

Warning signs of troubled employees:

Employees usually don’t “snap”; indicators of problems tend to build up over time. Here are some indicators that often precede critical incidents: 1) increased tension at work, 2) increased use of alcohol or drugs, 3) increased absenteeism, 4) poor appearance or hygiene, 5) depression/withdrawal, 6) violation of company policies, 7) severe mood swings or unstable responses to problems, 8) anger or rage, 9) paranoia, 10) bringing personal problems to work, 11) talking about weapons or violence, 12) suicidal comments, 13) pending discipline or termination.

Some training steps/preventive measures

1) Every company should have a zero tolerance policy on threats and violence.

2) If employees sense something, they should be encouraged to say something to supervisors, a tip line, their EAP, or a crisis team.

3) If an employee is terminated, all other employees should know right away that Joe is no longer with the company.

4) All employees should be aware of a “code word” alert that can be shared by PA, phone, or other methodologies.

5) All employees should be trained in “what if” scenarios.

WEEK 5 RESPONSES—Disc. 1

Michael Henderson

6/26/2013 5:28:42 PM

The producers said the WGA was not bargaining in good faith. What did they mean by that, and do you think the evidence is sufficient to support the claim? In good faith, to me, means that these two entities should have dealt with each other honestly and fairly in regards to the current contract. According to the book “Good-faith bargaining means that proposals are matched with counterproposals and that both parties make every reasonable effort to arrive at an agreement. It does not mean that either party is compelled to agree to a proposal. Nor does it require that either party make any specific concessions (although as a practical matter, some may be necessary)” (Dessler pg.276). The producers were the ones withholding information about the revenue increases from 2000-2006 so that would make for them not acting in good faith. However, the two parties had met numerous times to come to an agreement over the current contract and nothing was done. The WGA threatened strikes which would further delay any feasible outcome. It is two sided. The WGA, in my opinion, has more of a reason to say that the producers did not act in good faith due to the withholding of information.

The WGA did eventually strike. What tactics could the producers have used to fight back once the strike began? What tactics do you think the WGA used? “A strike is a withdrawal of labor” (Dessler pg.281). The strike in question is an economic strike. I assume in this case the producers are sort of like management over the WGA. “Employers can make several responses when they become the object of a strike. One is to shut down the affected area and thus halt their operations until the strike is over. A second alternative is to contract out work during the duration of the strike in order to blunt the effects of the strike on the employer. A third alternative is for the employer to continue operations, perhaps using supervisors and other nonstriking workers. A fourth alternative is the hiring of replacements for the strikers. In an economic strike, such replacements can be deemed permanent and would not have to be let go to make room for strikers who decided to return to work. If the strike were an unfair labor practice strike, the strikers would be entitled to return to their jobs if the employer makes an unconditional offer for them to do so” (Dessler pg.281). Any of these options would make come sort of change in the stagnant situation both parties were dealing with, however, coming to an agreement would be the most suitable for both involved.

This was a conflict between professional and creative people (the WGA) and TV and movie producers. Do you think the conflict was therefore different in any way than are the conflicts between, say, the auto workers or Teamsters unions against auto and trucking companies? Why? I think the two are one in the same. It is a struggle between workers and management. Unions are around to protect workers’ rights, wages and working conditions. This scenario is not different because it involves writers and producers.

What role (with examples, please) did negotiating skills seem to play in the WGA-producers negotiations? The negotiation on both sides of the spectrum was an attempt at ‘Win Lose” by both parties. The producers knew that if they changed the contract to a profit splitting system, they would make more money because of the increase in revenue from advertising. The writers knew this and so the negotiation begins. Had the writers not been aware of this revenue increase, the producers may have gotten away with changing to contract to their advantage. Negotiation has nothing to do with withholding information, however, that withholding may have work to the advantage of the producers. The writers used a strike as a form of negotiation and also, according to the producers, did not put much time into the meeting held to come to an agreement. Therefore, dishonestly and game playing came into play more so than any negotiating in my opinion and both parties were out for themselves.

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378.

Instructor DeYoung

6/27/2013 4:26:06 AM

The producer’s argument that WGA was not bargaining in good faith is a fair one just given the definition of good faith bargaining. Dessler defines good faith bargaining as “proposals that are matched with counter-proposals and that both parties make every reasonable effort to arrive at an agreement” (Dessler, 2011, p. 276). The evidence of WGA’s lack of good faith bargaining is shown by their silence at 6 cross table meetings as well as the time that they left the table of one of the bargaining meetings after only one hour. This behavior does not show good faith attempts to reach a compromise.

SUPPOSITION: There is no conflict different between the two because good faith bargaining refers to the duty of the parties to meet and negotiate at reasonable times with willingness to reach agreement on matters within the scope of representation. Do you feel the bold content above is sufficiently measurable to assess good faith bargaining?

David Teeter

6/26/2013 6:42:31 PM

1. The producers said the WGA was not bargaining in good faith. What did they mean by that, and do you think the evidence is sufficient to support the claim?

The two groups had met for negotiations six times within no movement. “We have had six across the table sessions and there was only silence and stonewalling from the WGA leadership” (Dessler, 2011, p. 288). “… the producers claimed that the WGA negotiation committee left one meeting after less than an hour at the bargaining table” (Dessler, 2011, p. 288).

2. The WGA did eventually strike. What tactics could the producers have used to fight back once the strike began?

The producers had a number of tactics they had at their deposal. The could have “shut down the affected Area”; “contract out work”; continue operations, perhaps using supervisors and other non-striking workers”; “hiring replacements”; “lock outs”; and “injunctions” (Dessler, 2011, p. 280).

What tactics do you think the WGA used?

The WGA kept negotiations continuing getting closer to the current contract expiration. Also, “in a separate set of negotiations, the Directors Guild of America reached an agreement with the producers that addressed many of the issues that the writers were focusing on, such as how to divide the new media income” (Dessler, 2011, p. 288) This had an effect of placing pressure on the producers. Also, it gave a template for the WGA.

3. This was a conflict between professional and creative people (the WGA) and TV and movie producers. Do you think the conflict was therefore different in any way than are the conflicts between, say, the auto workers or Teamsters unions against auto and trucking companies? Why?

The basic points were the same between the WGA and the producers as with the Teamsters unions and the auto and trucking companies. Both groups address “wages, hours, rest periods, layoffs, transfers, benefits, and severance pay” (Dessler, 2011, p. 277) as required by the National Labor Relations Act.

4. What role (with examples, please) did negotiating skills seem to play in the WGA-producers negotiations?

In the beginning, there were no negotiating skills other than to meet. Each side had “clear objectives for every bargaining item” (Dessler, 2011, 278). This was evidence with the largest issue of how to split income from DVDs, etc. The WGA did “not hurry” (Dessler, 2011, 278). “Even after meeting six times, it seemed that , “the parties” only apparent area of agreement is that no real bargaining has yet to occur” (Dessler, 2011, 278). Each side was “well prepared with firm data supporting your position” (Dessler, 2011, 278). “The producers said they wanted a profit-splitting system rather than the current residual system” (Dessler, 2011, 278). There are many other skills and guidelines which each side used.

David Teeter

Dessler, G. (2011). A framework for human resource management (sixth edition). Upper Saddler River, NJ, Pearson Education, Inc.

Jennifer Moore

6/26/2013 6:50:10 PM

The producers said the WGA was not bargaining in good faith. What did they mean by that, and do you think the evidence is sufficient to support the claim?

By pushing the deadline as they did, the producers felt it was not in good faith, because they felt they were attempting to avoid the deadline at all costs.WGA had primary issues that needed to be addressed such as writers’ credits, residuals, education, legislation registration of written materials, and most important the enforcement of contracts (Morphis, 2012). It is possible to get the same work done by other writers who are desperate to get in and write. Some will work for free to be discovered just to make money. I spoke to my brother in law who is a writer, he told me that in order to be in the Guild you have to write a project that is acceptable under the WGA to be created for it. There is a point system. There has to be 24 points made in three years, which means that they use highly experienced writers. The producers of a company would still hire not so qualified writers if they wanted too at any time. The minimum amount spent just to help get into the WGA is about $3000 for a sell per writer. Interesting information to say the least.

The WGA did eventually strike. What tactics could the producers have used to fight back once the strike began? What tactics do you think the WGA used?

The producers could have threatened them with just going ahead and hiring other writers who would jump at the chance to be in their shoes. Giving another writer the opportunity with less pay to start would have saved them money and time wasted. WGA only did the strike in order to win jurisdiction and establish appropriate residuals for writing in new media and on the internet (Handler, Nguyen, & Depietri, 2008). There tactics were obvious. They waited it out for the timeline and when they did not comply, they picketed and won their case in the end.

Yes, of course. An autoworker or Union worker will not work free, but a writer would just to get their start in the company. It is a completely a different scenario.

What position (with examples, please) did negotiating skills seem to play in the WGA-producers negotiations?

It seems that they used negotiation and collective bargaining as a tool. Using these tools help keep communication open. Good faith and observing all agreements is essential for a good outcome. They tried to come up with strategies to fix the problem. They had to listen to the issues they had. For example, focusing on, such as how to divide the new media income was a number one priority and finally had an agreement reached (Dessler, 2011). In order for them to have come to an agreement, they had to sit down and discuss it rationally. If they had sat down to do just that, things would have turned out differently.

