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Leading And Managing The HR Project

Leading and Management in the HR Project

[Name of the Writer]

[Name of the Institution]

Leading and Management in the HR Project

Types of Manger Power

Power

Power is defined as the ability of the manager to influence the actions of other people who are working with him. It is significant to note that power is a tool that can mitigate or encourage someone to do something. Power reflects the stance of impacting and highlighting objectives in terms of influencing both stakeholders and other team members. There are different types of power that are associated with the project manager, named as legitimate power, reward power, expert power, referent power, and punishment power. (Kerzner, et, al. 2013). 

Two major types of power to consider are,

Legitimate power

Legitimate power refers to the values that are concerned with the project that are actually influenced as a result of the action. It highlights the stance of “rights and regulation”, taking into account that the party has the right to do so. Legitimate power occurs with the support of normal authority in an organization and it is respected by the legitimate authority. Legitimate power would be relevant to my project because it will allow me working in accordance with laws, adhering to minor oppression. It is one of the great sources to make others abide by my will without much argumentation. (Zwikael, et, al. 2019). 

Expert Power

Expert power is one of the catchlines of successful project management, taking into account that the team respects someone due to the sake of expertise. Expert power is more like an idea that allows project manager and team members to work in synchronization with each other. It refers to the skill and abilities that made someone to exercise its will and allow others to respect its opinion. It would be relevant to my project because this skill is the most significant thing that makes someone superior to the other group member or team members, adhering to the core standards of working. (Marion, et, al. 2018).  Expert power will inculcate an instinct of "actuality", because team members will be well known to the abilities a project manager, facilitating the stance of decision making.

Possible Issues in Project management

Following are the issues in project management

Corporate Problems

It is one of the internal problems that a project manager has to face, taking into account that a company or a firm may have ambiguous or unclear goals. A poorly planned project has no future, asserting problems with corporate. It refers to the issues and consequences in terms of budget, goals, and timeframe. Corporate problems are much similar to the issues that are associated with goals and objectives. These risks can be mitigated by having clear project expectations in terms of team members and tasks to do. (Marion, et, al. 2018). 

Ensuring risks are low

Risks are one of the major threats that a project manager has to face. It is one of the hard tasks because the overall project is hampered and distorted by internal factors. These risks can be mitigated by building a strong circle of trust and analysis that intimates which part of the project is not feasible and worth to do. It asserts the significance of the protective measures and the analysis of assumed risks, taking into account that there would be no risks for the project in future. Moreover, risks can also be mitigated by having a strong sense of accountability asserting that modifications are made before it’s too late. (Marion, et, al. 2019). 

Communication Issues

Communication is also one of the risks that a project manager has to face. There are certain barriers in terms of adequate communication, having the potential to create hurdles in successful accomplishment of project. It refers to the gaps between the manager and the teammates, taking into account that every individual plays an equal role in terms of a successful project. These risks can be mitigated and analyzed by having a clear code of instructions. (Kerzner, et, al. 2013). 

Managing Issues

It refers to the risks that arise due to misunderstood expectations. It is significant to note that these issues arise when there are gaps between the proposition and the actual action of a manager. These issues can be mitigated by having clear expectations in terms of resources, deadlines and future goals. (Marion, et, al. 2019). It also includes issues that are related to payment and training because they play a crucial role in formulating the ideology of employees and team members towards a manager.

Extended Challenges

There are a number of extended challenges that a project manager has to face such as,

Resource Conflict

These conflicts or issues refer to the “insufficiency of resources”, taking into account that there are no sufficient resources that can staff the project accurately. It is significant to note that these issues refer to the lack of accountability and a decreased approach towards the identification of objectives. (Zwikael, et, al. 2019). 

Strategies

There are certain strategies that can address these issues, such as accountability and maintaining a register that could keep a check on the resources. Both the actions will let the manager know about that resources available and the number of resources that are required for future.

Fragmentation

It refers to the issues that are the result of inadequate planning and resources processes and tools that can lead to inadequate actions. (Marion, et, al. 2018). Fragmentation also refers to the inadequate division of resources, labor or time, asserting that three of them are highly significant for successful project completion. It refers to the lack of communication baseline taking into account the future of project scenarios.

