Tag: Human Resource Management Case Studies & Problem Sets

  • [Solved] Unit 3.3 DB: Case Study

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    Thinking of the ABC Model of Crisis Intervention and suicide assessment, decide which risk level the client is and discuss what interventions you would apply. A 14-year-old African American boy is sent for counseling by his school counselor because he has not been coming to school and is not perform…

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    Assignment Prompt & Instructions

    Thinking of the ABC Model of Crisis Intervention and suicide assessment, decide which risk level the client is and discuss what interventions you would apply.

    A 14-year-old African American boy is sent for counseling by his school counselor because he has not been coming to school and is not performing when he is in school. His mother brings him to the appointment, but she is in a hurry because she is on her lunch break from her full-time job. His father does not live with them, though he comes around frequently. The child states that he wishes he never existed and that he wishes he was dead.

    – 2 years ago

  • [Solved] Unit 3.2 DB: Clients as a Danger to Others

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    What are five things a crisis worker should explore with a client who is suspected of being homicidal? – 2 years ago

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    Assignment Prompt & Instructions

    What are five things a crisis worker should explore with a client who is suspected of being homicidal?

    – 2 years ago

  • [Solved] Unit 3.1 DB: Self-Injury

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    How does someone engaging in self-injurious behaviors differ from someone who is suicidal? What interventions would you apply when working with a client engaging in self-injurious behaviors? – 2 years ago

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    Assignment Prompt & Instructions

    How does someone engaging in self-injurious behaviors differ from someone who is suicidal? What interventions would you apply when working with a client engaging in self-injurious behaviors?

    – 2 years ago

  • [Solved] wk2 assign 2025hrahra549545

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    see attached – 2 years ago **files (4)** – ## wk2assignHRA545.docx – ## Wk2assign5492025.docx – ## HRA549_WrittenAssignmentRubric.pdf – ## APA_RequiredCoverPage_and_Template_7thed4.docx **## wk2assignHRA545.docx** **At-Will Employment** This is the practical assignment where you will practice s…

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    Assignment Prompt & Instructions

    see attached

    – 2 years ago

    **files (4)**

    – ## wk2assignHRA545.docx

    – ## Wk2assign5492025.docx

    – ## HRA549_WrittenAssignmentRubric.pdf

    – ## APA_RequiredCoverPage_and_Template_7thed4.docx

    **## wk2assignHRA545.docx**

    **At-Will Employment**

    This is the practical assignment where you will practice skills related to employment law that will translate into real-life skills that will be utilized in your career as a human resources specialist.

    *******Please read the assignment is below:**

    **Please answer 1,2,3 questions INDEPTH.**

    **READ:** Louis and Jeannette are the owners of a restaurant that specializes in lobster rolls.  The restaurant is located in Virginia and is only open from Friday to Sunday each week.  One employee, named Eva, is tasked by her employer with ordering and acquiring the lobster each week from a supplier in Maine. Her weekly schedule is as follows:

    · On Sunday, she places the order for lobster from the supplier in Maine.

    · On Monday, she leaves Virginia Beach, Virginia, in the company's refrigerated truck on her way to the lobster supplier in Bar Harbor, Maine.

    · On Tuesday, she arrives in Bar Harbor, Maine, and acquires the week's lobster supply from the supplier.

    · On Wednesday, she begins the return trip back to Virginia Beach, Virginia.

    · On Thursday, she arrives in Virginia Beach, Virginia, and delivers the lobster to the restaurant owned by Louis and Jeannette.

    One day, it comes to the attention of Louis and Jeannette that Eva is ordering additional lobster from the supplier that is being delivered weekly to a nearby competitor.  Eva has been using the company vehicle to transport the additional supply and has been personally benefiting monetarily from this arrangement with a competitor.

    1. In memorandum form, make a recommendation as to whether the employee should be terminated and provide the basis, therefore. If you decide that the employee should be terminated, state whether the termination should be considered at will or for cause and provide your reasons for this determination.

    2. In the memorandum, propose a course of action for notifying the employee of the termination; and

    3. In the memorandum discuss the possible consequences of either not terminating the employee or terminating the person's employment.

    Be sure to review the scoring rubric prior to submitting your assignment. Please submit
    _Practical Assignment 2_ as one Word document. (This folder may be linked to Turnitin.)

    **## Wk2assign5492025.docx**

    **
    **Conduct a formal job analysis on the following job titles of a Server.**

    **1.A** Submit a brief narrative report (expect to take 2-3 pages, double-spaced) addressing the following:

    · Which job title did you analyze?

    · What methods did you use for analysis? (interviews, questionnaires, observation, etc.)

    · What sources did you use for analysis? (incumbents, supervisors, SMEs, O*NET, SHRM, BLS, etc.)

    · What challenges did you encounter during this process?

    · What would you do differently if you had more time to complete your analysis?

    **1.B****Also include a
    **brief job description** (expect to take about 1 page), to include:

    · Job title

    · Brief job summary

    · Job requirements (tasks and KSAOs)

    ***Your work will be graded on content, clarity, creativity, correctness, and, above all, critical thinking per the****HRA Written Assignment Rubric.** **(This Assignment box is linked to Turnitin.)**

    ***Reading Reference Text: Please cite these sources.**

    Armitage, A. & Mohindra, A. (2012). Care about workforce planning.
    _Chief Learning Officer,_ 11(3), 28-31.

    Cairns, T.D. (2010). The supply side of labor: HR must be ready to steer organizations to the future.
    _Employment Relations Today,_ 37(3), 1-8.

    \* Sutanto, E. M. (2000). Forecasting: The key to successful human resource management.
    _Jurnal Manajemen dan Kewirausahaan,_ 2(1), 1-8.

    \* Boundless. (2013). Demand planning.

    \* Stetz, T., Button, S., & Quist, J. (2012). Rethinking carelessness on job analysis surveys: Not all questions are created equal.
    _Journal of Personnel Psychology,_ 11(2), 103-106.

    **## HRA549_WrittenAssignmentRubric.pdf**

    HRA 549 Expectations for Written Assignments and Papers

    1. FORMAT of assignments should conform to the following criteria:

     Margins should be 1” in all directions

     Papers should be double-spaced and in a single highly readable, black 12-point font (Arial,
    Times New Roman, Cambria, or Verdana are recommended). Headings may be larger

     The paper must follow the academic research format (APA) where applicable

     Format for any in-text citations and reference pages should also follow APA style

    2. GRADING RUBRIC

    Criteria

    Exceeds Expectations

    up to

    20% of max grade

    Meets
    Expectations

    up to

    15% of max grade

    Fails Expectations

    up to

    10% of max grade

    Content

    Position or thesis is
    very credible, logical,
    research sources are
    credible and sufficient
    to support arguments

    Position or thesis is
    credible, sources
    are credible

    Position or thesis lacks
    credibility, arguments are
    not clear or not well
    supported, sources are
    not credible or do not
    support arguments

    Clarity and
    Organization

    Concepts presented are
    clearly organized and
    easy to understand,
    early information leads
    to later information,
    coherently summarized

    Concepts presented
    are not organized
    logically, no
    coherent summary

    Concepts presented are
    unclear or difficult to
    understand, paper is
    disorganized and does not
    follow logical progression

    Creativity and
    Interest

    Presents new ideas
    and/or old ideas in
    interesting ways, writing
    style is formal but
    maintains interest,
    includes real-world
    applications

    Presents widely
    accepted ideas or
    discusses topics
    that are already well
    known without much
    attention to original
    content or reader
    interest

    Presents ideas that are
    clichéd or imitative, does
    not make topic interesting
    for reader

    Critical
    Thinking

    Clearly identifies
    assumptions, considers
    all implications and
    consequences of
    outcomes, and includes
    more than one point of
    view on the topic

    Treats some
    assumptions as fact,
    and/or considers
    some implications
    but not others,
    and/or does not fully
    consider point of
    view

    Fails to identify
    assumptions, and/or does
    not consider implications
    of outcomes, and/or is
    fixed on a single point of
    view without any opposing
    information

    Correctness:
    (Grammar,
    Spelling,

    Punctuation,
    Formatting)

    Grammar is
    appropriate, spelling,
    punctuation, and
    formatting accurate

    Grammar is
    appropriate, few
    spelling,
    punctuation, or
    formatting errors

    Grammar, spelling,
    punctuation, and/or
    formatting are
    inappropriate, incorrect,
    and unprofessional

    **## APA_RequiredCoverPage_and_Template_7thed4.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Chapter 2- Interwest HealthCare Corp**

    **Karen Tillery** **Donald R. Tapia College of Business, Saint Leo University**
    MBA-540 Managerial Economics

    Professor Dr. Rita Ray

    May 12, 2024

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: Karen Tillery**

    **Abstract**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## APA_RequiredCoverPage_and_Template_7thed4.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Chapter 2- Interwest HealthCare Corp**

    **Karen Tillery** **Donald R. Tapia College of Business, Saint Leo University**
    MBA-540 Managerial Economics

    Professor Dr. Rita Ray

    May 12, 2024

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: Karen Tillery**

    **Abstract**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk2assignHRA545.docx**

    **At-Will Employment**

    This is the practical assignment where you will practice skills related to employment law that will translate into real-life skills that will be utilized in your career as a human resources specialist.

    *******Please read the assignment is below:**

    **Please answer 1,2,3 questions INDEPTH.**

    **READ:** Louis and Jeannette are the owners of a restaurant that specializes in lobster rolls.  The restaurant is located in Virginia and is only open from Friday to Sunday each week.  One employee, named Eva, is tasked by her employer with ordering and acquiring the lobster each week from a supplier in Maine. Her weekly schedule is as follows:

    · On Sunday, she places the order for lobster from the supplier in Maine.