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Handler, C. E., Nguyen, J. D., & Depietri, M. (2008). The WGA Strike: Picketing for a Bigger Piece of the New Media Pie. Retrieved June 26, 2013, from Entertainment and Sports Lawyer: http://www.dwt.com/files/Publication/11457532-ad76-4c0f-a123-f7b98f39a534/Presentation/PublicationAttachment/b98d10a8-d7e3-49f7-a747-fa15b1ff3a75/pubs_WGA%20Writer’s%20Strike%20article.PDF

Morphis, J. N. (2012, July 16). Negotiations Between the WGA and AMPTP:How to Avoid Strikes and Still Promote Members’ Needs. Retrieved June 26, 2013, from PEPPERDINE DISPUTE RESOLUTION LAW JOURNAL: https://law.pepperdine.edu/dispute-resolution-law-journal/issues/volume-twelve/10%20Morphis.pdf

Respond

RE: Contract Negotiations

Instructor DeYoung

6/27/2013 4:26:21 AM

SUPPOSITION: Negotiations are usually a reflection of self-serving bias when one side perceives they are being treated unfairly. Some proffer that third-party assistance could have helped, providing an impartial perspective while potentially resolving an impasse. What is your position on the use of third-party assistance?

Cynthia Brown

6/27/2013 6:46:25 AM

1. The producers said the WGA was not bargaining in good faith. What did they mean by that, and do you think the evidence is sufficient to support the claim?

According to the National Labor Relations Board (NLRB), one of the rules outlined for collective bargaining for a contract stipulates that “the employer and union are required to meet at reasonable times to bargain in good faith about wages, vacation time, insurance, safety practices and other mandatory subjects” (www.nlrb.gov, para, 3). To determine good faith, the NLRB looks at the totality of circumstances. Both parties must participate actively to find solutions and common ground. The NLRB assures that all parties are coming to the table to, not to go through the motions, but to actively in solutions. Therefore, according to the guidance presented by the NLRB It is clear to see that the WGA was not negotiating in good faith. Instead, the WGA was running the clock to get closer to the October delaine for new contract negotiations and the fall TV season.

2. The WGA did eventually strike. What tactics could the producers have used to fight back once the strike began? What tactics do you think the WGA used?

The WGA did eventually strike regardless of the talks which were taking place. The Producers could have fought back by finding alternative solutions to writing. They could have used different writing teams or they could have aired a different lineup of programming such as reality TV, where little writing is needed.

This writer believes that negotiations and outcomes are certainly effected due to the type of worker you are dealing with. It is only natural. Blue-collar working Unions at times can be more grassroots and use a number of different strategies. Saying that, in the end, all Unions generally fight for the same basic principle, which is fairness in compensation.

4. What role (with examples, please) did negotiating skills seem to play in the WGA-producers negotiations?

The skills that were must prevalent during the negotiations were the WGA’s ability to stall without totally forfeiting the talks. They did just enough to get by. That takes skill and know-how.

WEEK 5 DISC. 2

Juanita Wood

6/26/2013 12:40:24 PM

Answer the questions to the case, “The New Safety Program,” at the end of Chapter 10.

APPLICATION EXERCISES Case Incident: The New Safety Program

Employees’ safety and health are very important matters in the laundry and cleaning business. Each dry-cleaning store is a small production plant in which machines, powered by high-pressure steam and compressed air, work at high temperatures washing, cleaning, and pressing garments often under very hot, slippery conditions. Chemical vapors are continually produced, and caustic chemicals are used in the cleaning process. High-temperature stills are almost continually “cooking down” cleaning solvents in order to remove impurities so that the solvents can be reused. If a mistake is made in this process—such as injecting too much steam into the still—a boilover occurs, in which boiling chemical solvent erupts out of the still, onto the floor, and onto anyone who happens to be standing in its way.

As a result of these hazards and the fact that chemically hazardous waste is continually produced in these stores, several government agencies (including OSHA and the Environmental Protection Agency) have strict guidelines regarding the management of these plants. For example, posters have to be placed in each store, notifying employees of their right to be told what hazardous chemicals they are dealing with, and what the proper method is for handling each chemical. Special waste-management firms must be used to pick up and properly dispose of the hazardous waste.

A chronic problem the owners have is the unwillingness on the part of the cleaning-spotting workers to wear safety goggles. Not all the chemicals they use require safety goggles, but some—like the hydrofluorous acid used to remove rust stains from garments—are very dangerous. The latter is kept in special plastic containers because it dissolves glass. Some of the employees feel that wearing safety goggles can be troublesome; they are somewhat uncomfortable, and they also become smudged easily and thus cut down on visibility. As a result, it is sometimes almost impossible to get employees to wear their goggles.

QUESTIONS

1. How should a dry cleaner go about identifying hazardous conditions that should be rectified? Name four probable hazardous conditions or areas in such a store, based on dry-cleaning stores that you have seen.

Signs should be posted in all areas that a hazardous condition could occur. Also posted on these signs, it would be a good idea to post directions explaining how to properly clean up the mess so that others do not get hurt. Hazardous conditions could be baskets or trash in the middle of the floor for people to step on and slip and fall. By the wash tanks especially could be a hazardous area because water or detergents could splash to the floor and cause it to be very slippery. The stock room is also a very dangerous place because it gets hot and contains all of the different cleaners and detergents.

2. Would it be advisable for such a firm to set up a procedure for screening out accident-prone individuals?

Yes, getting rid of accident prone workers would be best for these companies. People who are prone to having accidents can cause a lot of damage to a laundrymat. Not to mention the possible cost of cleaning up the contaminates, but we must look at the damage that is caused by spills made by careless employees. I would say that after a handful of mistakes, that person should be put out because they are just hurtful to the company in general.

3. How would you suggest that owners get all employees to behave more safely at work? Also, how would you advise them to get those who should be wearing goggles to do so?

To get the employees to work more safely I would post signs everywhere with directions on how to clean up each different type of mess. I would also make it mandatory for all employees to wear goggles with their uniforms. Place cameras on the attendant stations and when caught not wearing the goggles as instructed fire them for being a liability. They must realize that the uniform, including the goggles are there to help protect everyone including themselves.

Dessler, Gary. Framework for Human Resource Management, A, 6/e Vitalsource eBook for Ashford University. Pearson Learning Solutions.

Nita Wood

Respond

RE: The New Safety Program

Instructor DeYoung

6/26/2013 12:49:07 PM

Using screening to reduce unsafe acts is a preventative measure for employing accident prone individuals. The technique is to identify the human trait, such as visual skill that might relate to accidents on the job (Dessler, 2011). This is not 100% guaranteed, and that is why mishaps are usually called accidents. Do you proscribe to the belief that we can accurately traits specific to accident proneness in individuals?

Respond

WEEK 5 DISCUSSION 2

Cynthia Brown

6/27/2013 6:48:24 AM

“There were over 3.8 million occupational injuries and illnesses at work—roughly 4.4 cases per 100 full-time U.S workers, per year”(Dessler,2011, P. 294). Employers of dry cleaning businesses should constantly be on the lookout for hazards within their workplace. One of the biggest hazardous conditions I have seen in a dry-cleaner is the lack of steam-guards in and around steaming areas. Many of these areas have a very hot amount of steam which rises up from the garment being cleaned. The chemicals used would be another hazard. Many cleaners leave cleaning chemicals unlocked and in unsuitable areas of the store. Piles of clothing can also act as a hazard by blocking walk areas or obstructing work stations.

Lastly, the racks which hold customer garments are often electrical or automated. These racks must have a capacity limit; however, in this writer’s dry-cleaning store these racks are often overloaded which presents a hazard. I have visited my dry cleaners many times and I have never witnessed any of the employees wearing any kind of protective gear or clothing.

2. Would it be advisable for such a firm to set up a procedure for screening out accident-prone individuals?

I don’t advise that a screening process be done for uncoordinated or accident prone individuals. The testing would almost be impossible. I at times consider myself accident-prone because I fall so much but how can you test me for that? A work place should be prepared for any accidents that occur whether those involved are accident prone or not. Accidents happen and in order to take precautions I do not think it is to wean out those who you may think will cause the accident.

3. How would you suggest that owners get all employees to behave more safely at work? Also, how would you advise them to get those who should be wearing goggles to do so?

I would recommend a storewide safety campaign which would engage the employees on several different levels. Social media would be one of the first areas to exploit as part of this campaign. Recently, the Center for Disease Control (CDC) lunched a new initiative and downloadable App to have regular citizens help solve outbreaks (www.cdc.gov). Initiative such as these make people part of the solution. The dry-cleaner could encourage employees to encourage each other to keep an eye out for safety hazards, and it could also enlist the help of costumers to keep an eye out and report hazards they witness while in the store. They could email or text their concerns to the store manager. The owners need to be hands on and provide employees with all the details and reasons why it is so important to take precautions. If it is a requirement of the job then all employees that should be wearing goggles, should be!

http://www.cdc.gov/socialmedia/

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper

Saddle River, NJ: Prentice Hall.