Strategies

There are a number of strategies that could be used but adequate communication and check and balance will be specific taking into account that it will allow a project manager to address all the gaps in the plan. An analysis of the labor force and the division of labor can allow a project manager to stay updated regarding present and future objectives.

Dependency Conflict

Dependency conflicts refer to the gaps in terms of equipment resources, instructions, and deliverables. These conflicts also include lack of attention of a manager towards project details and the amount of resources that are provided for the completion of the project. (Marion, et, al. 2018). 

Strategies

Dependency conflicts can be mitigated by having clear objectives and expectations taking into account the analysis of resources and scheduling. Maintain logs is one of the strategies that could act as a rescue to dependency conflict.

Unrealized business value

Business value is all about priorities and any hampering to these values are a major tool to create massive challenges for a project manager. Unrealized business values include late arrival of resource, lack of check and balance and deviating instructions.

Strategies

These challenges can be overcome by proper scheduling and analyzing project goals in terms of future goals and expectations. It also includes an analysis of the facts and figures in terms of “type of business” and the approach towards future goals and resources.

Communication Management

The aim of communication management plan is to impart effective communication in order to address and manage stakeholders, taking into account that the project is completely accurate. It would not be wrong to say that the communication plan is more like a structured plan that could impart accountability and check and balance towards the achievement of goals within the set time. A communication plan that I will be following during my project would be having a clear purpose, set of instructions, methods, and timing.

Purpose

The plan would be having a clear purpose in terms of all the relevant fields and authorities such as information seeking, schedule, issues, quality, risks and change control. All the escalation and directions would be evident. (Marion, et, al. 2018).

Structure

My plan will be having a clear structure in terms of templates and forms. All the statement would be void of ambiguity. The communication plan will be made in accordance with a purpose having a clear structure, all the instructions would be clear. (Zwikael, et, al. 2019). 

Methods

I’ll take into account the required methods of communication such as push method, referring to E-mail, text, and instant messaging. I will use pull method whenever required such as blogs, internet and bulletin boards, asserting that all the team members have access to them. The interactive method would be an effective source for communication taking into account that I will stay in contact with my team members through telephones, group wares, and wikis. However, the most preferable method that I’ll be using would be push method. (Marion, et, al. 2018).

Timing

I will make sure that my communication would be clear and compact in terms of timing. I will make use of charters, and project plans, taking into account that they would be used and applied in time. All the routines would be shared one week before actual execution making sure that none of the team-mates is left behind. I will try to negotiate my timing with my team members as well so that the project life cycle is not hampered by the stance of lack of time, taking into consideration the output acceptance. (Marion, et, al. 2018).

References

Kerzner, H. (2013). Project Management : A Systems Approach to Planning, Scheduling, and Controlling (Vol. Eleventh edition). Hoboken, New Jersey: Wiley. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=563712&site=eds-live&scope=site

Marion, J. W. (2018). Project Management : A Common Sense Guide to the PMBOK, Part One-Framework and Schedule. New York, NY: Momentum Press. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1703251&site=eds-live&scope=site

Marion, J. W. (2019). Project Management : A Common-Sense Guide to the PMBOK Program, Part Two–Plan and Execution. New York, NY: Momentum Press. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1918052&site=eds-live&scope=site

Zwikael, O., & Smyrk, J. R. (2019). Project Management : A Benefit Realisation Approach. Cham, Switzerland: Springer. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2089217&site=eds-live&scope=site

Subject: HRM

Pages: 5 Words: 1500

LESSON PLAN



Lesson Plan

[Name of the Writer]

[Name of the Institution]

Lesson Plan

Importance of an HRM Department

Human Resource Management Department can be found always contribute a lot to the sustainability and organizational improvement of an organization or business. HRM Department is important in every organization and company because no internal management can be ensured without this department (Griffith, 2019). While if there is no effective internal management then achieving success becomes more difficult. In short, some of the key importance of the HRM Department is but not only;

It makes sure the internal and strategic management of the company or organization.

It manages and takes key decisions like whom to hire, when to hire and where to locate which leads to organizational success.