    · On Monday, she leaves Virginia Beach, Virginia, in the company's refrigerated truck on her way to the lobster supplier in Bar Harbor, Maine.

    · On Tuesday, she arrives in Bar Harbor, Maine, and acquires the week's lobster supply from the supplier.

    · On Wednesday, she begins the return trip back to Virginia Beach, Virginia.

    · On Thursday, she arrives in Virginia Beach, Virginia, and delivers the lobster to the restaurant owned by Louis and Jeannette.

    One day, it comes to the attention of Louis and Jeannette that Eva is ordering additional lobster from the supplier that is being delivered weekly to a nearby competitor.  Eva has been using the company vehicle to transport the additional supply and has been personally benefiting monetarily from this arrangement with a competitor.

    1. In memorandum form, make a recommendation as to whether the employee should be terminated and provide the basis, therefore. If you decide that the employee should be terminated, state whether the termination should be considered at will or for cause and provide your reasons for this determination.

    2. In the memorandum, propose a course of action for notifying the employee of the termination; and

    3. In the memorandum discuss the possible consequences of either not terminating the employee or terminating the person's employment.

    Be sure to review the scoring rubric prior to submitting your assignment. Please submit
    _Practical Assignment 2_ as one Word document. (This folder may be linked to Turnitin.)

    **## Wk2assign5492025.docx**

    **
    **Conduct a formal job analysis on the following job titles of a Server.**

    **1.A** Submit a brief narrative report (expect to take 2-3 pages, double-spaced) addressing the following:

    · Which job title did you analyze?

    · What methods did you use for analysis? (interviews, questionnaires, observation, etc.)

    · What sources did you use for analysis? (incumbents, supervisors, SMEs, O*NET, SHRM, BLS, etc.)

    · What challenges did you encounter during this process?

    · What would you do differently if you had more time to complete your analysis?

    **1.B****Also include a
    **brief job description** (expect to take about 1 page), to include:

    · Job title

    · Brief job summary

    · Job requirements (tasks and KSAOs)

    ***Your work will be graded on content, clarity, creativity, correctness, and, above all, critical thinking per the****HRA Written Assignment Rubric.** **(This Assignment box is linked to Turnitin.)**

    ***Reading Reference Text: Please cite these sources.**

    Armitage, A. & Mohindra, A. (2012). Care about workforce planning.
    _Chief Learning Officer,_ 11(3), 28-31.

    Cairns, T.D. (2010). The supply side of labor: HR must be ready to steer organizations to the future.
    _Employment Relations Today,_ 37(3), 1-8.

    \* Sutanto, E. M. (2000). Forecasting: The key to successful human resource management.
    _Jurnal Manajemen dan Kewirausahaan,_ 2(1), 1-8.

    \* Boundless. (2013). Demand planning.

    \* Stetz, T., Button, S., & Quist, J. (2012). Rethinking carelessness on job analysis surveys: Not all questions are created equal.
    _Journal of Personnel Psychology,_ 11(2), 103-106.

    **## HRA549_WrittenAssignmentRubric.pdf**

    HRA 549 Expectations for Written Assignments and Papers

    1. FORMAT of assignments should conform to the following criteria:

     Margins should be 1” in all directions

     Papers should be double-spaced and in a single highly readable, black 12-point font (Arial,
    Times New Roman, Cambria, or Verdana are recommended). Headings may be larger

     The paper must follow the academic research format (APA) where applicable

     Format for any in-text citations and reference pages should also follow APA style

    2. GRADING RUBRIC

    Criteria

    Exceeds Expectations

    up to

    20% of max grade

    Meets
    Expectations

    up to

    15% of max grade

    Fails Expectations

    up to

    10% of max grade

    Content

    Position or thesis is
    very credible, logical,
    research sources are
    credible and sufficient
    to support arguments

    Position or thesis is
    credible, sources
    are credible

    Position or thesis lacks
    credibility, arguments are
    not clear or not well
    supported, sources are
    not credible or do not
    support arguments

    Clarity and
    Organization

    Concepts presented are
    clearly organized and
    easy to understand,
    early information leads
    to later information,
    coherently summarized

    Concepts presented
    are not organized
    logically, no
    coherent summary

    Concepts presented are
    unclear or difficult to
    understand, paper is
    disorganized and does not
    follow logical progression

    Creativity and
    Interest

    Presents new ideas
    and/or old ideas in
    interesting ways, writing
    style is formal but
    maintains interest,
    includes real-world
    applications

    Presents widely
    accepted ideas or
    discusses topics
    that are already well
    known without much
    attention to original
    content or reader
    interest

    Presents ideas that are
    clichéd or imitative, does
    not make topic interesting
    for reader

    Critical
    Thinking

    Clearly identifies
    assumptions, considers
    all implications and
    consequences of
    outcomes, and includes
    more than one point of
    view on the topic

    Treats some
    assumptions as fact,
    and/or considers
    some implications
    but not others,
    and/or does not fully
    consider point of
    view

    Fails to identify
    assumptions, and/or does
    not consider implications
    of outcomes, and/or is
    fixed on a single point of
    view without any opposing
    information

    Correctness:
    (Grammar,
    Spelling,

    Punctuation,
    Formatting)

    Grammar is
    appropriate, spelling,
    punctuation, and
    formatting accurate

    Grammar is
    appropriate, few
    spelling,
    punctuation, or
    formatting errors

    Grammar, spelling,
    punctuation, and/or
    formatting are
    inappropriate, incorrect,
    and unprofessional

    **## APA_RequiredCoverPage_and_Template_7thed4.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Chapter 2- Interwest HealthCare Corp**

    **Karen Tillery** **Donald R. Tapia College of Business, Saint Leo University**
    MBA-540 Managerial Economics

    Professor Dr. Rita Ray

    May 12, 2024

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: Karen Tillery**

    **Abstract**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk2assignHRA545.docx**

    **At-Will Employment**

    This is the practical assignment where you will practice skills related to employment law that will translate into real-life skills that will be utilized in your career as a human resources specialist.

    *******Please read the assignment is below:**

    **Please answer 1,2,3 questions INDEPTH.**

    **READ:** Louis and Jeannette are the owners of a restaurant that specializes in lobster rolls.  The restaurant is located in Virginia and is only open from Friday to Sunday each week.  One employee, named Eva, is tasked by her employer with ordering and acquiring the lobster each week from a supplier in Maine. Her weekly schedule is as follows:

    · On Sunday, she places the order for lobster from the supplier in Maine.

    · On Monday, she leaves Virginia Beach, Virginia, in the company's refrigerated truck on her way to the lobster supplier in Bar Harbor, Maine.

    · On Tuesday, she arrives in Bar Harbor, Maine, and acquires the week's lobster supply from the supplier.

    · On Wednesday, she begins the return trip back to Virginia Beach, Virginia.

    · On Thursday, she arrives in Virginia Beach, Virginia, and delivers the lobster to the restaurant owned by Louis and Jeannette.

    One day, it comes to the attention of Louis and Jeannette that Eva is ordering additional lobster from the supplier that is being delivered weekly to a nearby competitor.  Eva has been using the company vehicle to transport the additional supply and has been personally benefiting monetarily from this arrangement with a competitor.

    1. In memorandum form, make a recommendation as to whether the employee should be terminated and provide the basis, therefore. If you decide that the employee should be terminated, state whether the termination should be considered at will or for cause and provide your reasons for this determination.

    2. In the memorandum, propose a course of action for notifying the employee of the termination; and

    3. In the memorandum discuss the possible consequences of either not terminating the employee or terminating the person's employment.

    Be sure to review the scoring rubric prior to submitting your assignment. Please submit
    _Practical Assignment 2_ as one Word document. (This folder may be linked to Turnitin.)

    **## Wk2assign5492025.docx**

    **
    **Conduct a formal job analysis on the following job titles of a Server.**

    **1.A** Submit a brief narrative report (expect to take 2-3 pages, double-spaced) addressing the following:

    · Which job title did you analyze?

    · What methods did you use for analysis? (interviews, questionnaires, observation, etc.)

    · What sources did you use for analysis? (incumbents, supervisors, SMEs, O*NET, SHRM, BLS, etc.)

    · What challenges did you encounter during this process?

    · What would you do differently if you had more time to complete your analysis?

    **1.B****Also include a
    **brief job description** (expect to take about 1 page), to include:

    · Job title

    · Brief job summary

    · Job requirements (tasks and KSAOs)

    ***Your work will be graded on content, clarity, creativity, correctness, and, above all, critical thinking per the****HRA Written Assignment Rubric.** **(This Assignment box is linked to Turnitin.)**

    ***Reading Reference Text: Please cite these sources.**

    Armitage, A. & Mohindra, A. (2012). Care about workforce planning.
    _Chief Learning Officer,_ 11(3), 28-31.

    Cairns, T.D. (2010). The supply side of labor: HR must be ready to steer organizations to the future.
    _Employment Relations Today,_ 37(3), 1-8.

    \* Sutanto, E. M. (2000). Forecasting: The key to successful human resource management.
    _Jurnal Manajemen dan Kewirausahaan,_ 2(1), 1-8.

    \* Boundless. (2013). Demand planning.

    \* Stetz, T., Button, S., & Quist, J. (2012). Rethinking carelessness on job analysis surveys: Not all questions are created equal.
    _Journal of Personnel Psychology,_ 11(2), 103-106.