Respond

Week 5 Discussion 2 – David Teeter

David Teeter

6/27/2013 1:51:53 PM

1. How should a dry cleaner go about identifying hazardous conditions that should be rectified?

Voluntary consultation from OSHA is one step which might be taken. “OSHA provides free on-site safety and health services for small businesses, using state government safety experts” (Dessler, 2011, p. 294). Also, checklists are available on OSHA’s website which the employer can use with the business. In addition, the EPA and OSHA require hazardous material information sheets for each hazardous material. These sheets should be available at each location for each material within the small stores. A safety walks through of each store and the main plant should take place a minimum of once a month.

Name four probable hazardous conditions or areas in such a store, based on dry-cleaning stores that you have seen.

As stated in the exercise, “a chronic problem the owners have is the unwillingness on the part of the cleaning-spotting workers to wear safety goggles” (Dessler, 2011, p. 318). This is a major problem in the safety arena. With the use of steam, burns are another hazard. In addition, the possibility of “a boilover occurs, in which boiling chemical solvent erupts out of the still, onto the floor, and onto anyone who happens to be standing in its way” (Dessler, 2011, p. 318). Slips and falls are another concern. Ventilation is necessary because of the fumes from hazardous materials. Mechanical equipment can be hazardous. The trollies used to store and move finished garments for employees.

2. Would it be advisable for such a firm to set up a procedure for screening out accident-prone individuals?

A screening of accident-prone individuals is recommended. “The basic technique is to identify the human trait (such as visual skill) that might relate to accidents on the specific job. Thus, screening prospective delivery drivers for impatience and aggressiveness might be sensible” (Dessler, 2011, p. 302). Because of the need to transport the clothing to and from the main plant, drivers will be used. One way to screen the drivers is to look for traits of entitlement, impatience, and aggressiveness (Dessler, 2011, p. 301).

3. How would you suggest that owners get all employees to behave more safely at work?

Safety training is essential. Many organizations make available safety training. Also, because the stores are scattered, the training can be accomplished by the use of intranet or internet. The employer and supervisors can contact a trade association to see if they have safety training available. One way to emphasize the need for being safe is to have a “safety down day”. During this day, the employer would have all the employees come to the main plant for safety training. The U.S. Army has mandatory safety down days twice a year and, if necessary, more often. The U.S. Air Force also has mandatory safety days. The supplement these days when there is a trend of major accidents. The U.S. Navy and Marines have similar safety down days. On these days, every ship will stop, and all personnel will take safety training. These safeties down days focus on how to prevent accidents and to keep all personnel safe.

Also, how would you advise them to get those who should be wearing goggles to do so?

Emphasize the need to wear goggles. Also, have a policy, in writing, in place and require all employees to ready and sign a statement that they have read and understand the policy. If any employees are found to not wearing the safety goggles, then disciplinary actions should be taken, to the point of discharge.

David Teeter

Dessler, G. (2011). A framework for human resource management (sixth edition). Upper Saddle River, NJ, Pearson Education, Inc.

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

Unit VIII Powerpoint

November 17, 2023/in Uncategorized /by Daniel Jennings

Instructions

It is important to understand what information systems are and why they are essential for running and managing a business. The case studies below will provide you with an opportunity to review many of the concepts covered in this course. These case studies provide you with an opportunity to critically analyze events that are taking place in real-life organizations. This helps to develop your critical thinking and research skills as you research each of these scenarios.

For this assignment, you will review four case studies. Then, in a PowerPoint presentation, you will evaluate the studies and respond to each of the questions below, using both critical thinking and theory as well as supporting documentation.

Based on your reading of the case study “Can You Run the Company with Your iPhone?” on pages 9–10 of the textbook, discuss how emerging trends in technology are helping Network Rail improve railway performance and safety.
Based on your reading of the case study “Enterprise Social Networking Helps Sanofi Pasteur Innovate and Improve Quality” on pages 41–42 of the textbook, discuss how information systems influenced the company’s organizational strategy. Critique their core information system applications from a business perspective. Analyze how information system projects are aligned with organizational goals and strategies.
Based on your reading of the case study “Meltdown and Spectre Haunt the World’s Computers” on pages 309–310 of the textbook, discuss the ethical and security issues that could result from flaws in central processing unit (CPU) chip design. Assess their procedures for securing information systems.
Based on your reading of the case study “AbbVie Builds a Global Systems Infrastructure” on pages 586 of the textbook, discuss the problems that the company was experiencing as a global enterprise and how the company was able to solve them. Explain their information technology infrastructure. Discuss information system solutions that can be applied to this issue.

When formatting your PowerPoint presentation, do not use the question-and-answer format; instead, use bullets, graphics, and/or charts in your slides to identify important points, and then discuss those points in the speaker notes of each slide.

Your PowerPoint presentation must be at least 12 slides in length (not counting the title and reference slides). You are required to use a minimum of three peer-reviewed, academic sources that are no more than 5 years old (one may be your textbook). All sources used, including the textbook, must be referenced; all paraphrased material must have accompanying in-text citations.

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

Benefits And Business At Aflac And L.L. Bean – Case Study 3

November 17, 2023/in Uncategorized /by Daniel Jennings

TOTAL REWARDS Student Workbook

Benefits and Business at Aflac and L.L. Bean

By Sandra M. Reed, SPHR

Project team

Author: Sandra M. Reed, SPHR

SHR M project contributors: Bill Schaefer, SPHR

Nancy A. Woolever, SPHR

External contributor: Sharon H. Leonard

Copy editing: Katya Scanlan, copy editor

Design: Kellyn Lombardi, graphic designer

Case overview

In its 2008 annual Job Satisfaction Survey Report, the Society for Human Resource

Management (SHR M) reported that for the past five years, employees rated

compensation and benefits among the top three aspects most important to their

job. But despite the importance of these aspects, employee satisfaction with their

compensation and benefits packages remains low. According to a Conference Board

report, “employees are least satisfied with their companies’ bonus plans, promotion

policies, health plans and pensions”. Employers are missing critical opportunities to

maximize employee job satisfaction and other organizational outcomes through their

total rewards programs.1

In the book Dynamic Compensation for Changing organizations: People, Performance

& Pay, The Hay Group asserts that traditional pay structures no longer keep

pace with the emerging, strategy-focused organizations that exist in today’s

globally competitive market. “What shifted were organizational work values, work

cultures and business strategies. Although they have been largely overlooked,

dramatic changes in the organizational rules have frequently rendered traditional

compensation strategies ineffective. Employees today are expected to work in teams

rather than solely on their own. They are expected to keep learning new skills and

to assume broader roles. They are expected to take more risks and responsibility for

results. As a consequence, we are slowly coming to the realization that we may be

paying for the wrong things, sending inconsistent messages about the company to its

employees, or creating artificial expectations of continued advancement and raises,

no matter how well the company performs.”2

Furthermore, in its publication Implementing Total Rewards Strategies, SHR M

notes that “the right total rewards system—a blend of monetary and non-monetary

rewards offered to employees—can generate valuable business results. These results

range from enhanced individual and organizational performance to improved job

satisfaction, employee loyalty and workforce morale.”3

Today, HR professionals are responsible for programs far beyond the profession’s

administrative personnel roots. They are expected to measure the success or failure of

HR practices based on the achievement of organizational outcomes. Brand identity,

bottom-line profitability, employee job satisfaction and increased management focus

are all outcomes that can be achieved in part through an organization’s total rewards

program. This case examines two very different organizations and how they align

their total rewards programs with their organizational goals and values.

Aflac Insurance

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

Can You Shorten This To 5 Pages

November 17, 2023/in Uncategorized /by Daniel Jennings

Case# 11

Case Analysis of World Wrestling Entertainment

Introduction:

World Wrestling Entertainment also known as WWE is an incorporated media and an entertainment company which is based on a wide range of businesses consisting of passionate and loyal base of the customer. WWE is been recognized as a leader in providing entertainment related to sports for many years. Strategy used by the company is to capitalize on major leverage operations if the business model of the company is distributed of its intellectual property across existing platforms related to media and also new emerging platforms based on distribution. Main focus of the company is the expansion of its potential of the brand of WWE not only in domestic markets but also in international markets, developing extensive business apart from the brand of WWE and development of new programming as well as brands related to sports entertainment which help in leveraging the core competencies of WWE. Part of their business strategy is to look for the initiatives for strengthening the brand, to expand the business at an international level, making use of significant wrestling content of their library effectively and to look for more opportunities in providing entertainment related to films.

Now, World Wrestling Entertainment is recognized as one of the major integrated entertainment company that is mainly involved in developing, producing, and marketing of programs related to television, programming related to pay-per-view, live events and also licensing and sale of consumer products that are branded which also features successful brand of WWE. with the continual growth in the brand of WWE, a strategic decision for expanding the brand of WWE globally was made with great emphasis.

Business model of WWE is given below:

(Shuart, n.d)

Issues faced by WWE:

Apart from its large global expansion and its increasing brand growth and opportunities, there are also some issues faced by WWE which include an issue faced due to growing form of mixed martial arts which is a form of combat sports combining kickboxing and grappling. As it is very much similar to wrestling, therefore there is a threat that fans of WWE might be attracted to martial arts.

Another issue faced by WWE is that it is not a family friendly entertainment due to involvement of abusing words, sex and much violence. Due to which strong customer base of the company might be hurt as people prefer to get entertainment with their family and which WWE is not.