HRM Department decides the realistic compensation structure and analyzes benefits that ensure employee satisfaction.

Improve employees by training and development and minimizes problem while maintaining compliance (Hassan, 2016).

Another importance of the HRM Department is, it makes most of the internal and organizational decisions regarding future plans and directions.

Recruiting and Selection

Recruiting is the process that involves the searching activities to search out the potential and highly competent applicants and inspiring them to apply for the vacancies offered by the company or organization (Surbhi, 2015). While on the other side, Selection is the process that involves the process of hiring candidates as employees among all those who have been shortlisted by the Human Resource Department and then providing them a particular position at the company or organization (Surbhi, 2015).

Both of these processes of HR Management involves different activities and practices to make final decisions about Recruiting and Selection.

Building a Bench (HR)

Building an HR Bench is a collaborative process that is done for HR and employee development through the utilization of different principles. This is done to use different resources and positions for organizational promotions in and outside the organization mainly based on the competencies (DawnLennon, 2019).

Training Methods (OTJ, Apprenticeship, E-Learning)

Different training and development methods are used by the organizations to train their employees and develop them for better performance and outcomes. Organizations use almost all methods as required but the most commonly used are;

On-Job-Training: OJT is a training method that is given on the job of employees which is also known as the hands-on method. The purpose is to improve job performance.

Apprenticeship: Apprenticeship is a training program that involves formal classroom training with proper and structured experiences and practices involved under the contract of WDBA Standards (Mozael, 2015).

E-Learning: This is a training method that is given through making e-courses available to employees in the form of CBT (Computer Based Training) and WBT (Web-Based Training) by using an internet platform as a Learning Management System.

Wages, Compensation, and Benefits

Wages are any amount that is fixed and paid to an employee for the work he/she does at the organization. This is typically paid on a monthly basis most of the time. Compensation is something that refers to the action of providing the employee the money or financial things in exchange for the services provided by them (employees) (Mabaso, & Dlamini, 2017). Benefits are the payments that include payments made for employee wellbeing like insurance, paid vacations, vision care, retirement plan and another financial benefit provided to employees of originations.

10 Questions Test

Which training method can be found most appropriate, comparatively?

Why it is important to have an independent HRM Department in the company?

How to differ Recruitment from Selection?

What are the main steps of Building a Bench (HR)?

What can be the key difference between Compensation, and Benefits?

What are the key problems in Selection?

Why it is important to build up an HR Bench at the organization?

What are the key activities of the HRM Department at production companies?

What are the costs and benefits of training and development?

When does an organization pay higher wages?

References

DawnLennon. (2019). Talent Management Is About Bench Building. Retrieved 4 December 2019, from https://hr.toolbox.com/blogs/dawnlennon/talent-management-is-about-bench-building-101310

Griffith. (2019). The Importance of Human Resource Management. Retrieved 4 December 2019, from https://www.griffith.ie/blog/importance-human-resource-management

Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.

Mabaso, C. M., & Dlamini, B. I. (2017). Impact of compensation and benefits on job satisfaction. Research Journal of Business Management, 11(2), 80-90.

Mozael, B. (2015). Impact of training and development programs on employee performance. International Journal of Scientific and Research Publications, 5(11), 37-42.

Surbhi, S. (2015). Difference between Recruitment and Selection (with Comparison Chart) - Key Differences. Retrieved 4 December 2019, from https://keydifferences.com/difference-between-recruitment-and-selection.html

Subject: HRM

Pages: 2 Words: 600

Major Paper

Employees on Personal Social Media during Work Hours

Denise Johnson

Employees on Personal Social Media during Work Hours

Introduction

The importance of the internet is a widely recognized phenomenon in business all over the globe. Social media is used by organizations, marketing ventures and even by the multinationals. It is usually used by organizations to contact suppliers to maintain an alternative means of communication between the client and the organization. It is estimated that approximately 90 percent of businesses today use them for marketing and communication purposes. However, contrary to the advantages there are many disadvantages of using social media at work. The use and access of social media, for the most part, is limited for the employees. It is pertinent to mention here that the limitations on the use are by no mean synonymous to surveillance. The employers have continuously raised concerns on the use of the social media at workplace on the moral, image, productivity, confidentiality and intellectual property.