    **## HRA549_WrittenAssignmentRubric.pdf**

    HRA 549 Expectations for Written Assignments and Papers

    1. FORMAT of assignments should conform to the following criteria:

     Margins should be 1” in all directions

     Papers should be double-spaced and in a single highly readable, black 12-point font (Arial,
    Times New Roman, Cambria, or Verdana are recommended). Headings may be larger

     The paper must follow the academic research format (APA) where applicable

     Format for any in-text citations and reference pages should also follow APA style

    2. GRADING RUBRIC

    Criteria

    Exceeds Expectations

    up to

    20% of max grade

    Meets
    Expectations

    up to

    15% of max grade

    Fails Expectations

    up to

    10% of max grade

    Content

    Position or thesis is
    very credible, logical,
    research sources are
    credible and sufficient
    to support arguments

    Position or thesis is
    credible, sources
    are credible

    Position or thesis lacks
    credibility, arguments are
    not clear or not well
    supported, sources are
    not credible or do not
    support arguments

    Clarity and
    Organization

    Concepts presented are
    clearly organized and
    easy to understand,
    early information leads
    to later information,
    coherently summarized

    Concepts presented
    are not organized
    logically, no
    coherent summary

    Concepts presented are
    unclear or difficult to
    understand, paper is
    disorganized and does not
    follow logical progression

    Creativity and
    Interest

    Presents new ideas
    and/or old ideas in
    interesting ways, writing
    style is formal but
    maintains interest,
    includes real-world
    applications

    Presents widely
    accepted ideas or
    discusses topics
    that are already well
    known without much
    attention to original
    content or reader
    interest

    Presents ideas that are
    clichéd or imitative, does
    not make topic interesting
    for reader

    Critical
    Thinking

    Clearly identifies
    assumptions, considers
    all implications and
    consequences of
    outcomes, and includes
    more than one point of
    view on the topic

    Treats some
    assumptions as fact,
    and/or considers
    some implications
    but not others,
    and/or does not fully
    consider point of
    view

    Fails to identify
    assumptions, and/or does
    not consider implications
    of outcomes, and/or is
    fixed on a single point of
    view without any opposing
    information

    Correctness:
    (Grammar,
    Spelling,

    Punctuation,
    Formatting)

    Grammar is
    appropriate, spelling,
    punctuation, and
    formatting accurate

    Grammar is
    appropriate, few
    spelling,
    punctuation, or
    formatting errors

    Grammar, spelling,
    punctuation, and/or
    formatting are
    inappropriate, incorrect,
    and unprofessional

    **## APA_RequiredCoverPage_and_Template_7thed4.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Chapter 2- Interwest HealthCare Corp**

    **Karen Tillery** **Donald R. Tapia College of Business, Saint Leo University**
    MBA-540 Managerial Economics

    Professor Dr. Rita Ray

    May 12, 2024

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: Karen Tillery**

    **Abstract**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

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    – 2 years ago **files (2)** – ## HRM307Unit3Assignment.pdf – ## HRM307CaseStudiesJune2021.pdf **## HRM307Unit3Assignment.pdf** Copyright Post University 2022, All Rights Reserved Due Date: 11:59 pm EST, Sunday of Unit 3 Points: 100 Overview: To understand how to design a comprehensive compensation s…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (2)**

    – ## HRM307Unit3Assignment.pdf

    – ## HRM307CaseStudiesJune2021.pdf

    **## HRM307Unit3Assignment.pdf**

    Copyright Post University 2022, All Rights Reserved

    Due Date: 11:59 pm EST, Sunday of Unit 3
    Points: 100

    Overview:

    To understand how to design a comprehensive compensation strategy, you will apply
    your learning to the selected case study.

    Instructions:

    Select one company to use throughout the course (the company information document
    is attached to the assignment). You will use this company case study to apply your
    learnings from the class.

    • Record your name, the date, and the company name you have chosen for your
    case study on the title page of your paper.

    Take time to read and review Chapters 1-4 to answer these questions.

    Answer the following questions for the case study you have chosen. Read all aspects of
    your case study carefully. Please make sure you address each question thoroughly and
    clearly. Each question should be at least 2-3 paragraphs to illustrate your
    understanding. Review the grading rubric before writing your paper.

    1) Of the three generic business strategies that most organizations follow (cost-
    cutter, customer-centric, prospector, innovator, or something else), which
    strategy does your case study seem to fit and why? Review the following to help
    you; the article in Unit 1 titled The linkages between business strategies, culture,
    and compensation using Miles & Snow's and Hofstede culture framework in
    conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
    Compensation System to the Strategy (Exhibit 2.3).

    2) What compensation objectives can you conclude from your case study (review
    Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
    study)? List several unique compensation objectives for your case study and
    explain why you have inferred your unique objectives.

    3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
    Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for

    HRM307 – Compensation &
    Benefits
    Case Study 1

    Copyright Post University 2022, All Rights Reserved

    Competitiveness and Employee Contributions. Discuss your company's profile in
    these two areas and explain why you have answered in this way.

    4) In the case study you have selected, how might the company's values be
    reflected in your compensation system design and why?

    5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
    versus Delayered Structures (Exhibit 3.7). What types of internal structures do
    you believe would fit best for your case study and why?

    Requirements:

    • Submit a Word document in APA format (double spaced with references and
    APA in text citations).

    • Maximum 6 pages in length, excluding the Title and Reference pages.
    • At least two resources.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Copyright Post University 2022, All Rights Reserved

    Evaluation Rubric for Case Study 1

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0 – 17 points 18 – 23 points 24 – 29
    points

    30 points

    Relevance Does not
    understand
    each question
    nor its
    relevance to
    the learning
    material

    Generally,
    understands
    each question
    and its relevance
    to the learning
    material

    Mostly
    understands
    each
    question and
    its relevance
    to the
    learning
    material

    Completely
    understands
    each question
    and its
    relevance to
    the learning
    material

    Complete and
    Concise

    Fails to answer
    each question
    thoroughly and
    concisely

    Somewhat
    answers each
    question
    thoroughly and
    concisely

    Mostly
    answers
    each
    question
    thoroughly
    and concisely

    Thoroughly
    answers each
    question
    completely and
    concisely

    Support Fails to provide
    relevant
    examples
    and/or sources
    supporting
    each answer

    Generally, it
    provides relevant
    examples and/or
    sources
    supporting each
    answer

    Mostly
    provides
    relevant
    examples
    and/or
    sources
    supporting
    each answer

    Completely
    provides
    relevant
    examples
    and/or sources
    supporting
    each answer

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Clear and
    Professional
    Writing and
    APA Format

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant errors
    that do not
    impede
    professional
    presentation.

    Few errors
    that do not
    impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional,
    APA compliant,
    and error-free.

    – Overview:
    – Instructions:
    – Requirements:
    – Evaluation Rubric for Case Study 1

    **## HRM307CaseStudiesJune2021.pdf**

    Copyright Post University 2022, All Rights Reserved

    Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
    the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

    Company
    Name
    Vision

    Workforce Solutions Services Inc.
    (WSS)
    Making HR Easier

    Global Braking Components Corp.
    (GBC)
    Designing and Producing a World Class
    Product

    Worldglobe Biotech Corp.
    (WBC)
    Developing the Next Generation of Biotech
    Solutions

    Industry –
    Product

    Service – Staffing and Workforce
    Solutions

    Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

    # Employees 5,000 employees – US and Canada

    Temporary and permanent staffing,
    outsourcing, and innovative workforce
    solutions (payroll, on site workforce
    management, recruiting, temporary
    solutions, outplacement).

    200 employees – Global manufacturing – 5
    locations

    Braking component supplier to US
    automotive manufacturers.

    10,000 employees – Global
    Biotechnology and pharmaceuticals.

    Financial
    Overview

    Modestly Profitable
    20% profit margins

    Low Profitability
    8% profit margins

    Very Profitable
    40% profit margins

    HRM307 – Compensation &
    Benefits

    Case Studies

    Copyright Post University 2022, All Rights Reserved

    Strategic
    Emphasis

    Acquiring new customers.
    Experimentation and searching for
    opportunities are valued.

    Acquire new resources.
    Obtain new opportunities.
    Differentiation.
    Continuous Development.
    Transformational changes to the
    market.
    Focus on growth – expand service
    offerings.
    Long term approach. Increase market
    share.

    Permanence and stability. Efficiency,
    control and smooth operations are
    important.

    Improve Quality. Increase sales/reduce
    cost. Reduce safety incidents. Increase
    operational efficiency. Maintain key
    customers and markets and increase sales
    in current market space.
    Short term approach – investor owned.
    Sell the business.

    Competitive actions and achievement.
    Hitting stretch targets and winning in the
    marketplace are dominant.

    Increase market share. Develop new
    customers. Deliver new products to the
    market. Increase profitability. Obtain goals

    Market Service differentiation Low product cost Product differentiation
    Position Provide new solutions to the customer Product centered

    Manage the customer
    Customer centered

    Objectives An organization that focuses on
    selling product bundles/systems.
    They deliver products and services as
    a package

    An organization that is focused on
    producing and selling excellent products
    (basic philosophy is customers will buy
    product because it is the best in the
    marketplace)

    An organization that is aware of their
    customers and knows to whom they are
    selling and segments their customers and
    tailors marketing campaigns by segment.
    Looks for cross selling opportunities.

    Competitors Many competitors Steady competition Few competitors
    Criteria for
    Success

    The organization defines success on
    the basis of having the most unique or
    newest services. It is a service leader
    and innovator. Goal is to outpace and
    outperform the competition with new
    opportunities, provide unique cutting-
    edge workforce solutions

    The organization defines success on the
    basis of efficiency. Dependable delivery,
    smooth scheduling and low-cost
    production are critical.

    The organization defines success on the
    basis of winning in the
    marketplace and outpacing the competition.
    Competitive market leadership is key.

