Is this unlawful discrimination?

 

This week, read the situations on pages 56–59 of Nkomo, Fottler, and McAfee, and select one you would like to address for this week’s Discussion.

 

For your Discussion this week, review the situation you chose from the Chapter 17 exercise in Nkomo, Fottler, and McAfee.

 

Post by Wednesday 7-20-16 a 3-paragraph description and judgment of the case you selected. In your description include the key facts of the case, the equal opportunity laws that apply to the case and why those laws apply, and the decision the court must make in the case. Provide an explanation of how you would decide the case if you were the judge and the reason for your decision.

 

Support your work with specific citations from the Learning Resources. You are allowed to draw from additional sources to support your argument, but you must cite using APA standards. All quoted material must be identified, cited, and referenced per APA standards.

 

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Final Assessment

Due by Saturday, 11:59 p.m. (MT) end of Week 4 (165 pts)

Previous versions of The Wedding Case Study should be revised and included with the final sections found in chapters 7 and 8.  Submit as one, final document.  The final document should be 5-7 pages in length.

 

CASE QUESTIONS

1.Using the schedule from Chapter 5, estimate the cost for each activity,

2.Determine the total budgeted cost for the project.

3.Prepare a budgeted cost by period table (similar to Figure 7.5) and a cumulative budgeted cost (CBC) curve (similar to Figure 7.6) for the project.

 

CASE QUESTIONS

1.Identify at least four risks that could jeopardize the wedding.

2.Create a risk assessment matrix including a response plan for each of the risks.

 

CASE STUDY 2: The Wedding

Tony and Peggy Sue graduated from a university in Texas last May. She received a degree in elementary education, and he graduated from the culinary school. They both now work in the Dallas area. Peggy Sue teaches, and Tony is a chef at a resort hotel restaurant.It is Christmas Day and Tony asks Peggy Sue to get marry him. She excitedly accepts. They set a wedding date of June 30.Tony is from New York City. He is the only son of “Big Tony” and Carmella. He is known as “Little Tony” to his family. He has three younger sisters, none of whom are yet married. The family owns a restaurant called Big Tony’s, and all four children have worked in the restaurant since they were young. They have a large extended family with many relatives, most of whom live in New York City. They also have many friends in the neighborhood.Peggy Sue is from Cornfield, Nebraska. She is the youngest of four sisters. She and her sisters worked on the family farm when they were young. Her father passed away several years ago. Her mother, Mildred, now lives alone in the family farmhouse and leases the farmland to a neighboring farmer. Peggy Sue’s sisters all married local men and all live in Cornfield. All of their weddings were small (about 50 people), simple, and pretty much the same. Mildred has the wedding plans down to almost a standard operating procedure—9:00 A.M. ceremony at the small church, followed by a buffet brunch in the church hall, and that is about it. They really could not afford much more elaborate weddings because the income from the farm had been pretty meager. Peggy Sue’s sisters did not go to college, and she had to take out loans to pay for her college expenses.Tony and Peggy Sue decide to call home and announce the good news about their engagement and the forthcoming wedding.Tony calls home and tells his mom, Carmella, the news. She replies, “That’s great, honey! I’ve been waiting for this day. I can’t believe my little baby is getting married. I’m so excited. We’re going to have the biggest, best wedding ever. All our friends and family will come to celebrate. We’ll probably have 300 people. And, of course, we’ll have the reception at our restaurant; the banquet room should be big enough. I’ll tell your cousin Vinnie that you want him to be best man. You grew up together, although you haven’t seen much of each other since you went off to college in Texas. I’ll call Aunt Lucy as soon as we’re done talking and tell her that we want her little Maria and Teresa to be flower girls and little Nicky to be ring bearer. And, oh, I almost forgot the most important thing—your sisters, they’ll all be bridesmaids. I already know what color their gowns will be—a deep rose; they’ll be gorgeous. And sweetie, I didn’t ask your papa yet, but I know he’ll agree with me—on Monday, I’m going to call my friend Francine, the travel agent, and get two tickets for you for a two-week honeymoon in Italy. You’ve never been there, and you must go. It will be a gift from your papa and me. And tell Peggy Lee or Peggy Susie or whatever congratulations. We are so happy for both of you. It’s your wedding, and I don’t want to interfere. I’ll just be here to help. You know what I’m saying. So, my little Tony, whatever you want me to do, you just tell me. And one more thing, I’ll see Father Frank after Mass on Sunday and tell him to mark his calendar already for a two o’clock ceremony on June 30. Goodbye, my big boy. I’ll tell Papa you called. And I can’t wait to start telling everybody to get ready to party on June 30.”Peggy Sue also calls her mom to tell her the news about the upcoming wedding. Mildred responds, “That’s wonderful, dear. I’m glad you’re finally getting married. You waited so long with going off to college and everything. I’ll start getting everything ready. I know how to do this in my sleep by now. I’ll mention it to Reverend Johnson after Sunday service. I’ll tell your sisters to expect to be bridesmaids again in keeping with the family tradition. I guess Holley will be the matron of honor; it’s her turn. By the way, she’s expecting her third child probably right around the same time as your wedding, but I don’t think that will matter. Well, I guess pretty soon you’ll be having babies of your own, like all your sisters. I’m glad you are finally settling down. You should really be thinking about moving back home, now that you are done with college. I saw Emma Miller, your second-grade teacher, at the grocery store the other day. She told me she is retiring. I told her you would be excited to hear that and probably want to apply for her job.”“She said she didn’t think they would have too many people applying so you would have a good chance. You could move in with me. The house is so big and lonely. There is plenty of room, and I can help you watch your babies. And your boyfriend, Tony—isn’t he a cook or something? I’m sure he could probably get a job at the diner in town. Oh dear, I’m so happy. I’ve been praying that you would come back ever since you left. I’ll tell all your sisters the news when they all come over for family dinner tonight. It won’t be long before we’re all together again. Goodbye, my dear, and you be careful in that big city.”Tony and Peggy Sue start discussing their wedding. They decide they want a big wedding—with their families and friends, including a lot of their college friends. They want an outdoor ceremony and outdoor reception, including plenty of food, music, and dancing into the night. They are not sure how much it will cost, though, and realize Peggy Sue’s mother cannot afford to pay for the wedding, so they will have to pay for it themselves. Both Tony and Peggy Sue have college loans to pay back, but they hope that the money gifts they get from the wedding guests will be enough to pay for the wedding expenses and maybe have some left over for a honeymoon.It is now New Year’s Day, and Tony and Peggy Sue decide to sit down and start laying out the detailed plan of all the things they need to do to get ready for their wedding.