Solution to the Issues:

First issue is solved by starting MMA in Brazil and Japan which is an ultimate fighting championship and is also an International Fight League which contributed in promoting WWE as a new spectator sport in United States.

Second issue is solved by toning down its sex and violence for expanding their audience base and also to make their shows more family friendly. Fake prop blood is now no longer used by them and the use of abusive language has also been toned down for getting the rating of TV-PG for their television programming. Therefore, by implementing and adopting such changes, many new ways of exploiting wrestling as a form of mass entertainment can be found.

SWOT analysis of WWE:

STRENGTHS:

1- Biggest strength of WWE is that it is merely not just a wrestling company but it is also involved in providing its customers with a wide range of entertainment. This strength separates it from its competitors.

2- Another strength its licensing program that operates all around the world. In video games of WWE, licensing plays a very important role which is a main source of earning revenues for the company.

3- One of their biggest strength is their huge library that is based on home video.

4- Pay per view is also strength of WWE. Wrestling was introduced to the mainstream through WrestleMania by using pay per view and now almost 20 pay per views are presented by WWE which feature its two significant brands i-e RAW and Smackdown.

WEAKNESSES:

1- Major weakness of WWE is that the industry of wrestling is very cyclical in its nature having uncertain ups and downs.

2- Another weakness of this company is that there is not enough competition in this industry and therefore without enough competition, there is less motivation for being creative and innovative in its offerings.

OPPORTUNITIES:

1- Major opportunity for WWE is related to their home video library through which it has covered many decades of the business of wrestling including many other wrestling companies like World Championship Wrestling, Extreme Championship Wrestling, American Wrestling Association and many others.

2- Another opportunity for the company is its international expansion in its market. International television syndication has been possessed by WWE for dealing all around the world which also makes its fans more rabid about wrestling just like the Americans are for it.

THREATS:

1- Threat of competition from its closest competitor i-e NWA which is a total non-stop action which was started in year 2002 and was available only on pay per view and on weekly basis.

2- Another biggest threat at this point to the company is related to its television ratings because it was not just good as it was before as its storyline was becoming more repetitive and boring.

Core Competencies of WWE:

One of their major competencies is their availability of both tangible and intangible resources. Most valuable tangible resources for the company are its workers. Characters i.e. wrestlers that are marketed in this industry are very strong and even stronger than the product itself of the company.

Another tangible resource which the company has is the money which can be analyzed from the net income figures of the company. An intangible resource of the company is its strong brand name in the industry. More than 300 live events are held by the company every year with the production of two magazines every month and also a huge base of viewers viewing its website in their daily routine.

Another intangible resource of WWE is their possession of multiple copyrights and trademarks and that is just not only for the company or its products but they are also possessed for its wrestlers like “Stone Cold” Steve Austin if he wants to work in another wrestling federation then he could not use the word “Stone Cold” as this name has been owned by WWE. This is therefore considered as a big advantage for WWE.

Another core competency of the company is related to its capabilities which are mainly located in the corporate management of WWE. Structure that is used in the overall organization also contributes very well in enhancing their capabilities.

Global Strategy of WWE:

WWE is been considered and recognized as the biggest wrestling company of the United States. Company has reached this position by spreading its wrestling entertainment around the entire world through international expansion. The expansion of the products of WWE in international markets becomes a necessity due to the current situation of this industry in United States. Reason behind this expansion was due to an increase in the demand for the products of WWE. In addition to this, attendance of live events or house shows in this industry was becoming very disappointing and therefore, for providing more overseas shows to its fans that do not get a chance to see its programs live. By doing so, not only the increasing demand will be satisfied but it will also help in getting the market of wrestling that was declining. Moreover, due to increase in international live events of the company, more of the international staff was also hired for continuing its international expansion.

Television presence of WWE at an international level also helps in expanding its entertainment at an international level. Moreover, due to its licensing agreements with many licensees all around the world, it has been more successful in expanding internationally. Logo of WWE is used by the licenses and wrestling characters are also trademarked on its every type of product.

Recommendations:

It has been analyzed from the case of WWE that it is recognized as the biggest provider of wrestling entertainment and has earned a reputable position in the industry through its strong brand, huge customer base and also due to its international expansion. Moreover, in its career of success, there were some issues that were also faced by the company but the company sought them out with appropriate solutions and has reached the heights of great success. Apart from its successful career path, there are some recommendations for future brand strategy of WWE and they are:

· WWE must appoint national of regional directors for the brand strategy of WWE in different and specific markets.

· Films of WWE should be self identified and certain activities should also be changed.

· Creative storyline should also be developed further.

· WWE must also expand its entertainment in developing countries.

· Company must start the active usage of possibilities like Web 2.0 which includes social networking, Blogs and etc.

Conclusion:

Therefore, at the end it is concluded from the complete analysis of this case that WWE has established its reputation and strong brand name all around the world through its continuous and consistent struggle by offering live event shows to its fans in order to increase its customer base. Although, some problems were also faced which were solved easily and the name of the company was not spoiled. Moreover, some recommendations like development of more creative storyline, expansion in developing countries, active usage of Web 2.0 and etc. are to be adopted by the company for expanding its future brand strategy.

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

Hrm

November 17, 2023/in Uncategorized /by Daniel Jennings

Part 4
Staffing Activities: Selection

Chapter 7: Measurement

Chapter 8: External Selection I

Chapter 9: External Selection II

Chapter 10: Internal Selection

McGraw-Hill/Irwin

Part 4
Staffing Activities: Selection

Chapter 7:

Measurement

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

7-*

Chapter Outline

Importance and Use of Measures
Key Concepts
Measurement
Scores
Correlation Between Scores
Quality of Measures
Reliability of Measures
Validity of Measures
Validation of Measures in Staffing
Validity Generalization
Staffing Metrics and Benchmarks

Collection of Assessment Data
Testing Procedures
Acquisition of Tests and Test Manuals
Professional Standards
Legal Issues
Determining Adverse Impact
Standardization
Best Practices

7-*

Learning Objectives for This Chapter

Define measurement and understand its use and importance in staffing decisions
Understand the concept of reliability and review the different ways reliability of measures can be assessed
Define validity and consider the relationship between reliability and validity
Compare and contrast the two types of validation studies typically conducted
Consider how validity generalization affects and informs validation of measures in staffing
Review the primary ways assessment data can be collected

7-*

Discussion Questions for This Chapter

Imagine and describe a staffing system for a job in which there are no measures used.
Describe how you might go about determining scores for applicants’ responses to (a) interview questions, (b) letters of recommendation, and (c) questions about previous work experience.
Give examples of when you would want the following for a written job knowledge test
a low coefficient alpha (e.g., α = .35)
a low test–retest reliability.
Assume you gave a general ability test, measuring both verbal and computational skills, to a group of applicants for a specific job. Also assume that because of severe hiring pressures, you hired all of the applicants, regardless of their test scores.
How would you investigate the criterion-related validity of the test?
How would you go about investigating the content validity of the test?
What information does a selection decision maker need to collect in making staffing decisions? What are the ways in which this information can be collected?

7-*

Key Concepts

Measurement
the process of assigning numbers to objects to represent quantities of an attribute of the objects
Scores
the amount of the attribute being assessed
Correlation between scores
a statistical measure of the relation between the two sets of scores

7-*

Importance and Use of Measures

Measures
Methods or techniques for describing and assessing attributes of objects
Examples
Tests of applicant KSAOs
Job performance ratings
of employees
Applicants’ ratings of their
preferences for various types
of job rewards

7-*

Importance and Use of Measures
(continued)

Summary of measurement process
(a) Choose an attribute of interest
(b) Develop operational definition of attribute
(c) Construct a measure of attribute as operationally
defined
(d) Use measure to actually gauge attribute
Results of measurement process
Scores become indicators of attribute
Initial attribute and its operational definition are transformed into a numerical expression of attribute

7-*

Measurement: Definition

Process of assigning numbers to objects to represent quantities of an attribute of the objects
Attribute/Construct – Knowledge of mechanical principles
Objects – Job applicants

Ex. 7.1 Use of Measures in Staffing

7-*

Measurement: Standardization

Involves
Controlling influence of extraneous factors
on scores generated by a measure and
Ensuring scores obtained reflect the attribute measured
Properties of a standardized measure
Content is identical for all objects measured
Administration of measure is identical for all objects
Rules for assigning numbers are clearly specified and agreed on in advance

7-*

Measurement: Levels

Nominal
A given attribute is categorized and numbers are assigned to categories
No order or level implied among categories
Ordinal
Objects are rank-ordered according to how much of attribute they possess
Represents relative differences among objects

Interval
Objects are rank-ordered
Differences between adjacent points on measurement scale are equal in terms of attribute
Ratio
Similar to interval scales – equal differences between scale points for attribute being measured
Have a logical or absolute zero point

7-*

Measurement: Differences in
Objective and Subjective Measures

Objective measures
Rules used to assign numbers to attribute are predetermined, communicated, and applied
through a system
Subjective measures
Scoring system is more elusive, often involving a rater who assigns the numbers
Research shows these may not be strongly related, but purely objective measures can miss important parts of job performance

7-*

Scores

Definition
Measures provide scores to represent
amount of attribute being assessed
Scores are the numerical indicator of attribute
Central tendency and variability
Exh. 7.2: Central Tendency and Variability: Summary Statistics
Percentiles
Percentage of people scoring below an individual in a distribution of scores
Standard scores

7-*

Discussion questions

Imagine and describe a staffing system for a job in which there are no measures used.
Describe how you might go about determining scores for applicants’ responses to (a) interview questions, (b) letters of recommendation, and (c) questions about previous work experience.