    Organization
    Culture

    Commitment to innovation and
    development. There is an emphasis
    on being on the cutting edge.

    Risk Taking, Performance, Long Term
    Thinking, Unstructured Environment,
    Flexible, Creative, Shared Decision
    Making, Freedom to Act.

    Formal rules and policies. Maintaining a
    smooth-running organization is important.

    Stability, Management Control, Structure,
    Hierarchy, Centralized Decision Making,
    Process Focused, Formal Planning and
    Approvals, Internal
    Consistency/Uniformity, Timeliness,
    Organization

    Emphasis on achievement and goal
    accomplishment. Aggressiveness and
    winning are common themes.

    Customer Focus, Results Oriented,
    Diversity, Innovation,
    Learning/Development, Personal Growth,
    High Performance, Collaboration.

    Copyright Post University 2022, All Rights Reserved

    Dominant
    Characteristics

    The organization is a very dynamic
    entrepreneurial place.
    People are willing to stick their necks
    out and take risks.

    The organization is a very controlled and
    structured place.
    Formal procedures generally govern what
    people do.

    The organization is very results oriented. A
    major concern is with getting the job done.
    People are very competitive and
    achievement oriented.

    Leadership The leadership in the organization is
    generally considered to exemplify
    entrepreneurship, innovating, or risk
    taking.

    The leadership in the organization is
    generally considered to exemplify
    coordinating, organizing, or smooth-
    running efficiency.

    The leadership in the organization is
    generally considered to exemplify a no-
    nonsense, aggressive, results-oriented
    focus.

    Management
    of employees

    The management style in the
    organization is characterized by
    individual risk-taking, innovation,
    freedom, and uniqueness.

    The management style in the organization
    is characterized by security of
    employment, conformity, predictability, and
    stability in relationships.

    The management style in the organization
    is characterized by hard-driving
    competitiveness, high demands, and
    achievement.

    Values Honesty, Diversity, High Performance,
    Innovation, Risk Taking, Learning,
    Balance, Flexibility

    Integrity, Results, Continuous
    Improvement, Problem Solving,
    Accountability

    Trust, Respect, High Performance,
    Expertise, Creativity, Problem Solving,
    Results

    Workforce
    Description

    Employee specialization – Temporary
    labor which includes clerical,
    administrative, assemblers, machine

    Employee specialization – Manufacturing
    Engineers, Material Planners, Operations
    Specialists, Machine Maintenance

    Employee specialization – Biochemists,
    Bio-pharmacologists, Research Scientists,
    Engineers, Program Managers, Supply

    operators, inspectors

    Other key positions include
    Information Technology Business
    Analysts, Information Technology
    Specialists, Cost Accountants, Safety
    Specialists, Sales Managers, On site
    Client Managers, Media,
    Communications and Media
    Specialists.

    Diverse workforce with broad range in
    age.

    Customer Facing – Temporary Labor
    assigned to client sites, such as
    Assemblers, Administrative
    Assistants, and Clerks, as well as
    Sales Managers, Solution Managers,
    and On-site client Managers

    Technicians, Machine Operators,
    Manufacturing Technicians, Assemblers,
    Materials Handlers.

    Other key positions include Information
    Technology Manager, HR Manager, Plant
    Manager, Finance Manager, Safety
    Manager

    Older diverse workforce with long service.

    Customer Facing – Sales Manager,
    Quality Manager, Engineering Manager,
    Plant Manager

    Chain Managers, Information Technology,
    Clinical Affairs, Medical Officers,
    Regulatory Specialists.

    Diverse and global workforce.
    Collaborative. Team focused. Recent
    graduates with PhD, MS degrees. Younger
    workforce.

    Customer Facing – Sales Managers,
    Marketing Managers, Research Managers,
    Clinical Managers, Quality Managers,
    Medical Officers, Regulatory Managers

    Copyright Post University 2022, All Rights Reserved

    External labor
    market
    availability

    The labor market is not readily
    available. Competition with other
    companies is fierce.

    Machine Operators and Assemblers are
    recruited locally but difficult to find.
    Specialized engineering skills are difficult
    to find locally and recruiting comes from
    out of state or up to 35 miles outside the
    facility.

    High demand for high tech talent. Most of
    the company facilities are located in urban
    areas near universities. Supply of talent is
    available but the company competes with
    several large biopharma industries
    throughout the US.

    **## HRM307CaseStudiesJune2021.pdf**

    Copyright Post University 2022, All Rights Reserved

    Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
    the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

    Company
    Name
    Vision

    Workforce Solutions Services Inc.
    (WSS)
    Making HR Easier

    Global Braking Components Corp.
    (GBC)
    Designing and Producing a World Class
    Product

    Worldglobe Biotech Corp.
    (WBC)
    Developing the Next Generation of Biotech
    Solutions

    Industry –
    Product

    Service – Staffing and Workforce
    Solutions

    Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

    # Employees 5,000 employees – US and Canada

    Temporary and permanent staffing,
    outsourcing, and innovative workforce
    solutions (payroll, on site workforce
    management, recruiting, temporary
    solutions, outplacement).

    200 employees – Global manufacturing – 5
    locations

    Braking component supplier to US
    automotive manufacturers.

    10,000 employees – Global
    Biotechnology and pharmaceuticals.

    Financial
    Overview

    Modestly Profitable
    20% profit margins

    Low Profitability
    8% profit margins

    Very Profitable
    40% profit margins

    HRM307 – Compensation &
    Benefits

    Case Studies

    Copyright Post University 2022, All Rights Reserved

    Strategic
    Emphasis

    Acquiring new customers.
    Experimentation and searching for
    opportunities are valued.

    Acquire new resources.
    Obtain new opportunities.
    Differentiation.
    Continuous Development.
    Transformational changes to the
    market.
    Focus on growth – expand service
    offerings.
    Long term approach. Increase market
    share.

    Permanence and stability. Efficiency,
    control and smooth operations are
    important.

    Improve Quality. Increase sales/reduce
    cost. Reduce safety incidents. Increase
    operational efficiency. Maintain key
    customers and markets and increase sales
    in current market space.
    Short term approach – investor owned.
    Sell the business.

    Competitive actions and achievement.
    Hitting stretch targets and winning in the
    marketplace are dominant.

    Increase market share. Develop new
    customers. Deliver new products to the
    market. Increase profitability. Obtain goals

    Market Service differentiation Low product cost Product differentiation
    Position Provide new solutions to the customer Product centered

    Manage the customer
    Customer centered

    Objectives An organization that focuses on
    selling product bundles/systems.
    They deliver products and services as
    a package

    An organization that is focused on
    producing and selling excellent products
    (basic philosophy is customers will buy
    product because it is the best in the
    marketplace)

    An organization that is aware of their
    customers and knows to whom they are
    selling and segments their customers and
    tailors marketing campaigns by segment.
    Looks for cross selling opportunities.

    Competitors Many competitors Steady competition Few competitors
    Criteria for
    Success

    The organization defines success on
    the basis of having the most unique or
    newest services. It is a service leader
    and innovator. Goal is to outpace and
    outperform the competition with new
    opportunities, provide unique cutting-
    edge workforce solutions

    The organization defines success on the
    basis of efficiency. Dependable delivery,
    smooth scheduling and low-cost
    production are critical.

    The organization defines success on the
    basis of winning in the
    marketplace and outpacing the competition.
    Competitive market leadership is key.

    Organization
    Culture

    Commitment to innovation and
    development. There is an emphasis
    on being on the cutting edge.

    Risk Taking, Performance, Long Term
    Thinking, Unstructured Environment,
    Flexible, Creative, Shared Decision
    Making, Freedom to Act.

    Formal rules and policies. Maintaining a
    smooth-running organization is important.

    Stability, Management Control, Structure,
    Hierarchy, Centralized Decision Making,
    Process Focused, Formal Planning and
    Approvals, Internal
    Consistency/Uniformity, Timeliness,
    Organization

    Emphasis on achievement and goal
    accomplishment. Aggressiveness and
    winning are common themes.

    Customer Focus, Results Oriented,
    Diversity, Innovation,
    Learning/Development, Personal Growth,
    High Performance, Collaboration.

    Copyright Post University 2022, All Rights Reserved

    Dominant
    Characteristics

    The organization is a very dynamic
    entrepreneurial place.
    People are willing to stick their necks
    out and take risks.

    The organization is a very controlled and
    structured place.
    Formal procedures generally govern what
    people do.

    The organization is very results oriented. A
    major concern is with getting the job done.
    People are very competitive and
    achievement oriented.

    Leadership The leadership in the organization is
    generally considered to exemplify
    entrepreneurship, innovating, or risk
    taking.

    The leadership in the organization is
    generally considered to exemplify
    coordinating, organizing, or smooth-
    running efficiency.

    The leadership in the organization is
    generally considered to exemplify a no-
    nonsense, aggressive, results-oriented
    focus.

    Management
    of employees

    The management style in the
    organization is characterized by
    individual risk-taking, innovation,
    freedom, and uniqueness.

    The management style in the organization
    is characterized by security of
    employment, conformity, predictability, and
    stability in relationships.

    The management style in the organization
    is characterized by hard-driving
    competitiveness, high demands, and
    achievement.