 

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It is said that if you are not leading change, you are not leading. Relate this statement to planned and unplanned change as well as to one or more approaches to change previously presented in this course. Do you agree or disagree with the statement above? What life experiences influence your opinion?

• Embed course material concepts, principles, and theories, which require supporting citations, along with at least two scholarly peer-reviewed references in supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.
• Answering all course questions is also required.
• Use  APA style guidelines.

Required

• Alodadi, A., & Benhin, J. (2015). Long term economic growth in oil-rich Saudi Arabia: What is the role for non-oil sectors? Economic Issues, 20(1), 109-129.
• Kadasah, N. A., & Ageel, M. A. (2015). The level of service quality dimensions of the banking system in Jeddah, Saudi Arabia. International Review of Management and Business Research, 4(4), 1044-1059.

 

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Compensation Survey

According to our text, “A compensation survey is a tool used to determine the typical incentives that are provided to employees across a specific job, industry, geographic regions, etc. Data is collected from multiple employers and is analyzed to develop an understanding of the overall amount of compensation paid.” (Weathington, 2016, section 5.3, para. 1).

Guided Response: Create a compensation survey for the job description you created in week 2. What did you learn about the salary range, competitive market, skills, experience, and occupational field? Explain in 200-300 words. Include at least one reference in addition to company websites and the course text. Respond to at least two classmates’ posts.

Respond to David Geren

According to Glassdoor.com (2018) a Human Resources (Generalist) salary runs between $40k and $50k per year, whereas an HR Director’s pay can be between $60k to $100k annually. This salary range was for positions in Honolulu. In comparison, I also looked at the same types of positions in Little Rock Arkansas and Trenton, NJ. There was some fluctuation on the low end but they were surprisingly similar.

Payscale.com (2018) notes the wage growth for jobs in HR have seen a 15.4% increase in pay since 2006. Given that companies have placed a higher value on investing in their employees and keeping the talent they have, Human Resources has become significantly more competitive in the business world.

Employers are seeking HR Generalists that require minimal supervision, knowledge of labor laws both on the local and national levels, information technology skills with platforms such as the MS Office suite of programs and depending on the company, familiarity with their industry.