7-*

Correlation Between Scores

Scatter diagrams
Used to plot the joint distribution of the two sets of scores
Exh. 7.3: Scatter Diagrams and Corresponding Correlations
Correlation coefficient
Value of r summarizes both
Strength of relationship between two sets of scores and
Direction of relationship
Values can range from r = -1.0 to r = 1.0
Interpretation – Correlation between two variables does not imply causation between them
Exh. 7.4: Calculation of Product-Movement Correlation Coefficient

7-*

Exh. 7.3: Scatter Diagrams and
Corresponding Correlations

7-*

Exh. 7.3: Scatter Diagrams and
Corresponding Correlations

7-*

Exh. 7.3: Scatter Diagrams and
Corresponding Correlations

7-*

Significance of the Correlation Coefficient

Practical significance
Refers to size of correlation coefficient
The greater the degree of common variation
between two variables, the more one variable
can be used to understand another variable
Statistical significance
Refers to likelihood a correlation exists in a population, based on knowledge of the actual value of r in a sample from that population
Significance level is expressed as p < value
Interpretation — If p < .05, there are fewer than 5 chances in 100 of concluding there is a relationship in the population when, in fact, there is not

7-*

Quality of Measures

Reliability of measures
Validity of measures
Validity of measures in staffing
Validity generalization

7-*

Quality of Measures: Reliability

Definition: Consistency of measurement of an attribute
A measure is reliable to the extent it provides a consistent set of scores to represent an attribute
Reliability of measurement is of concern
Both within a single time period and between time periods
For both objective and subjective measures
Exh. 7.6: Summary of Types of Reliability

7-*

Ex. 7.6: Summary of Types of Reliability

7-*

Quality of Measures: Reliability

Measurement error
Actual score = true score + error
Deficiency error
Failure to measure some aspect of attribute assessed
Contamination error
Occurrence of unwanted or undesirable influence on the measure and on individuals being measured

7-*

Ex. 7.7 – Sources of Contamination Error and Suggestions for Control

7-*

Quality of Measures: Reliability

Procedures to calculate reliability estimates
Coefficient alpha
Should be least .80 for a measure to have an acceptable degree of reliability
Interrater agreement
Minimum level of interrater agreement – 75% or higher
Test-Retest reliability
Concerned with stability of measurement
Level of r should range between r = .50 to r = .90
Intrarater agreement
For short time intervals between measures, a fairly high relationship is expected – r = .80 or 90%

7-*

Quality of Measures: Reliability

Implications of reliability
Standard error of measurement
Since only one score is obtained from an applicant, the critical issue is how accurate the score is as an indicator of an applicant’s true level of knowledge
Relationship to validity
Reliability of a measure places an upper limit on the possible validity of a measure
A highly reliable measure is not necessarily valid
Reliability does not guarantee validity – it only makes it possible

7-*

Quality of Measures: Validity

Definition: Degree to which a measure truly measures the attribute it is intended to measure
Accuracy of measurement
Exh. 7.9: Accuracy of Measurement
Accuracy of prediction
Exh. 7.10: Accuracy of Prediction

7-*

Ex. 7.9: Accuracy of Measurement

7-*

Discussion questions

Give examples of when you would want the following for a written job knowledge test
a low coefficient alpha (e.g., α = .35)
a low test–retest reliability.

7-*

Exh. 7.12: Accuracy of Prediction

7-*

Exh. 7.12: Accuracy of Prediction

7-*

Validity of Measures in Staffing

Importance of validity to staffing process
Predictors must be accurate representations of KSAOs to be measured
Predictors must be accurate in predicting job success
Validity of predictors explored through validation studies
Two types of validation studies
Criterion-related validation
Content validation

Ex. 7.13: Criterion-Related Validation

Criterion Measures: measures of performance on tasks and task dimensions

Predictor Measure: it taps into one or more of the KSAOs identified in job analysis

Predictor–Criterion Scores: must be gathered from a sample of current employees or job applicants

Predictor–Criterion Relationship: the correlation must be calculated.

7-*

Ex. 7.14: Concurrent and Predictive
Validation Designs

7-*

Ex. 7.14: Concurrent and Predictive
Validation Designs

7-*

Content Validation

Content validation involves
Demonstrating the questions/problems (predictor scores) are a representative sample of the kinds of situations occurring on the job
Criterion measures are not used
A judgment is made about the probable correlation between predictors and criterion measures
Used in two situations
When there are too few people to form a sample for criterion-related validation
When criterion measures are not available
Exh. 7.16: Content Validation

7-*

Validity Generalization

Degree to which validity can be extended to other contexts
Contexts include different situations, samples of people and time periods
Situation-specific validity vs. validity generalization
Exh. 7.18: Hypothetical Validity Generalization Example
Distinction is important because
Validity generalization allows greater latitude than situation specificity
More convenient and less costly not to have to conduct a separate validation study for every situation

Exhibit 7.18 Hypothetical Validity Generalization Example

7-*

Discussion questions

Assume you gave a general ability test, measuring both verbal and computational skills, to a group of applicants for a specific job. Also assume that because of severe hiring pressures, you hired all of the applicants, regardless of their test scores.
How would you investigate the criterion-related validity of the test?
How would you go about investigating the content validity of the test?
What information does a selection decision maker need to collect in making staffing decisions? What are the ways in which this information can be collected?

7-*

Staffing Metrics and Benchmarks

Metrics
quantifiable measures that demonstrate the effectiveness (or ineffectiveness) of a particular practice or procedure
Staffing metrics
job analysis
validation
Measurement
Benchmarking as a means of developing metrics

7-*

Collection of Assessment Data

Testing procedures
Paper and pencil measures
PC- and Web-based approaches
Applicant reactions
Acquisition of tests and test manuals
Paper and pencil measures
PC- and Web-based approaches
Professional standards

7-*

Legal Issues

Disparate impact statistics
Applicant flow statistics
Applicant stock statistics
Standardization
Lack of consistency in treatment of applicants is
a major factor contributing to discrimination
Example: Gathering different types of background information from protected vs. non-protected groups
Example: Different evaluations of information for protected vs. non-protected groups
Validation
If adverse impact exists, a company must either eliminate it or justify it exists for job-related reasons (validity evidence)

7-*

Ethical Issues

Issue 1
Do individuals making staffing decisions have an ethical responsibility to know measurement issues? Why or why not?
Issue 2
Is it unethical for an employer to use a selection measure that has high empirical validity but lacks content validity? Explain.

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

Proteach Only-Smirky Only

November 17, 2023/in Uncategorized /by Daniel Jennings

Passionate Prospects

Answer the questions to the case, “Finding People Who Are Passionate about What They Do,” at the end of Chapter 3. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

The Tough Screener

Answer the following questions to the case, “The Tough Screener,” at the end of Chapter 4: What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminates these problems? Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.

Week 1 in Review

Jean-Paul Smalls, a Partner at VONQ UK, an online recruitment advertising company with offices both in the UK & the Netherlands started a blog with the intent for in-house recruitment managers to read about and discuss various developments, technologies and case studies that may help attract staff directly. Jean Paul proffers that “one of the overriding themes of the responses was the difficulty with balancing innovative/fresh ideas with targeting the right demographic/skill set whilst providing a ROI. What is innovative in one industry is not necessarily innovative in another.” (http://direct-recruiting.net/page/5/) Individual personality undoubtedly plays an influential role in people who are passionate about their work. Not everyone enjoys flexibility, but instead prefers a more structured setting. Type A people are more prone to be competitive, anxious and ambitious. Type B individuals are more sedentary, desire order, and seem relaxed. In either scenario there can be exceptions. People are resilient and often do what is needed in order to maintain an interest (be it work or play). Yet we do seem to align our personal and professional needs with that of an organization that can fulfill that need. Exit interviews are rarely used by organizations as an effective retention tool. The following are strategies, which could help in creating a non-intimidating type of setting:

 Carefully plan the interview… choose a neutral location, which would create a pleasant atmosphere, for example employee lounge/ break room…

 Provide the employee opportunity to express or share perspectives

 Listen to the employee, allow the person to talk freely (and calmly) about grievances or reason for leaving

 Simple planning, avoid interruptions, take notes, prepare questions, be aware of the body-language and feelings of the employee and adjust personal approach accordingly enables productive interaction/ communication

Focusing on objectives to elicit views, feedback, and asking open questions such as what, how and why would enable better communication; moreover establish value on the knowledge of the departing employee. In other words, it demonstrates the fundamental importance of human resources since it contains logic of the survival or success of an organization. Vincent Dicarlo (1997) proffers the following: “Exit interviews are useful, and should be done whenever an employee leaves your company, voluntarily or not. They are also dangerous, so it is important that managers conducting exit interviews have a clear idea of what needs to be covered, what is OK to say and what words may get you into a lawsuit.” Retrieved from http://www.bizjournals.com/sacramento/stories/1997/08/04/smallb6.html?page=all