    Values Honesty, Diversity, High Performance,
    Innovation, Risk Taking, Learning,
    Balance, Flexibility

    Integrity, Results, Continuous
    Improvement, Problem Solving,
    Accountability

    Trust, Respect, High Performance,
    Expertise, Creativity, Problem Solving,
    Results

    Workforce
    Description

    Employee specialization – Temporary
    labor which includes clerical,
    administrative, assemblers, machine

    Employee specialization – Manufacturing
    Engineers, Material Planners, Operations
    Specialists, Machine Maintenance

    Employee specialization – Biochemists,
    Bio-pharmacologists, Research Scientists,
    Engineers, Program Managers, Supply

    operators, inspectors

    Other key positions include
    Information Technology Business
    Analysts, Information Technology
    Specialists, Cost Accountants, Safety
    Specialists, Sales Managers, On site
    Client Managers, Media,
    Communications and Media
    Specialists.

    Diverse workforce with broad range in
    age.

    Customer Facing – Temporary Labor
    assigned to client sites, such as
    Assemblers, Administrative
    Assistants, and Clerks, as well as
    Sales Managers, Solution Managers,
    and On-site client Managers

    Technicians, Machine Operators,
    Manufacturing Technicians, Assemblers,
    Materials Handlers.

    Other key positions include Information
    Technology Manager, HR Manager, Plant
    Manager, Finance Manager, Safety
    Manager

    Older diverse workforce with long service.

    Customer Facing – Sales Manager,
    Quality Manager, Engineering Manager,
    Plant Manager

    Chain Managers, Information Technology,
    Clinical Affairs, Medical Officers,
    Regulatory Specialists.

    Diverse and global workforce.
    Collaborative. Team focused. Recent
    graduates with PhD, MS degrees. Younger
    workforce.

    Customer Facing – Sales Managers,
    Marketing Managers, Research Managers,
    Clinical Managers, Quality Managers,
    Medical Officers, Regulatory Managers

    Copyright Post University 2022, All Rights Reserved

    External labor
    market
    availability

    The labor market is not readily
    available. Competition with other
    companies is fierce.

    Machine Operators and Assemblers are
    recruited locally but difficult to find.
    Specialized engineering skills are difficult
    to find locally and recruiting comes from
    out of state or up to 35 miles outside the
    facility.

    High demand for high tech talent. Most of
    the company facilities are located in urban
    areas near universities. Supply of talent is
    available but the company competes with
    several large biopharma industries
    throughout the US.

    **## HRM307Unit3Assignment.pdf**

    Copyright Post University 2022, All Rights Reserved

    Due Date: 11:59 pm EST, Sunday of Unit 3
    Points: 100

    Overview:

    To understand how to design a comprehensive compensation strategy, you will apply
    your learning to the selected case study.

    Instructions:

    Select one company to use throughout the course (the company information document
    is attached to the assignment). You will use this company case study to apply your
    learnings from the class.

    • Record your name, the date, and the company name you have chosen for your
    case study on the title page of your paper.

    Take time to read and review Chapters 1-4 to answer these questions.

    Answer the following questions for the case study you have chosen. Read all aspects of
    your case study carefully. Please make sure you address each question thoroughly and
    clearly. Each question should be at least 2-3 paragraphs to illustrate your
    understanding. Review the grading rubric before writing your paper.

    1) Of the three generic business strategies that most organizations follow (cost-
    cutter, customer-centric, prospector, innovator, or something else), which
    strategy does your case study seem to fit and why? Review the following to help
    you; the article in Unit 1 titled The linkages between business strategies, culture,
    and compensation using Miles & Snow's and Hofstede culture framework in
    conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
    Compensation System to the Strategy (Exhibit 2.3).

    2) What compensation objectives can you conclude from your case study (review
    Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
    study)? List several unique compensation objectives for your case study and
    explain why you have inferred your unique objectives.

    3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
    Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for

    HRM307 – Compensation &
    Benefits
    Case Study 1

    Copyright Post University 2022, All Rights Reserved

    Competitiveness and Employee Contributions. Discuss your company's profile in
    these two areas and explain why you have answered in this way.

    4) In the case study you have selected, how might the company's values be
    reflected in your compensation system design and why?

    5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
    versus Delayered Structures (Exhibit 3.7). What types of internal structures do
    you believe would fit best for your case study and why?

    Requirements:

    • Submit a Word document in APA format (double spaced with references and
    APA in text citations).

    • Maximum 6 pages in length, excluding the Title and Reference pages.
    • At least two resources.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Copyright Post University 2022, All Rights Reserved

    Evaluation Rubric for Case Study 1

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0 – 17 points 18 – 23 points 24 – 29
    points

    30 points

    Relevance Does not
    understand
    each question
    nor its
    relevance to
    the learning
    material

    Generally,
    understands
    each question
    and its relevance
    to the learning
    material

    Mostly
    understands
    each
    question and
    its relevance
    to the
    learning
    material

    Completely
    understands
    each question
    and its
    relevance to
    the learning
    material

    Complete and
    Concise

    Fails to answer
    each question
    thoroughly and
    concisely

    Somewhat
    answers each
    question
    thoroughly and
    concisely

    Mostly
    answers
    each
    question
    thoroughly
    and concisely

    Thoroughly
    answers each
    question
    completely and
    concisely

    Support Fails to provide
    relevant
    examples
    and/or sources
    supporting
    each answer

    Generally, it
    provides relevant
    examples and/or
    sources
    supporting each
    answer

    Mostly
    provides
    relevant
    examples
    and/or
    sources
    supporting
    each answer

    Completely
    provides
    relevant
    examples
    and/or sources
    supporting
    each answer

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Clear and
    Professional
    Writing and
    APA Format

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant errors
    that do not
    impede
    professional
    presentation.

    Few errors
    that do not
    impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional,
    APA compliant,
    and error-free.

    – Overview:
    – Instructions:
    – Requirements:
    – Evaluation Rubric for Case Study 1

    **## HRM307CaseStudiesJune2021.pdf**

    Copyright Post University 2022, All Rights Reserved

    Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
    the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

    Company
    Name
    Vision

    Workforce Solutions Services Inc.
    (WSS)
    Making HR Easier

    Global Braking Components Corp.
    (GBC)
    Designing and Producing a World Class
    Product

    Worldglobe Biotech Corp.
    (WBC)
    Developing the Next Generation of Biotech
    Solutions

    Industry –
    Product

    Service – Staffing and Workforce
    Solutions

    Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

    # Employees 5,000 employees – US and Canada

    Temporary and permanent staffing,
    outsourcing, and innovative workforce
    solutions (payroll, on site workforce
    management, recruiting, temporary
    solutions, outplacement).

    200 employees – Global manufacturing – 5
    locations

    Braking component supplier to US
    automotive manufacturers.

    10,000 employees – Global
    Biotechnology and pharmaceuticals.

    Financial
    Overview

    Modestly Profitable
    20% profit margins

    Low Profitability
    8% profit margins

    Very Profitable
    40% profit margins

    HRM307 – Compensation &
    Benefits

    Case Studies

    Copyright Post University 2022, All Rights Reserved

    Strategic
    Emphasis

    Acquiring new customers.
    Experimentation and searching for
    opportunities are valued.

    Acquire new resources.
    Obtain new opportunities.
    Differentiation.
    Continuous Development.
    Transformational changes to the
    market.
    Focus on growth – expand service
    offerings.
    Long term approach. Increase market
    share.

    Permanence and stability. Efficiency,
    control and smooth operations are
    important.

    Improve Quality. Increase sales/reduce
    cost. Reduce safety incidents. Increase
    operational efficiency. Maintain key
    customers and markets and increase sales
    in current market space.
    Short term approach – investor owned.
    Sell the business.

    Competitive actions and achievement.
    Hitting stretch targets and winning in the
    marketplace are dominant.

    Increase market share. Develop new
    customers. Deliver new products to the
    market. Increase profitability. Obtain goals

    Market Service differentiation Low product cost Product differentiation
    Position Provide new solutions to the customer Product centered

    Manage the customer
    Customer centered

    Objectives An organization that focuses on
    selling product bundles/systems.
    They deliver products and services as
    a package

    An organization that is focused on
    producing and selling excellent products
    (basic philosophy is customers will buy
    product because it is the best in the
    marketplace)

    An organization that is aware of their
    customers and knows to whom they are
    selling and segments their customers and
    tailors marketing campaigns by segment.
    Looks for cross selling opportunities.

    Competitors Many competitors Steady competition Few competitors
    Criteria for
    Success

    The organization defines success on
    the basis of having the most unique or
    newest services. It is a service leader
    and innovator. Goal is to outpace and
    outperform the competition with new
    opportunities, provide unique cutting-
    edge workforce solutions

    The organization defines success on the
    basis of efficiency. Dependable delivery,
    smooth scheduling and low-cost
    production are critical.

    The organization defines success on the
    basis of winning in the
    marketplace and outpacing the competition.
    Competitive market leadership is key.

    Organization
    Culture

    Commitment to innovation and
    development. There is an emphasis
    on being on the cutting edge.

    Risk Taking, Performance, Long Term
    Thinking, Unstructured Environment,
    Flexible, Creative, Shared Decision
    Making, Freedom to Act.

    Formal rules and policies. Maintaining a
    smooth-running organization is important.

    Stability, Management Control, Structure,
    Hierarchy, Centralized Decision Making,
    Process Focused, Formal Planning and
    Approvals, Internal
    Consistency/Uniformity, Timeliness,
    Organization

    Emphasis on achievement and goal
    accomplishment. Aggressiveness and
    winning are common themes.

    Customer Focus, Results Oriented,
    Diversity, Innovation,
    Learning/Development, Personal Growth,
    High Performance, Collaboration.

    Copyright Post University 2022, All Rights Reserved

    Dominant
    Characteristics

    The organization is a very dynamic
    entrepreneurial place.
    People are willing to stick their necks
    out and take risks.

    The organization is a very controlled and
    structured place.
    Formal procedures generally govern what
    people do.