I found that most companies looking for an HR Generalist would prefer their candidates have between 3 and 5 years of experience in the field with excellent interpersonal and customer service skills. When I was reviewing job announcements I noticed most of the positions had either a mandatory requirement for a degree or X amount of year’s experience in the field or both. Some wanted advanced degrees, but for the most part the minimum was a Bachelor’s Degree. Something else interesting was the amount of postings that were looking for people with HR certifications.

Keep in mind the information I primarily reviewed was for an HR Generalist, there are multiple disciplines within HR and those positions can be advertised separately. Some of the specialty positions are Training and Development, Employee and Labor Relations, Compensation and Benefits etc. These types of positions along with location, scope of leadership and one’s skills can and do influence compensation.

What I took from producing a compensation survey and then looking at different salary ranges and job advertisements was that our text is spot on when it states “Compensation does not have to be viewed as just the largest expense for most organizations. It can also be a competitive advantage” Weathington, 2016, Summary and Resources, para 4). Gathering information about how your competitors conduct their business is a smart practice and allows you to hire the best and keep them on staff.

 

Human Resources Generalist (2018), retrieved from https://www.glassdoor.com/Job/jobs.htm?suggestCount=0&suggestChosen=true&clickSource=searchBtn&typedKeyword=Human&sc.keyword=Human+Resources+Generalist&locT=C&locId=1140656&jobType (Links to an external site.)Links to an external site.=

The Pay Scale Index, Trends in Compensation (2018), retrieved from https://www.payscale.com/payscale-index/job-categories/human-resources-jobs (Links to an external site.)Links to an external site.

Weathington, B. L. & Weathington, J. G. (2016). Compensation and benefits: Aligning rewards with strategy. Bridgepoint Education, Inc.

Respond to Erica Hawkins

Classmates,

In our previous discussions, I did not focus on salary ranges, so I am glad we are learning about them this week. While I was searching for information about HR manager positions in Michigan, I found that Michigan is below the national average pay on all but two areas of employment (United States Department of Labor, 2018). Although, I wonder how much of that has to do with the cost of living. If the cost of living is less than the national average, then it would make sense that average pay would be less as well. I am not sure of exactly what this survey is supposed to look like, so I will give it my best guess and edit if I need to later.

The HR Manager will likely look at a compensation survey or two in their role. Youssef-Morgan (2015) expounds, “HR and line management have one common goal—to bring capable human assets into the organization who can perform the duties and responsibilities that will keep the organization functional and competitive in the market” (Sec. 1.3). The compensation survey will help the company determine the right salary to offer to attract the right candidates. The job description I created was for a Human Resources Manager. Weathington & Weathington (2016) explain, “A compensation survey is a tool used to determine the typical incentives that are provided to employees across a specific job, industry, geographic region, and so on. Data is collected from multiple employers and is analyzed to develop an understanding of the overall amount of compensation paid” (Sec. 5.3). The below compensation survey considers the compensation for a Human Resources Manager in the city I live and the national average across different sources. I will also list if they specify number of years of experience and education needed according to the sources.

What did you find that was interesting in your search?

 

Compensation Survey

Human Resources Manager

 

Bureau of Labor Statistics

Salary.com

O*Net

Indeed

National Average

$106,910

—

106,910*

$69,330

Grand Rapids

$88,880

$97,127

—

$65,363

Experience

5+ years

5 years

—

—

Education

Bachelor’s degree

Bachelor’s degree

Bachelor’s degree, some require Master’s degree

—

*-O*Net lists the Bureau of Labor and statistics as their source for the national average salary

 

Erica

References

Indeed. (2018). Search and Compare Salaries. https://www.indeed.com/salaries

Onetonline. (2018). Summary Report for Human Resources Managers. Retrieved from https://www.onetonline.org/link/summary/11-3121.00

Salary.com. (2018). Human Resources Manager. Retrieved from https://swz.salary.com/SalaryWizard/Human-Resources-Manager-Salary-Details-GRAND-RAPIDS-MI.aspx

United States Department of Labor. (2018). Bureau of Labor Statistics. https://www.bls.gov/ooh/management/human-resources-managers.htm

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

Youssef-Morgan, C. M. (2015). Human Resource Management, Second Edition. San Diego, CA: Bridgepoint Education, Inc. Retrieved from https://content.ashford.edu/books/AUBUS303.15.1/sections/copyright

 

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Read the Case Study 1-1, LEGO. Respond to the following questions:

• How did the information systems      and the organization design changes supplemented by Knudstorp align with      the changes in business strategy?
• Which of the generic strategies      does Lego appear to be using based on this case? Provide support for your      choice.
• Are the changes implemented by      Knudstorp an indication of hyper-competition? Defend your position.
• What advice would you give      Knudstorp to keep Lego competitive, growing, and relevant?