Thesis statement

This paper will explore the relationship between the employer and productivity because of the use of social media at the workplace. Due to the excessive presence of employees on social media.

Discussion

Social media is often held responsible for exposing and demanding too much information. There are several issues arising with the use of social media in the workplace. Employees spend too much time using it, it is a distraction from the work they are already doing. Moreover, there can be an intentional and unintentional sharing of confidential information which may breach the company’s privacy CITATION XCa19 \l 1033 (X Cao, 2019). Employers have hence blocked media sites like Facebook, Instagram, Twitter, and YouTube to avoid such menaces from taking place.

Around 56 percent of employees use social media for work-related purposes and still find them distracting while 27 percent of the employees use it for to interact with family and friend while being still a workCITATION Soc7 \l 1033 (Social Media Use During Work Hours by Employees, 7). This adds up to a total of a significant amount of loss of time and productivity at work CITATION LYi19 \l 1033 (L Yingjie, 2019). Another issue with the use of social media in the presence and sharing of information on social media. Many organizations terminate or suspend employees for posting comments about the organization. Many employees have shared that the information of an employee presented on social media has lowered their opinion about them at work, creating distinctions and differential behaviors towards them.

Further to the employer's concerns of oversharing the information on social media, there is another emerging problem of cybersecurity, that is compromised regularly, by the use social media CITATION XCa19 \l 1033 (X Cao, 2019). The viruses are sent through spam messages which can easily harm the systems and computer networks at work. Many employees also reuse passwords for the different accounts simultaneously this can also lead to sharing corporate passwords along with personal passwords. And lastly, the presence of the phishing pages of the social media is also threatening to the existent portals or company networks of the organization.

Conclusion

Ideally, employers should implement policies undertaking considerations for the users at work. Nearly in all organization, the use of social media by employers is prohibited by blocking access to social media sites on the equipment. The workplace policies are required by the employers to educate the employees about the negative impact they have on the working environment. The discipline of an organization, to protect the company from breach of confidentiality and to define the tone and take of the organization the use of social media by the employees CITATION HJW11 \l 1033 (HJ Wilson, 2011). This is done by a clear and defined code of conduct, implementation of labor and regulation laws on employees and employers both and establishing guidelines for responding and feedback on the social media.

References

BIBLIOGRAPHY HJ Wilson, P. G. (2011). What's Your Social Media Strategy. Harvard Business Review.

L Yingjie, S. D. (2019). Does usage of enterprise social media affect employee turnover? Empirical evidence from Chinese companies. Internet Research .

Social Media Use During Work Hours by Employees. (7, September 2018). Retrieved from Digital information World: https://www.digitalinformationworld.com/2018/09/problems-social-media-workplace.html

X Cao, L. Y. (2019). Exploring the influence of excessive social media use at work: A three-dimension usage perspective. International Journal of Information Management.

Subject: HRM

Pages: 2 Words: 600

Managed By Q Benefit Analysis

Assessing Benefit’s Plan

[Name of Student here]

[Name of Institute here]

Why are Benefits important?

HR department and overall organizations spend considerable resources on designing benefit’s package that can be used to employ new persons in the organization and to retain the talent that organizations already have. Large majority of employees consider that benefits are important for them to be satisfied by overall job. Benefits and retention are closely related to each other in a work place. Employees also consider switching their jobs because they expect to be offered better benefit’s package in other organizations. There has been a decline in unemployment over the past 3 years and in 2017, the country saw the lowest unemployment rate which makes it more difficult for the organizations to employ personnel that suit them. With benefits making up a large portion of total HR costs, there is a need for companies to come up with strategic benefits planning to make sure return on investment is maximized CITATION SHR18 \l 1033 (SHRM, 2018).