Week 2 Instructor Guidance I like to refer to planning and recruitment as hiring right . One cannot underestimate the importance of hiring right. The cost of hiring, training and development is quite high — and failing to hire the right person for the right job can be quite expensive. Yet, all too often the hiring process seems more than willing to fill a position with a warm body (sound familiar). So, if we can agree that hiring right is a preferred approach, then we must also take a step back and determine what knowledge, skills and abilities are required to ensure a new hire is retained. This process is referred to as job analysis . I refer you to the following SHRM article (provide in Power Point format that provides an detailed, understandable overview of the job analysis process and subsequent outcomes ( http://www.shrm.org/Education/hreducation/Pages/JobAnalysis.aspx ). Please take some time to review and understand the process. Please note you are not required to perform the exercises within the Power Point, but please review the entire presentation for relevant information. Once the job analysis is complete. the selection process may begin. Elaine D. Pulakos authored an excellent article titles Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. Highly relevant information is found on matters related to assessment methods and criteria for selection and evaluating the various methods. The following link has been provided to allow a review of this informative article: ( http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf ). The two primary aspects of assessment will be KSA-based or Task-based. You will note both assessments are derived from a job analysis. One must align selection, testing, appraisal and retention as a synthesized process of activities. Taking a turn from the immediate discussion, but staying within the bounds of HR and selection, consider the following hiring component. Inquiring about one’s criminal past can have positive and negative effects on the potential employee. Still, consider the EEOC guidelines as follows: EEOC Guidance on Criminal Background Checks

On April 25, 2012, the EEOC issued a guidance on criminal background checks. This guidance effectively discourages and eliminates the practice of blanket refusals of employment based on criminal background checks. Instead, the guidance recommends that employers conduct “individual assessments”, which take into account such things as an individual’s rehabilitation, work record post-offense, character references, and age of the applicant (the rationale being that older persons are considered less likely to be repeat offenders).

Businesses may still reject applicants based on a criminal background check if the rejection is based on “business necessity” or is job-related. However, the guidance preempts state laws allowing blanket refusals. This writer believes that the guidance has the potential for creating a new class of employment litigants, as there will be significant burdens of proof placed on employers to show that they have conducted proper “individual assessments”.

OMM 618 Week 2 Discussions

Passionate Prospects-my discussion 1

Finding People Who are Passionate About What They Do.

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

1. Trilogy’s recruiting method is based on the conventional recruiting technique of college hiring as they hire from college fairs and educational universities (Dessler, 2011). Trilogy selects the best candidates for their organization based on their academic records followed by interviews and a preliminary visit to Austin. The best candidates are pursued by the organization to their convenient meeting points, if they are unable to attend the preliminary visit. Trilogy invests immense resources in every candidate they hire, which as our case study specifies is considered well-spent by the company. Moreover, Trilogy hires only external candidate that brings new and innovative ideas to the company.

What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

2. Trilogy hires the best of the candidates for its organization and the employees have excellent academic grounds and are passionate about their work. Trilogy provides them the opportunity to perform their best by removing certain restrictions such as working hours and dress codes (Dessler, 2011). These organization cultural elements convey a sense of casual freedom for their employees, they are able to work as long as they care to, and in the manner they like. The organization focuses on the deliverables of their employees which has to be a standard of excellence. The preliminary visit to the organization also is used to convey their difference, aggressiveness, and overall unique culture of Trilogy for candidates.

Would Trilogy be an appealing employer for you? Why or why not?

3. Trilogy would definitely be an appealing employer for me. The removal of restrictions such as dress code and office timings enables one to work freely and focus more on the quality of their work. This generates a satisfactory feeling and one is free to pursue the work with passion. Moreover, Trilogy is growing aggressively that promises growth in the employees’ career as well.

What suggestions would you make to Trilogy for improving its recruiting processes?

4. Trilogy should also use an Applicant Tracking System that would further enable them to hire people that are experienced and excellent in their specific fields (Pulakos, 2005). Moreover, they should also introduce an employee referral system as their existing employees could suggest some employees that could possibly suit the organization expectations and culture.

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

Pulakos, G. (2005). Selection Assessment Methods. Alexandria, VA: SHRM Foundation.

Retrieved from SHRM Foundation:

http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf

The Tough Screener-my discussion two.

One specific legal problem that Rosen may be subjected to because of their screening method, adopted by the organization is related to the credit check of the applicants. The credit check of the candidate should not be performed without receiving an applicant’s permission. Unless Rosen demonstrates that a credit check is an essentiality for the job position, the applicant could file a future legal claim against the organization. Moreover, it is necessary to ensure that the credit check practice is not leading to an adverse impact on the recruitment process of the organization. Another legal problem could arise because of candidates being screened out for filing for worker’s compensation claims in past. The organization could have legal complications if this practice is reported by any applicant.

The candidates with driving violations are also the subject of discrimination which as per EEOC is a discriminatory conduct (EEOC Small Business, 2013). To address the credit check issue, Rosen should obtain prior permission from the applicant along with demonstrating the credit check as a business necessity (Dessler, 2011). The screening of candidates on the basis of past worker’s compensation claims has to be stopped and the driving violations should be associated with a business necessity to ensure no legal ramifications (EEOC Small Business, 2013).

References

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.) New York:

Pearson.

EEOC Small Business. (2013). Retrieved from U.S. Equal Employment Opportunity

Commission: http://www.eeoc.gov/employers/

WEEK 2 RESPONSES DISCUSSION 1

Please give me a response to instructor!

Instructor DeYoung Email this Author

6/6/2013 5:48:56 AM

We are certainly dealing with the development of organizational culture in the case of Trilogy. It is important to note that organizational should be developed through design, not by merely letting it happen.Trilogy is a company that recruits employees that are a cultural fit. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.

Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm

Your thoughts?

Jennifer Moore

Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

Trilogy is definitely using some unique approaches in their recruitment for their talent. More companies are embracing a more creative approach to how they engage with new employees coming in. I found a couple of examples, which were interesting. The first example I found an option was to invite all eligible applicants to an open group event, such as an open house (Male, 2010). What helps is that obviously not every person who applied will show up. Those that do show up however, are passionate for that position. So, taking that first step in the process weeds out people who are not committed or serious, plus this lowers the screening process and the money put into the program to screen (Male, 2010). Another great idea was bringing in actual current employees to mingle with the interactive interviews. Setting each aside using various activities individually gives the staff a better understanding of how much knowledge or passion a person has for the industry (Male, 2010). These again are just a few of some great recruiting techniques.

What particular basics of Trilogy’s background most likely appeal to the kind of employees it seeks? How does it communicate those elements to job prospects?

Trilogy is looking for individuals who are passionate about the position they seek. They are seeking a younger generation of well-educated smart individuals who are extremely faithful and fervent. The company is well established and they are not worrying about retention, because it is obvious, they are doing something right. They are allowing flexibility. They are attracting the technique know how, and electronically driven generation. This company puts their employees first that are pushed to achieve, but will be well rewarded. They only want the best that are overachievers, ambitious, and have an entrepreneurial instinct about them (Dessler, 2011).

Would Trilogy be an appealing employer for you? Why or why not?

This company sounds amazing and too good to be true! I mean who would not want to work for a company like that. I love my Smart phone and my computer, but how they function and maintaining them is of no interest to me.

What suggestions would you make to Trilogy for improving its recruiting processes?

It is obvious that they are doing a wonderful job with recruitment. However, there is always room for improvement. I think that they should widen their recruitment age a bit, because they could be cutting themselves short. Some people do start out late in their education and are older.

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Male, B. (2010, February 25). 10 Creative Recruiting Strategies To Hire Great People. Retrieved June 6, 2013, from Businessinsider.com: http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2#

Nedra Pierce

6/6/2013 6:12:28 PM

The turn of the millennium started a war for talent says, Ed Micheals in an article called “The War for Talent.” (Micheals, et el). The article states that (Dessler, p. 63) Trilogy makes finding the right people (it calls them “great people”) a company-wide mission. Recruiters actively pursue the freshest people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they come to Austin for the three-day preliminary visit. A typical day might begin with grueling interviews but end with mountain biking or laser tag. Executives have been known to fly out to meet and woo hot prospects.

Trilogy’s culture most likely appeal to fresh new college graduates. According to the text, (Dessler, p.63) there is no dress code and employees make their own hours, often very long. They tend to socialize together (the average age is 26), both in the office’s well-stocked kitchen and on company-sponsored events and trips to places like local dance clubs and retreats in Hawaii. An in-house jargon has developed, and the shared history of the firm has taken on the status of legend.

I don’t believe Trilogy would be a good employer for me. I work fast and use to long hours, and believe in team work (Wingman) but I am also use to uniformity and dressing professionally. Besides I am not a computer science student.

Trilogy seems to be an employer that attract youth for a reason. The goal of the company is rapid growth which calls for fresh ideas in innovation and technology. Personally, I don’t see anything wrong with the practices in fact; I think it’s a great idea in business.

Reference:

Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.

Ed Michaels, Helen Handfield-Jones, Beth Axelrod, The War for Talent (Boston: Harvard Business School Press, 2001), xxii

. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

One technique used by Trilogy is to build a pool of candidates by recruiting for the jobs available. The recruiting process incorporates: college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instinct (Dessler, 2011). Also, the potential candidates go through a series of interviews for the open position. These techniques help to find the great people for the company to uphold the passionate environment Trilogy has created.