    The organization is very results oriented. A
    major concern is with getting the job done.
    People are very competitive and
    achievement oriented.

    Leadership The leadership in the organization is
    generally considered to exemplify
    entrepreneurship, innovating, or risk
    taking.

    The leadership in the organization is
    generally considered to exemplify
    coordinating, organizing, or smooth-
    running efficiency.

    The leadership in the organization is
    generally considered to exemplify a no-
    nonsense, aggressive, results-oriented
    focus.

    Management
    of employees

    The management style in the
    organization is characterized by
    individual risk-taking, innovation,
    freedom, and uniqueness.

    The management style in the organization
    is characterized by security of
    employment, conformity, predictability, and
    stability in relationships.

    The management style in the organization
    is characterized by hard-driving
    competitiveness, high demands, and
    achievement.

    Values Honesty, Diversity, High Performance,
    Innovation, Risk Taking, Learning,
    Balance, Flexibility

    Integrity, Results, Continuous
    Improvement, Problem Solving,
    Accountability

    Trust, Respect, High Performance,
    Expertise, Creativity, Problem Solving,
    Results

    Workforce
    Description

    Employee specialization – Temporary
    labor which includes clerical,
    administrative, assemblers, machine

    Employee specialization – Manufacturing
    Engineers, Material Planners, Operations
    Specialists, Machine Maintenance

    Employee specialization – Biochemists,
    Bio-pharmacologists, Research Scientists,
    Engineers, Program Managers, Supply

    operators, inspectors

    Other key positions include
    Information Technology Business
    Analysts, Information Technology
    Specialists, Cost Accountants, Safety
    Specialists, Sales Managers, On site
    Client Managers, Media,
    Communications and Media
    Specialists.

    Diverse workforce with broad range in
    age.

    Customer Facing – Temporary Labor
    assigned to client sites, such as
    Assemblers, Administrative
    Assistants, and Clerks, as well as
    Sales Managers, Solution Managers,
    and On-site client Managers

    Technicians, Machine Operators,
    Manufacturing Technicians, Assemblers,
    Materials Handlers.

    Other key positions include Information
    Technology Manager, HR Manager, Plant
    Manager, Finance Manager, Safety
    Manager

    Older diverse workforce with long service.

    Customer Facing – Sales Manager,
    Quality Manager, Engineering Manager,
    Plant Manager

    Chain Managers, Information Technology,
    Clinical Affairs, Medical Officers,
    Regulatory Specialists.

    Diverse and global workforce.
    Collaborative. Team focused. Recent
    graduates with PhD, MS degrees. Younger
    workforce.

    Customer Facing – Sales Managers,
    Marketing Managers, Research Managers,
    Clinical Managers, Quality Managers,
    Medical Officers, Regulatory Managers

    Copyright Post University 2022, All Rights Reserved

    External labor
    market
    availability

    The labor market is not readily
    available. Competition with other
    companies is fierce.

    Machine Operators and Assemblers are
    recruited locally but difficult to find.
    Specialized engineering skills are difficult
    to find locally and recruiting comes from
    out of state or up to 35 miles outside the
    facility.

    High demand for high tech talent. Most of
    the company facilities are located in urban
    areas near universities. Supply of talent is
    available but the company competes with
    several large biopharma industries
    throughout the US.

    **## HRM307Unit3Assignment.pdf**

    Copyright Post University 2022, All Rights Reserved

    Due Date: 11:59 pm EST, Sunday of Unit 3
    Points: 100

    Overview:

    To understand how to design a comprehensive compensation strategy, you will apply
    your learning to the selected case study.

    Instructions:

    Select one company to use throughout the course (the company information document
    is attached to the assignment). You will use this company case study to apply your
    learnings from the class.

    • Record your name, the date, and the company name you have chosen for your
    case study on the title page of your paper.

    Take time to read and review Chapters 1-4 to answer these questions.

    Answer the following questions for the case study you have chosen. Read all aspects of
    your case study carefully. Please make sure you address each question thoroughly and
    clearly. Each question should be at least 2-3 paragraphs to illustrate your
    understanding. Review the grading rubric before writing your paper.

    1) Of the three generic business strategies that most organizations follow (cost-
    cutter, customer-centric, prospector, innovator, or something else), which
    strategy does your case study seem to fit and why? Review the following to help
    you; the article in Unit 1 titled The linkages between business strategies, culture,
    and compensation using Miles & Snow's and Hofstede culture framework in
    conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
    Compensation System to the Strategy (Exhibit 2.3).

    2) What compensation objectives can you conclude from your case study (review
    Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
    study)? List several unique compensation objectives for your case study and
    explain why you have inferred your unique objectives.

    3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
    Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for

    HRM307 – Compensation &
    Benefits
    Case Study 1

    Copyright Post University 2022, All Rights Reserved

    Competitiveness and Employee Contributions. Discuss your company's profile in
    these two areas and explain why you have answered in this way.

    4) In the case study you have selected, how might the company's values be
    reflected in your compensation system design and why?

    5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
    versus Delayered Structures (Exhibit 3.7). What types of internal structures do
    you believe would fit best for your case study and why?

    Requirements:

    • Submit a Word document in APA format (double spaced with references and
    APA in text citations).

    • Maximum 6 pages in length, excluding the Title and Reference pages.
    • At least two resources.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Copyright Post University 2022, All Rights Reserved

    Evaluation Rubric for Case Study 1

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0 – 17 points 18 – 23 points 24 – 29
    points

    30 points

    Relevance Does not
    understand
    each question
    nor its
    relevance to
    the learning
    material

    Generally,
    understands
    each question
    and its relevance
    to the learning
    material

    Mostly
    understands
    each
    question and
    its relevance
    to the
    learning
    material

    Completely
    understands
    each question
    and its
    relevance to
    the learning
    material

    Complete and
    Concise

    Fails to answer
    each question
    thoroughly and
    concisely

    Somewhat
    answers each
    question
    thoroughly and
    concisely

    Mostly
    answers
    each
    question
    thoroughly
    and concisely

    Thoroughly
    answers each
    question
    completely and
    concisely

    Support Fails to provide
    relevant
    examples
    and/or sources
    supporting
    each answer

    Generally, it
    provides relevant
    examples and/or
    sources
    supporting each
    answer

    Mostly
    provides
    relevant
    examples
    and/or
    sources
    supporting
    each answer

    Completely
    provides
    relevant
    examples
    and/or sources
    supporting
    each answer

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Clear and
    Professional
    Writing and
    APA Format

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant errors
    that do not
    impede
    professional
    presentation.

    Few errors
    that do not
    impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional,
    APA compliant,
    and error-free.

    – Overview:
    – Instructions:
    – Requirements:
    – Evaluation Rubric for Case Study 1

    **## HRM307CaseStudiesJune2021.pdf**

    Copyright Post University 2022, All Rights Reserved

    Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
    the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

    Company
    Name
    Vision

    Workforce Solutions Services Inc.
    (WSS)
    Making HR Easier

    Global Braking Components Corp.
    (GBC)
    Designing and Producing a World Class
    Product

    Worldglobe Biotech Corp.
    (WBC)
    Developing the Next Generation of Biotech
    Solutions

    Industry –
    Product

    Service – Staffing and Workforce
    Solutions

    Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

    # Employees 5,000 employees – US and Canada

    Temporary and permanent staffing,
    outsourcing, and innovative workforce
    solutions (payroll, on site workforce
    management, recruiting, temporary
    solutions, outplacement).

    200 employees – Global manufacturing – 5
    locations

    Braking component supplier to US
    automotive manufacturers.

    10,000 employees – Global
    Biotechnology and pharmaceuticals.

    Financial
    Overview

    Modestly Profitable
    20% profit margins

    Low Profitability
    8% profit margins

    Very Profitable
    40% profit margins

    HRM307 – Compensation &
    Benefits

    Case Studies

    Copyright Post University 2022, All Rights Reserved

    Strategic
    Emphasis

    Acquiring new customers.
    Experimentation and searching for
    opportunities are valued.

    Acquire new resources.
    Obtain new opportunities.
    Differentiation.
    Continuous Development.
    Transformational changes to the
    market.
    Focus on growth – expand service
    offerings.
    Long term approach. Increase market
    share.

    Permanence and stability. Efficiency,
    control and smooth operations are
    important.

    Improve Quality. Increase sales/reduce
    cost. Reduce safety incidents. Increase
    operational efficiency. Maintain key
    customers and markets and increase sales
    in current market space.
    Short term approach – investor owned.
    Sell the business.

    Competitive actions and achievement.
    Hitting stretch targets and winning in the
    marketplace are dominant.

    Increase market share. Develop new
    customers. Deliver new products to the
    market. Increase profitability. Obtain goals

    Market Service differentiation Low product cost Product differentiation
    Position Provide new solutions to the customer Product centered

    Manage the customer
    Customer centered

    Objectives An organization that focuses on
    selling product bundles/systems.
    They deliver products and services as
    a package

    An organization that is focused on
    producing and selling excellent products
    (basic philosophy is customers will buy
    product because it is the best in the
    marketplace)

    An organization that is aware of their
    customers and knows to whom they are
    selling and segments their customers and
    tailors marketing campaigns by segment.
    Looks for cross selling opportunities.

    Competitors Many competitors Steady competition Few competitors
    Criteria for
    Success

    The organization defines success on
    the basis of having the most unique or
    newest services. It is a service leader
    and innovator. Goal is to outpace and
    outperform the competition with new
    opportunities, provide unique cutting-
    edge workforce solutions

    The organization defines success on the
    basis of efficiency. Dependable delivery,
    smooth scheduling and low-cost
    production are critical.