CASE STUDY 1-1 Lego

Lego has long been an industry leader in children’s toys with its simple yet unique building block-style products. A Danish carpenter whose family still owns Lego today founded the privately held company in 1932. But by 2004, the company found itself close to extinction, losing $1 million a day. A new CEO was brought in, and within five years sales were strong, profits were up, and naysayers who felt the new strategy was going to fail were proved wrong. In fact, sales, revenues and profits continued to be strong. Revenues grew from 16 billion Danish krone (DKK) in 2010 to over 28 billion DKK in 2014, and in the same period, profit almost doubled from 3.7 billion DKK to 7 billion DKK. With the advent of high-tech forms of entertainment, such as the iPod and PlayStation, Lego found itself more antique than cutting edge in the toy world. When new CEO Jorgen Vig Knudstorp, a father and former McKinsey consultant, took over, the company was struggling with poor performance, missed deadlines, long development times, and a poor delivery record. The most popular toys frequently would be out of stock, and the company was unable to ship enough products or manage the production of its more complicated sets. Retail stores were frustrated, and that translated into reduced shelf space and ultimately to business losses. Knudstorp changed all of that. He reached out to top retailers, cut costs, and added missing links to the supply chain. For example, prior to the new strategy, 90% of the components were used in just one design. Designers were encouraged to reuse components in their new products, which resulted in a reduction from about 13,000 different Lego components to 7,000. Because each component’s mold could cost up to 50,000 euros on average to create, this reduction saved significant expense. Lego was known for its traditional blocks and components that would allow children to build just about anything their imagination could create. The new strategy broadened the products, targeting new customer segments. Lego managers created products based on themes of popular movies, such as Star Wars and the Indiana Jones series. The company moved into video games, which featured animated Lego characters sometimes based on movies. The company created a product strategy for adults and engaged the communities who had already set up thousands of Web sites and blogs featuring Lego creations. It embraced the community who thought of Lego as a way to create art rather than simply as a building toy. And the company designed a line of Legos aimed at girls because the majority of its products had primarily targeted boys. The culture of Lego changed to one that refused to accept nonperformance. The company’s past showed a tendency to focus on innovation and creativity, often at the expense of profits. But that changed. “Knudstorp … made it clear that results, not simply feeling good about making the best toys, would be essential if Lego was to succeed… . Its business may still be fun and games, but working here isn’t,”20 describes the current culture at Lego. Some of the most drastic changes came from within the Lego organization structure. After its massive losses in 2004, Lego switched its employee pay structure, offering incentives for appropriate product innovation and sales. Key performance indicators encourage product innovation that catalyzes sales while decreasing costs. Development time dropped by 50%, and some manufacturing and distribution functions were moved to less expensive locations, but the focus on quality remained. The creation of reusable parts alleviated some of the strain on Lego’s supply chain, which in turn helped its bottom line. Lego also expanded into the virtual world, extending into video gaming and virtual-interaction games on the Internet. Thinking outside the company’s previous product concepts cut costs while encouraging real-time feedback from customers across a global market. Additionally, Lego created brand ambassadors who organized conventions across the world to discuss product innovation and to build communities of fellow customers. With increased revenue, Lego managers considered entering the movie-making business—a risky proposition for a toy company. However, Lego’s success with Hollywood-type action figures fueled its interest in a movie-making endeavor. The growth put strains on the IS supporting the business. Order management and fulfillment were particularly affected, resulting in the inability to meet customer demand. Employee management systems were stretched as new employees were added to support the growth and additional locations. Product design and development, especially the virtual and video games, required new technology, too. To solve some of these problems, Lego managers used the same approach they used for their blocks. They created a modularized and standardized architecture for their IS, making it possible to expand more quickly and add capacity and functionality as it was needed. They implemented an integrated enterprise system that gave them new applications for human capital management, operations support, product life cycle management, and data management. The new systems and services, purchased from vendors such as SAP and IBM, simplified the IT architecture and the management processes needed to oversee the IS. One manager at Lego summed it up nicely, “The toy world moves onwards constantly, and Lego needs to re-invent itself continuously. Significant corporate re-shaping introduced new energy to the company.” 21 He went on to say that simplifying Lego’s IT systems and implementing an efficient product development process that was able to maintain quality and cost favorably positioned Lego to respond to the fast changing pace of the toy industry.

 

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