2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

The no dress code and early responsibility element of Trilogy is a very likeable appeal to its future employees. The new generation of young adults has their very own dress code, and that little gesture will get people to work hard for the company. Then you throw in the early responsibility, employees will tend to think that they are really part of what makes the company move.

3. Would Trilogy be an appealing employer for you? Why or why not?

Trilogy would be an appealing employer for me, because of the freedom to create and innovate. By letting a bunch of computer vested people gather in a setting and letting them socialize will create further ideas to pitch to the company. Ideas will not get wasted and the flow of information will be clearer. I have always wanted to work for a company where I am not limited on creativity by my position or rank.

4. What suggestions would you make to Trilogy for improving its recruiting processes?

I think that pooling some of the potential candidates in a group setting would help Trilogy. Watching the candidates interact in a group setting would allow employers to see their level of interest, working knowledge among peers, and communication skills. I also think that looking for talent in unlikely places would add value to the recruiting process. Some of the best talent does not have a pipeline to their dreams, but if Trilogy extends the bridge; they can find some great talent in unusual places.

http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-great-hires-2010-2?op=1

Dessler, G. (2011). A Framework for Human Resource Management. Upper

Saddle River, NJ: Prentice Hall.

DISCUSSION 2 RESPONSES

Student asked me a question and I also provided a few other responses-can you give me some comment to him please and response to two students as well? Thank you!!

Michael Henderson

6/6/2013 8:04:09 AM

I agree that the credit check, driving records and worker comp checks are a bit over the top. Employers have got to be careful that the checks and tests they put forth are directly related to the applicant’s ability to perform the duties of the job in which they are applying. Obviously permission would be needed to get a credit check on an applicant. My question to you is, do you think because of the type of job it is (involving financial advising etc) that it would be acceptable to ask permission for this data from applicants? How would you feel if you were applying for the job? Personally, I would have no problem providing the information as long as my permission was given. Mike

Jennifer Moore

6/6/2013 2:56:40 PM

There are pros and cons to every test and selection program. The first thing I would do is to determine what type of effective employee testing program to use for the position. I would ask myself what elements and standards I would apply. Is it useful or helpful? Receiving the history and receiving interviewer first impressions is essential. Depending on the job position, all applicants should be asked the same questions, and should rely on all sources of information about that person. By gathering a background history, checking references and asking viable questions are a great way in looking into that person’s behavior. This helps as a predictor of future behavior and by talking to references; they will be honest as well as negative if there is anything. Concerning credit check, most companies ask for this and it is getting more popular in doing so. The company needs to remember that there is the (FCRA) or The Fair Credit Reporting Act, which sets the standards for screening for employment, and they must notify and get in reading that it okay to do so (Doyle, 2013). I found a website that shows using Socratic questions in an interview could open up people into being broader with their answers. The types of questions I would ask would more of the probing types like, “What else could we assume?” or “Do you agree or disagree with…?” I may even ask, “How can I be sure of what you are saying?” these are examples of probing rationale, reasons for evidence questions that I would ask (Minds, 2013). I think that drug testing should be for all job applicants. One has to remember that if you are going to work for a prestigious company like this one, that it would expected. Asking for an applicant’s credit check should be also be expected. If I am hiring for a position where I need a financial planner, and their credit report comes back very low, how do I as an employer expect that a person with a low score, be able to help others when they cannot even help themselves financially? Mr. Rosen needs to remember the EEOC and the repercussions of his pre interview process. Mr. Rosen needs to cover all bases and stay within regulation. This will keep him free from being sued, if he just follows the rules and gets the permission of his applicants he can do his job efficiently. It is all about saving money and time. Mr. Rosen would not want to end up with negligent hiring and end up with legal implications (Dessler, 2011).

Jen

References

Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.

Minds, C. (2013). Socratic Questions. Retrieved June 6, 2013, from Chingingminds.org: http://changingminds.org/techniques/questioning/socratic_questions.htm

Respond

The Tough Screener

Nedra Pierce

6/6/2013 6:17:50 PM

Their methods of testing employees, this test is not given by a certified test provider is it a machine he brought out of an office supply store. Checking a prospects credit history, if the credit check is not going to directly affect the person’s job then there is no reason to do a credit check. Also the individual has to be informed of the credit check before it is done. The credit check cannot be used against the individual when it comes to hiring them. A person’s workers compensation history is not part of the hiring process. Looking into a person’s background without their knowledge is against the law. Selecting the right person for the job is very important for several reasons. You want people that are serious about what they do. Employees behave the way they see their supervisors behave. That is why it is so important for leaders to walk the talk, meaning lead by example.

To help you learn how to hire the best, it is important to learn about effective hiring and selection skills. Conducting a job interview looks easier than it is. And that’s the problem. According to studies based on the employment records of thousands of management and line employees, there is little or no correlation exists between the “positive reports” that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process – one that’s integrated into an organization’s overall staffing practices (Lindenberger).

No one wants to waste money on hiring someone that does not fit the position. Why send a person through training and they are not able to perform the job that is why Mr. Rosen was so strict even though he did a few things that were illegal and unethical he did not want to waste time on someone that would not fit the position.

Reference:

Dressler, G. (2011). A Framework for human Resource Management, Prentice Hall, Upper Saddle River.

http://www.businessknowhow.com/manage/hire_best.htm. Visited on June 6, 2013. info@lindenbergergroup.com. Visited on June 6, 2013.

www.lindenbergergroup.com. Visited on June 6, 2013.

Willie Hooks

6/6/2013 6:34:21 PM

1. What specific legal problems do you think Rosen might run into because of his firm’s screening methods? How would you suggest he eliminate these problems?

There are a couple of specific problems with what Rosen is doing. First, he will need to conduct a test validity study of the honesty test and make sure that it is useful and that it does what it says it does. This is because test validity answers the question; does this test measure what it is supposed to measure (Dessler, 2011). There are three problems with the credit check: First, he needs to get the applicant’s permission for the check and allow her to see the results, if she desires. Second, he needs to demonstrate the business necessity of such a check, and third, he needs to conduct a study to assure that it is not having an adverse impact. The Fair Credit Reporting Act (FCRA) imposes a number of requirements on employers who wish to investigate applicants for employment through the use of consumer credit report or criminal records check. This law requires the employer to advise the applicant in writing that a background check will be conducted, obtain the applicant’s written authorization to obtain the records, and notify the applicant that a poor credit history or conviction will not automatically result in disqualification from employment (www.eeoc.gov/laws). Screening out candidates based on workers’ compensation claims is a violation of the ADA by discriminating against qualified individuals because of disability in all aspects of employment. Discriminating against those with driving violations is also very questionable, but if the state has the “ban the box” law, then the driving record would never surface until the applicant is a finalist for the job.

Dessler, G. (2011). A Framework for Human Resource Management. Upper

Saddle River, NJ: Prentice Hall.

http://www.eeoc.gov/laws/practices/inquiries_arrest_conviction.cfm

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

Synthesis Paper: Doctoral Identity- Rubrics, Template, Articles, And Prior Assignment W/Feedback Included

November 17, 2023/in Uncategorized /by Daniel Jennings

Rubic_Print_Format

Course Code	Class Code
RES-811	RES-811-O502	Synthesis Paper: Doctoral Identity	200.0
Criteria	Percentage	Unsatisfactory (0.00%)	Less than Satisfactory (73.00%)	Satisfactory (82.00%)	Good (91.00%)	Excellent (100.00%)	Comments	Points Earned
Criteria	100.0%
Introduction	10.0%	An introduction is either missing or not evident to the reader.	An introduction is present, but incomplete or illogical.	An introduction is presented, but does not contextualize the topic well.	An introduction is present and adequately contextualizes the topic.	An introduction is thoroughly presented and vividly contextualizes the topic.
Support of Common Themes	20.0%	Support of common themes is either missing or not evident to the reader.	Support of common themes is present, but inaccurate or illogical.	Support of common themes is presented, but is cursory and lacking in depth.	Support of common themes is present and thorough.	Support of common themes is thoroughly presented with rich detail.
Discussion of Conclusions	20.0%	A discussion of the conclusions is not presented.	A discussion of the conclusions is presented, but inaccurate or illogical.	A discussion of the conclusions is presented, but it does not include an overall summary of themes found in the articles or does not connect well to the thesis statement.	A discussion of the conclusions is presented and includes an overall summary of themes found in the articles and reasonably connects to the thesis statement.	A discussion of the conclusions is thoroughly presented including an overall summary of themes found in the articles and is strongly connected to the thesis statement.
Integration of Instructor Feedback	20.0%	Integration of instructor feedback is either missing or not evident to the reader.	Integration of instructor feedback is vaguely attempted, but does not address the majority of instructor comments and suggestions.	Integration of instructor feedback is evident though it appears as a disjointed, cursory addition. Most of the instructor comments and suggestions are addressed.	Integration of instructor feedback is evident and relatively well incorporated into the natural flow of the paper. All instructor comments and suggestions are addressed.	Integration of instructor feedback is evident and meaningful. It is seamlessly incorporated into the flow of the paper. All instructor comments and suggestions are addressed.
Synthesis and Argument	10.0%	No synthesis of source information is evident. Statement of purpose is not followed to a justifiable conclusion. The conclusion does not support the claim made. Argument is incoherent and uses non-credible sources.	Synthesis of source information is attempted, but is not successful. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.	Synthesis of source information is present, but pedantic. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.	Synthesis of source information is present and meaningful. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.	Synthesis of source information is present and scholarly. Argument is clear and convincing, presenting a persuasive claim in a distinctive and compelling manner. All sources are authoritative.
Thesis Development and Purpose	10.0%	Paper lacks any discernible overall purpose or organizing claim.	Thesis and/or main claim are insufficiently developed and/or vague; purpose is not clear.	Thesis and/or main claim are apparent and appropriate to purpose.	Thesis and/or main claim are clear and forecast the development of the paper. They are descriptive and reflective of the arguments and appropriate to the purpose.	Thesis and/or main claim are clear and comprehensive; the essence of the paper is contained within the thesis.
Mechanics of Writing	5.0%	Mechanical errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are used.	Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register), sentence structure, and/or word choice are present.	Some mechanical errors or typos are present, but are not overly distracting to the reader. Correct sentence structure and audience-appropriate language are used.	Prose is largely free of mechanical errors, although a few may be present. A variety of sentence structures and effective figures of speech are used.	Writer is clearly in command of standard, written, academic English.
APA Format	5.0%	Required format is rarely followed correctly. No reference page is included. No in-text citations are used.	Required format elements are missing or incorrect. A lack of control with formatting is apparent. Reference page is present. However, in-text citations are inconsistently used.	Required format is generally correct. However, errors are present (e.g. font, cover page, margins, and in-text citations). Reference page is included and lists sources used in the paper. Sources are appropriately documented though some errors are present.	Required format is used, but minor errors are present (e.g. headings and direct quotes). Reference page is present and includes all cited sources. Documentation is appropriate and citation style is usually correct.	The document is correctly formatted. In-text citations and a reference page are complete and correct. The documentation of cited sources is free of error.
Total Weightage	100%