    The organization defines success on the
    basis of winning in the
    marketplace and outpacing the competition.
    Competitive market leadership is key.

    Organization
    Culture

    Commitment to innovation and
    development. There is an emphasis
    on being on the cutting edge.

    Risk Taking, Performance, Long Term
    Thinking, Unstructured Environment,
    Flexible, Creative, Shared Decision
    Making, Freedom to Act.

    Formal rules and policies. Maintaining a
    smooth-running organization is important.

    Stability, Management Control, Structure,
    Hierarchy, Centralized Decision Making,
    Process Focused, Formal Planning and
    Approvals, Internal
    Consistency/Uniformity, Timeliness,
    Organization

    Emphasis on achievement and goal
    accomplishment. Aggressiveness and
    winning are common themes.

    Customer Focus, Results Oriented,
    Diversity, Innovation,
    Learning/Development, Personal Growth,
    High Performance, Collaboration.

    Copyright Post University 2022, All Rights Reserved

    Dominant
    Characteristics

    The organization is a very dynamic
    entrepreneurial place.
    People are willing to stick their necks
    out and take risks.

    The organization is a very controlled and
    structured place.
    Formal procedures generally govern what
    people do.

    The organization is very results oriented. A
    major concern is with getting the job done.
    People are very competitive and
    achievement oriented.

    Leadership The leadership in the organization is
    generally considered to exemplify
    entrepreneurship, innovating, or risk
    taking.

    The leadership in the organization is
    generally considered to exemplify
    coordinating, organizing, or smooth-
    running efficiency.

    The leadership in the organization is
    generally considered to exemplify a no-
    nonsense, aggressive, results-oriented
    focus.

    Management
    of employees

    The management style in the
    organization is characterized by
    individual risk-taking, innovation,
    freedom, and uniqueness.

    The management style in the organization
    is characterized by security of
    employment, conformity, predictability, and
    stability in relationships.

    The management style in the organization
    is characterized by hard-driving
    competitiveness, high demands, and
    achievement.

    Values Honesty, Diversity, High Performance,
    Innovation, Risk Taking, Learning,
    Balance, Flexibility

    Integrity, Results, Continuous
    Improvement, Problem Solving,
    Accountability

    Trust, Respect, High Performance,
    Expertise, Creativity, Problem Solving,
    Results

    Workforce
    Description

    Employee specialization – Temporary
    labor which includes clerical,
    administrative, assemblers, machine

    Employee specialization – Manufacturing
    Engineers, Material Planners, Operations
    Specialists, Machine Maintenance

    Employee specialization – Biochemists,
    Bio-pharmacologists, Research Scientists,
    Engineers, Program Managers, Supply

    operators, inspectors

    Other key positions include
    Information Technology Business
    Analysts, Information Technology
    Specialists, Cost Accountants, Safety
    Specialists, Sales Managers, On site
    Client Managers, Media,
    Communications and Media
    Specialists.

    Diverse workforce with broad range in
    age.

    Customer Facing – Temporary Labor
    assigned to client sites, such as
    Assemblers, Administrative
    Assistants, and Clerks, as well as
    Sales Managers, Solution Managers,
    and On-site client Managers

    Technicians, Machine Operators,
    Manufacturing Technicians, Assemblers,
    Materials Handlers.

    Other key positions include Information
    Technology Manager, HR Manager, Plant
    Manager, Finance Manager, Safety
    Manager

    Older diverse workforce with long service.

    Customer Facing – Sales Manager,
    Quality Manager, Engineering Manager,
    Plant Manager

    Chain Managers, Information Technology,
    Clinical Affairs, Medical Officers,
    Regulatory Specialists.

    Diverse and global workforce.
    Collaborative. Team focused. Recent
    graduates with PhD, MS degrees. Younger
    workforce.

    Customer Facing – Sales Managers,
    Marketing Managers, Research Managers,
    Clinical Managers, Quality Managers,
    Medical Officers, Regulatory Managers

    Copyright Post University 2022, All Rights Reserved

    External labor
    market
    availability

    The labor market is not readily
    available. Competition with other
    companies is fierce.

    Machine Operators and Assemblers are
    recruited locally but difficult to find.
    Specialized engineering skills are difficult
    to find locally and recruiting comes from
    out of state or up to 35 miles outside the
    facility.

    High demand for high tech talent. Most of
    the company facilities are located in urban
    areas near universities. Supply of talent is
    available but the company competes with
    several large biopharma industries
    throughout the US.

  • [Solved] Human Resource Management Wk 3 assignment alignment of Hrm and business strategies

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    ## Overview Aligning a company’s human resources and business strategies is critical when seeking to increase competitive advantage. Some reasons that a business may seek to align or realign their business and HR strategies could include organizational restructuring, employee hiring and retention go…

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    Assignment Prompt & Instructions

    ## Overview

    Aligning a company’s human resources and business strategies is critical when seeking to increase competitive advantage. Some reasons that a business may seek to align or realign their business and HR strategies could include organizational restructuring, employee hiring and retention goals, social responsibility initiatives, and crisis management. The textbook broadly categorizes human resource strategies under internal and external cost and differentiation labor orientations and notes that these can differ based on a company’s strategic direction. Examples include free agents, loyal soldiers, bargain laborers, and committed experts. In this assignment, you will research examples of best practices and frameworks to align HR and business strategies with the goal of increasing competitive advantage and/or diversity.

    ## Instructions

    In a 3–4 p address the following:

    Research best practices and frameworks for human resources and business strategies.

    1. Summarize two examples of human resources and business strategy frameworks or best practices.
    2. Describe two different approaches to how a company can align their human resources and business strategies.
    3. Recommend one of the approaches for a company that wants to increase diversity _**or**_ competitive advantage.
    4. Support the recommendation with specific evidence related to the chosen outcome (diversity or competitive advantage).
    5. Use three quality sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment.

    including citations and formatting. Please refer to the [Library site](https://library.strayer.edu/sws) for all support. Check with your professor for any additional instructions.

    ## Help Resources

    – [SHRM Body of Applied Skills and Knowledge](https://strategicedinc.sharepoint.com/sites/SUCourseDevTeam/Project%20Files/P003078/SHRM_BASK_2022.pdf?CT=1703016332790&OR=ItemsView).
    – [Business Source Ultimate](http://libdatab.strayer.edu/login?url=https://search.ebscohost.com/login.aspx?authtype=ip,uid&custid=strayer&groupid=main&profile=ehost&defaultdb=bsu).
    – [IBISWorld](http://libdatab.strayer.edu/login?url=https://my.ibisworld.com).
    – [Human Resource Strategy – Adapting to the Age of Globalization [PDF]](https://canvas.strayer.edu/courses/18231/files/10356893?verifier=wXB1rWUi5AdvGxeBVv7li06ZqVJFzMVPvNlUAMQM&wrap=1). (SHRM Special Report)
    – [U.S. Bureau of Labor Statistics](http://www.bls.gov/).
    – Check out the Library Guide
    – Check out this interactive tutorial: [Using Your Own Words: Preventing Plagiarism](https://media.capella.edu/CourseMedia/WRK100Element233751/wrapper.asp).

    **Optional:** [How to Align Human Resources (HR) with Business Strategy](https://educate360.com/blog/align-human-resources-hr-with-business-strategy/).

    – 2 years ago

  • [Solved] Sanders HRM 4304 Unit 1 DB and reply

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (1)** – ## SandersHRM4304Unit1DBandreply.docx **## SandersHRM4304Unit1DBandreply.docx** Please answer each part separate. Part 1 In this discussion, we examine the prevalence of unions in today's workforce. Many people may not agree with unions. Discuss the pros and cons of uni…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## SandersHRM4304Unit1DBandreply.docx

    **## SandersHRM4304Unit1DBandreply.docx**

    Please answer each part separate.

    Part 1

    In this discussion, we examine the prevalence of unions in today's workforce. Many people may not agree with unions. Discuss the pros and cons of unions. Be certain to provide your own thoughts along with supporting information.

    Your initial post should be approximately 400 words and include at least two supporting references. Posts to others should be approximately 200 words. You should also include at least one reference.

    Part 2 Please Reply to This DB:

    **R. McBride**

    Unions are organized groups of staff members that congregate with the intent to positively affect their working relationships. The focal purpose of these organized unions is to raise concerns and awareness to management about a variety of topics that can include workers disciplinary actions, wage and benefits, and perceived unsafe working conditions. Unions are considered a 'pro' for union members because due to collective bargaining; they believe that meeting with management regarding such issues work in their favor and that they benefit in these discussions due to "strength in numbers" when they work as a group rather than speaking as individuals (Carrel & Heavrin 2013). Aside from working collectively to bring change in the workplace, other pros include high wages, representation of state and federal laws, and job security. Cons of unions include dues for organizational structuring, less in individual awards and recognition, less flexibility in work rules and regulations, and the lack of relevance it holds in today's global market which is a cause of concern. Looking at it from a management perspective, I believe that unions are bad in a sense that it takes too much time to agree to the terms of contracts and they typically have higher wages and benefits than nonunion members with results in additional personnel costs and reduce productivity. From a society standpoint, I believe that unions are good because it protects workers who do not have a voice within their industries. Union workers are able to earn more and have receive fair benefits.

    **## SandersHRM4304Unit1DBandreply.docx**

    Please answer each part separate.

    Part 1

    In this discussion, we examine the prevalence of unions in today's workforce. Many people may not agree with unions. Discuss the pros and cons of unions. Be certain to provide your own thoughts along with supporting information.

    Your initial post should be approximately 400 words and include at least two supporting references. Posts to others should be approximately 200 words. You should also include at least one reference.