Along with a compensation plan, benefits plan is one of the most important thing that organizations can take on. After setting up a strategic benefits program, there should be proper communication of this program to all employees within organization. A starting point for the organizations is to assess the most effective way of communication depending on size of work force, access to technology and whether employees work onsite or offsite. The communication strategy is then made to show the timeline and intensity of communication for various types of audience in the workforce. Some organizations tie communication to their values and culture while others may value corporate social responsibility may seek to give employees more time for social work. A comprehensive total rewards statement will let the employees know how much the company is investing in them. The organizations are continuously increasing their offerings related to employee benefits over the past year which may show their reaction to improved economic conditions. Considerable increase in health care benefits was noted from these organizations. Major objective of organizations increasing benefits was to retain employees and to attract new talent from the market.

Health care benefits

Health care spending in the US has grown to $ 3.3 trillion in 2016 which showed a 4.3% increase from the year 2015. Organizations are challenged to balance their costs and employee satisfaction with the help of increasing health related benefits. Almost all organizations in the US provided at least one form of health management plan to its employees. Organizations who have 50 or more full time employees are required to provide health insurance to their employees but most of the organizations having less than 50 employees also provided such services. The most popular plans are preferred provider organization or PPO plans. In term of controlling costs for organizations, CDHP plans were the most beneficial. There is a difference among healthcare benefits depending upon type of employee and relationship between employee and organization. Due to the presence of ACA, there has been an increase in health related care coverage for various groups of employees. Cost sharing is one strategy that is used to manage costs of health related benefits offered by company. A large percentage of organizations have offered their employees with cost sharing program. Some organizations limit the amount of money that can be spent on medical care of employee dependents. A common example can be given about spouses who are covered by some other organization in terms of health care benefits. With CDHP’s being more popular, they are accompanied with a rise in popularity of the HAS’s and more than half employers are offering this benefit in the year 2018. Percentage of organizations offering HRA’s has declined over the time period under consideration.

Wellness Benefits

Wellness benefits are designed to decrease employee anxiety and depression. In a work setting, these are employed to reduce workplace stress which is a common cause for employees to get sick. Employee sickness results in indirect costs arising from missed work and related productivity loss will form a considerable amount on yearly basis. These benefits will help employees to remain fit and avoid the possibility of developing critical; health conditions like chest pain, high blood pressure and heart attack. A considerable percentage of employers have increased their wellness benefits as well as information to a general wellness program CITATION Ang05 \l 1033 (Farrell & Geist-Martin, 2005).

Paid Leave Benefits

A large number of employees thought that paid leaves are important in maintaining their overall job satisfaction but employees were not satisfied with the current paid leave’s program implemented by their organization. The workplace outcomes related to paid leaves’ program are also very important for organization and employees including higher productivity and morale. For the full-time employees, majority of organizations offered paid vacation benefits. Availing these vacations will mean that employees will be less affected by work place stress as well as improving relationships with their families. Strict targets will also force employees not to take full benefits from their available vacations along with lack of job rotation in the organization. Employees think that there is no one to replace them in their absence and they cannot go away from their jobs. Some other employees felt that they will never be able to get disconnected from their jobs fully. Effective organizations force their employees to take full advantage of their paid vacations and in turn reduce turnover and associated costs. A small number of organizations offer sick leaves to their full and part time employees. Not offering sick leaves will also mean lower costs for employer in terms of sick leaves and loss of work due to absence. Employees offered sick leaves are more likely to apply for medical leaves as compared to employees not offered such facility. In the long run, employees may face serious medical issues which can result in loss of productivity from their end as well as employees coming to work can make other employees ill as well. More employees are taking paid parental leaves between 2016 and 2018 with every type of parental leave increasing. There was an increase of maternity leaves along with paid paternity, adoption, foster child and surrogacy. Paid parental leave will allow employees to take full advantage along with the protection from Family and Medical Leave Act. There is a higher probability of offering parental benefits by large organizations as opposed to smaller organizations.

Retirement Savings and Planning Benefits

Large number of organizations have offered one or more retirement plans to their employees. These tradition401 K or similar plans remain to be the most popular among the employers. Roth 401 K plans experienced increase in the last five years jumping from 41% in 2014 to 59% in 2018. There is a considerable fall in other forms of contribution plans over the past five years including both defined and catch-up contributions plans CITATION Wal17 \l 1033 (N.Davidson, L.Worrell, & Fox, 2017).