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

Informative Speech

November 17, 2023/in Uncategorized /by Daniel Jennings

This is a voice thread must be only 3-5 minutes long ONLY!!!

See attached Informative speech for my topic and what I gathered.

NO Et. AL References allowed!!!!!!

You will be required to conduct research, synthesize information, and remain objective about your topic. My topic is Herbal Medicines.

· The tone and messaging of the presentation should stay informative. Although you can bring yourself into the speech (making it personal), make sure you don’t share any opinions on your topic or try to convince your audience of anything. You should create a thesis statement that supports this and remains objective.

· You should document at least three quality sources in a references list, parenthetically on the outline and orally during the presentation.

Websites should be from reputable well-respected experts/resources in your topic area.
Your presentation should have a fully developed beginning, middle, and ending.
Extemporaneous delivery is expected for this presentation. (Have a strong introduction and conclusion prepared, while relying on limited notes during the body of your speech so that you are making lots of eye contact throughout.)

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

Milestone 2 HR

November 17, 2023/in Uncategorized /by Daniel Jennings

OL 211 Final Project Milestone Two Guidelines and Rubric Overview: For this milestone, review the case study, A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives, through page 13 (up to HR- Customer Initiative at Maersk) and the job posting for a Customer Service – CARE Business Partner. View the SHRM PowerPoint presentation and its note pages: Unit 6: Training Methods, Experiential Learning and Technology. Using the material on needs assessment and training strategies provided in this week’s lesson and the case study, in a short paper you should:

 Illustrate the value of a training needs assessment in an organization in general, supporting your response.

 Describe the components of a needs assessment used to determine the training requirements of a Customer Service – CARE Business Partner at Maersk.

 Describe the importance of creating Specific, Measurable, Achievable, Realistic, and Time-oriented (SMART) objectives for a training plan.

 Explain the importance of developing learning activities for a Maersk Customer Service – CARE Business Partner training program.

 Describe how you would incorporate adult learning principles and methods of experiential learning from this course into the Maersk Customer Service – CARE Business Partner training program.

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. Submit journal assignment as a Word document.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Training: Needs Assessment

Meets “Proficient” criteria and description is clear and detailed

Describes the components of a needs assessment used to determine the training requirements of the organization

Describes the components of a needs assessment used to determine the training requirements of the organization, but description is cursory or inaccurate

Does not describe the components of a needs assessment used to determine the training requirements of the organization

Training: Learning Activities

Meets “Proficient” criteria and exhibits keen insight into the needs of adult learners

Explains the importance of developing learning activities, and incorporates adult learning principles and methods of experiential learning

Explains the importance of developing learning activities, but does not incorporate adult learning principles and methods of experiential learning

Does not explain the importance of developing learning activities

Training: Training Needs

Assessment

Meets “Proficient” criteria and uses scholarly research to contextualize claims

Illustrates the value of a training needs assessment in an organization, and supports response

Illustrates the value of a training needs assessment in an organization, but does not support response

Does not illustrate the value of a training needs assessment

Training: SMART

Meets “Proficient” criteria and description is clear and detailed

Describes the importance of creating SMART objectives for a training plan

Describes the importance of creating SMART objectives for a training plan, but description is cursory or inaccurate

Does not describe the importance of creating SMART objectives for a training plan

https://hbsp.harvard.edu/import/613528

http://snhu-media.snhu.edu/files/course_repository/undergraduate/ol/ol211/ol_211_customer_service_care_business_partner_job_posting.pdf

http://snhu-media.snhu.edu/files/course_repository/undergraduate/ol/ol211/unit_6_training_methods_elearning_and_tech.pptx

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

Earned Total 100%

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

HRM 533 Assignment 3 Revision

November 17, 2023/in Uncategorized /by Daniel Jennings

Running head: Assignment 3 1

Assignment 3 4

Assignment 3

Name: Anna Stephen

For Dr. Larry Byrd HRM533

Date: 11 August, 2014

(Title)

Organization Overview

This paper will discuss the total rewards program for (Name of the Company, real or otherwise). This company is (Complete this paragraph briefly describing the multinational company and its requirements/needs for a total rewards system. You should remember that this company is diverse and in multiple countries.)

Total Rewards Strategy

In order to meet the HR needs of this company, HR must accomplish the elements discussed in the succeeding paragraphs that address the fundamentals of this type of total rewards system while complying with the regulatory environments. (See pages 24—27 for strategy development. Check the index in the back of the book for Compensation regulatory programs to get an idea of the regulatory environments. A strategy is a roadmap, so in the following paragraphs layout the steps that HR should take to meet these requirements.)

The first element is (Complete the paragraph stating the first thing HR needs to do.)

The second element is (Complete the paragraph stating the next thing HR needs to do.)

(Continue writing paragraphs with this beginning until you have fully explained the elements that must be accomplished by the compensation system.)

System Advantages

There are several advantages to this total rewards system as described above, and they are discussed in the succeeding paragraphs.

The first advantage is (Complete the paragraph stating the advantage and how it meets the employees’ needs.)

The second advantage is (Complete the paragraph stating the advantage and how it meets the employees’ needs.)

(Continue writing paragraphs with this beginning until you have exhausted the advantages.)

Communicating the Plan

For a total rewards system to be successful, it must be clearly and widely communicated. The succeeding paragraphs describe the richness of the communications plan that must reach such diverse people and geography. (See pages 64—71; you should find 5 components.)

The first component of the plan is (Complete the paragraph.)

The second component of the plan is (Complete the paragraph.)

(Continue writing paragraphs with this beginning until you have exhausted the components of the plan.)

Ensuring the Plan is Competitive

Additionally, for a total rewards plan to be successful, external equity must be ensured. The succeeding paragraphs describe the steps that (Company name) will take to ensure the competitiveness of the plan for the multinational company. (see chapters 8 and 9)

The first step is (Complete this paragraph describing the first step the company needs to take to ensure competitiveness.)

The second step is (Complete this paragraph describing the first step the company needs to take to ensure competitiveness.)

(Continue writing paragraphs with this beginning until you have exhausted the steps for ensuring the competitiveness of the plan.)

(Do not forget your references. For detailed APA instructions, see the Additional Resources at the bottom of the Student Center.)

Proteach Only-Smirky Only

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

Unit VIII Powerpoint

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

Benefits And Business At Aflac And L.L. Bean – Case Study 3

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

Can You Shorten This To 5 Pages

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

Hrm

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

Proteach Only-Smirky Only

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

Synthesis Paper: Doctoral Identity- Rubrics, Template, Articles, And Prior Assignment W/Feedback Included

Rubic_Print_Format

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

Informative Speech

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

Milestone 2 HR

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

HRM 533 Assignment 3 Revision

Assignment 3

Date: 11 August, 2014

Organization Overview

Total Rewards Strategy

System Advantages

Communicating the Plan

Ensuring the Plan is Competitive

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

DISCLAIMER

PAYMENT METHODS

CONTACT US

E MAIL:

Archive

Archive for year: 2023

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

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

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

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

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

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

Rubic_Print_Format

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

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

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

Assignment 3

Date: 11 August, 2014

Organization Overview

Total Rewards Strategy

System Advantages

Communicating the Plan

Ensuring the Plan is Competitive

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

DISCLAIMER

PAYMENT METHODS

CONTACT US

E MAIL:

Archive

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

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

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

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

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

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

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

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

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

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