    Part 2 Please Reply to This DB:

    **R. McBride**

    Unions are organized groups of staff members that congregate with the intent to positively affect their working relationships. The focal purpose of these organized unions is to raise concerns and awareness to management about a variety of topics that can include workers disciplinary actions, wage and benefits, and perceived unsafe working conditions. Unions are considered a 'pro' for union members because due to collective bargaining; they believe that meeting with management regarding such issues work in their favor and that they benefit in these discussions due to "strength in numbers" when they work as a group rather than speaking as individuals (Carrel & Heavrin 2013). Aside from working collectively to bring change in the workplace, other pros include high wages, representation of state and federal laws, and job security. Cons of unions include dues for organizational structuring, less in individual awards and recognition, less flexibility in work rules and regulations, and the lack of relevance it holds in today's global market which is a cause of concern. Looking at it from a management perspective, I believe that unions are bad in a sense that it takes too much time to agree to the terms of contracts and they typically have higher wages and benefits than nonunion members with results in additional personnel costs and reduce productivity. From a society standpoint, I believe that unions are good because it protects workers who do not have a voice within their industries. Union workers are able to earn more and have receive fair benefits.

  • [Solved] Sanders HRM 4301 Unit 1 DB and reply

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (1)** – ## SandersHRM4301Unit1DBandreply.docx **## SandersHRM4301Unit1DBandreply.docx** Please answer each part separate. Part 1 What is the importance of training and development in an organization? How would the training and development contribute to the success of your emplo…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## SandersHRM4301Unit1DBandreply.docx

    **## SandersHRM4301Unit1DBandreply.docx**

    Please answer each part separate.

    Part 1

    What is the importance of training and development in an organization? How would the training and development contribute to the success of your employees and your organization; past or present?

    What role do the HR professionals have in creating a learning organization?

    What experiences, positive or negative, have you had with your interactions with HR professionals?

    Your initial post should be approximately 400 words and include at least two supporting references. Posts to others should be approximately 200 words. You should also include at least one reference.

    Part 2 Please Reply to This DB:

    **Jimmy Jackson**

    raining and development are crucial for the success of any organization. They enhance employees' skills and knowledge, leading to better performance. Leaders are focused on providing their teams with the tools they need to be productive, perform well, and feel satisfied in their roles. Training boosts employee morale by showing what they can do now and what is needed to reach the company’s goals. This preparation helps workers manage their tasks effectively. For instance, in my last job in customer service, regular training on communication and problem-solving greatly improved our team's ability to handle customer inquiries and resolve issues quickly. This not only built our confidence but also increased customer satisfaction and loyalty.

    Investing in employee development fosters a culture of continuous learning. It encourages staff to stay updated on industry trends and best practices, which can lead to innovation and better processes. At my current job, we have various professional development opportunities like workshops and online courses. These resources have helped me keep up with changes in the industry and have supported both my career growth and personal development.

    HR professionals are key in building a learning organization. They identify employees' training needs and create programs that align with the company's goals. They also make sure training is available to everyone and delivered effectively. Additionally, HR plays an important role in assessing training programs and making improvements as needed.

    One of the drawbacks of being an HR professional in the Army was occasionally losing talented HR staff members who left the service or transferred to another location. In a fast-paced unit you need to keep training new soldiers and hope they learn quickly. Another issue is a lack of motivation. I had several projects where I wished I could pick my own team members. I don't mean to be rude but nowadays many people seem to focus only on their own interests at work. My first job in the military was great. My team leader was fantastic. She gathered us together made helpful PowerPoint presentations and encouraged us to drive the lessons and teach one another. We achieved a 97percentile score while the 3 percent that didn’t meet the standard were soldiers who were not interested and were set apart. I believe that any group can succeed if everyone works together shares the same goal and has a positive attitude.

    **## SandersHRM4301Unit1DBandreply.docx**

    Please answer each part separate.

    Part 1

    What is the importance of training and development in an organization? How would the training and development contribute to the success of your employees and your organization; past or present?

    What role do the HR professionals have in creating a learning organization?

    What experiences, positive or negative, have you had with your interactions with HR professionals?

    Your initial post should be approximately 400 words and include at least two supporting references. Posts to others should be approximately 200 words. You should also include at least one reference.

    Part 2 Please Reply to This DB:

    **Jimmy Jackson**

    raining and development are crucial for the success of any organization. They enhance employees' skills and knowledge, leading to better performance. Leaders are focused on providing their teams with the tools they need to be productive, perform well, and feel satisfied in their roles. Training boosts employee morale by showing what they can do now and what is needed to reach the company’s goals. This preparation helps workers manage their tasks effectively. For instance, in my last job in customer service, regular training on communication and problem-solving greatly improved our team's ability to handle customer inquiries and resolve issues quickly. This not only built our confidence but also increased customer satisfaction and loyalty.

    Investing in employee development fosters a culture of continuous learning. It encourages staff to stay updated on industry trends and best practices, which can lead to innovation and better processes. At my current job, we have various professional development opportunities like workshops and online courses. These resources have helped me keep up with changes in the industry and have supported both my career growth and personal development.

    HR professionals are key in building a learning organization. They identify employees' training needs and create programs that align with the company's goals. They also make sure training is available to everyone and delivered effectively. Additionally, HR plays an important role in assessing training programs and making improvements as needed.

    One of the drawbacks of being an HR professional in the Army was occasionally losing talented HR staff members who left the service or transferred to another location. In a fast-paced unit you need to keep training new soldiers and hope they learn quickly. Another issue is a lack of motivation. I had several projects where I wished I could pick my own team members. I don't mean to be rude but nowadays many people seem to focus only on their own interests at work. My first job in the military was great. My team leader was fantastic. She gathered us together made helpful PowerPoint presentations and encouraged us to drive the lessons and teach one another. We achieved a 97percentile score while the 3 percent that didn’t meet the standard were soldiers who were not interested and were set apart. I believe that any group can succeed if everyone works together shares the same goal and has a positive attitude.

  • [Solved] Wk 3 Total rewards program

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    Executive Solution Overview

    ## Overview LMZ Company has solicited your assistance in developing a Total Rewards Program. The company was started 30 years ago by a husband and wife who are now transitioning into retirement and transferring the company in six months to their oldest son of five children. The company was positione…

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    Assignment Prompt & Instructions

    ## Overview

    LMZ Company has solicited your assistance in developing a Total Rewards Program. The company was started 30 years ago by a husband and wife who are now transitioning into retirement and transferring the company in six months to their oldest son of five children. The company was positioned to allow several departments to transition to remote work due to COVID-19. They still maintain a small office within the local town that has approximately 40 employees that continue to work on-site. The new owner (son) is concerned about re-branding and possible competition. The owners (couple) will still be a part of the company as senior advisors and play a role in decision-making and are concerned about the role of their other children who also work within the company in various roles and total compensation including benefits once their son pays for re-branding and new marketing efforts. Your primary role will be to develop a Total Rewards Strategy Program (see Figure 1.3, Total rewards strategy, in _The WorldatWork Handbook of Total Rewards_) for this company while keeping its structure and potential family values in mind.

    ## Instructions

    Write a 4-6 p Total Rewards Strategy in which you:

    1. Design an original total rewards strategy (Figure 1.3, Chapter 1, "The Power of Total Rewards" in the textbook) for LMZ Company.
    2. Identify the first steps that the consultant needs to take to develop a total rewards program for the LMZ Company.
    3. Outline how compensation, well-being, benefits, development, and recognition will be implemented.
    4. Identify at least three concerns or problems that could impact the Total Rewards Strategy.
    5. Identify at least three advantages of a total rewards approach and provide an example of how the identified advantage can be beneficial for both the organization and the employee.
    6. Discuss how the new Total Rewards Plan will be monitored and reviewed for potential changes and identify the personnel involved in this process.
    7. Use 3-5 quality academic resources in this assignment. _Note_: Wikipedia and other websites do not quality academic resources.

    Create a strategy for maximizing the advantages of a total rewards program, including how it's communicated.

    – Assess the effectiveness of a total rewards program in motivating employees.
    – Review how employers and employees can benefit from the [Health Plans and Benefits](https://www.dol.gov/general/topic/health-plans) section of the United States Department of Labor website.

    – [\
    \
    IMG_1009.png](https://www.sweetstudy.com/files/img-1009-png "IMG_1009.png")
    – [\
    \
    IMG_1011.png](https://www.sweetstudy.com/files/img-1011-png "IMG_1011.png")
    – [\
    \
    IMG_1010.png](https://www.sweetstudy.com/files/img-1010-png "IMG_1010.png")

    – 2 years ago

  • [Solved] Wk 3 discussion Merit based pay

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Merit-based pay links pay to performance to reward individual contributions for employees and to provide encouragement for employees to perform at their best. While there are positive considerations for implementing this type of pay program, there are also drawbacks depending on the business environ…

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    Assignment Prompt & Instructions

    Merit-based pay links pay to performance to reward individual contributions for employees and to provide encouragement for employees to perform at their best. While there are positive considerations for implementing this type of pay program, there are also drawbacks depending on the business environment.

    – Identify at least three ways that a merit-based pay system can support a business environment and at least three ways that a merit-based system can detract from a business environment.
    – Provide solutions to mitigate or combat the detractions or potential concerns related to implementing a merit-based pay system within a business environment.
    – Share your experiences in your narrative.

    After reading a few of your classmates' posts, reply to those from whom you learned something new or posts to which you have something constructive to add. For example:

    – Discuss what you learned.
    – Ask probing questions or seek clarification.
    – Explain why you agree or disagree with your classmate's main points, assertions, assumptions, or conclusions.
    – Suggest research strategies or specific resources on the topic.

    – 2 years ago