Work-life and Convenience benefits

It is important for employees to have sufficient balance between their work and professional lives. From the stand point of organizations, encouraging better work-life balance will mean that employees will be more motivated and will show higher productivity towards work. There are several ways in which organizations make sure that their employees have better work-life balance including flextime, telecommuting and compressed work weeks. More organizations are allowing employees to dress casually for one day each week. Some organizations are providing financial benefits to family members of their employees including financial and non-financial support CITATION TAl09 \l 1033 (Beauregard & C.Henry, 2009).

Financial and career benefits

Many organizations offer additional types of compensation to their employees in form of bonuses, stock options, education assistance etc. Improving the overall compensation plan has been considered as one of the best recruiting strategies implemented by organizations. One common award used by organizations is the service anniversary award. Employee referral bonuses have also increased 10 percentage points as compared to 2017. Some bonuses have decreased from 2017 to 2018 including incentive bonus plans and retention bonuses for executives. Since there has been a decrease in unemployment across the country, organizations have to alter their compensation programs according to their needs and spend their budget in a wise way. In many ways, organizations offer insurance benefits to its employees in many forms including health, divorce, pet and life insurance. Common type is a group insurance that is paid by the organization and is offered by a majority of organizations. Another popular aspect will be to offer insurance for dependents. Organizations also provide employee benefits in form of transportation, technology and education with a majority of organizations providing free onsite parking to their employees. In terms of technology, organizations offer cell phones to employees which are fully or partially paid by the company. Some organizations offer discount on technological devices purchased by employees and free computers are also offered. Providing financial advice to employees is another way to benefit them which is used by more organizations as compared to last five years. Employees can benefit from this training while on work instead of being forced to take it in non-work hours.

The organization under consideration is offering a comprehensive plan for its employees including basic pay and minimal increments. There is a health insurance and a $ 401k plan. These benefits are not enough to keep a motivated workforce because there are better options available for the employees. There have to be many changes made in this benefit plan. First of all, company is planning to launch its services to Boston where hourly wages are higher as compared to other areas because of high demand and low supply of workers. Company may offer transportation or disbursement allowances to employees who are willing to work in Boston and keep their base pay lower. A comprehensive plan will also include medical facilities for employee himself, immediate spouse and children. In addition to health insurance, company may offer a group life insurance policy to its employees. In order to maintain work-life balance of its employees, organization must offer compressed weeks especially for those who are willing to work in the evening and night. Alternatively, company can have separate employees for day and evening shifts. Employees who have performed brilliantly for the past financial year may be offered a paid vacation for a week from the organization. For all the employees, there should be a bonus plan based on positive feedbacks from employees. In my opinion, the plan offered by organization should include a base pay, bonus based on performance, life and health insurance, retirement plan in the form of 401K which is already provided by the organization, financial advice for employees in form of regular class, health benefits extending to immediate family members, annual vacations which do not include performance based vacations. Some part of annual vacation should be paid for by the organization so that employees can come out of workplace anxiety and distress. Transportation costs during work hours or related to job should be paid by the organization.

References

BIBLIOGRAPHY Beauregard, T., & C.Henry, L. (2009). Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 9-22.

Farrell, A., & Geist-Martin, P. (2005). Communicating Social Health: Perceptions of Wellness at Work. Management Communication Quarterly.

N.Davidson, W., L.Worrell, D., & Fox, J. B. (2017). Early Retirement Programs and Firm Performance. Academy of Management journal.

SHRM. (2018). https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2018%20Employee%20Benefits%20Report.pdf. Retrieved from https://www.shrm.org: https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2018%20Employee%20Benefits%20Report.pdf

Subject: HRM

Pages: 6 Words: 1800

Managed By Q Wage Analysis.

Strategic Compensation Management

[Enter your name here]

[Enter name of institution here]

Job Description for cleaning Operators

Job Introduction

We are currently seeking the services of highly talented and motivated person in one of our offices. We seek a person having high level of organizational skills and a clear ability to prioritize workload according to importance and communicate to various people at different workplaces. Team work will be in action most of the time but the person will also be expected to work on his own for certain instances.

Role Responsibility

The person should be able to deliver a consistent level of service within standards set up by company. These standards will also be communicated through specifications of job contract. Ensure that all areas of the premises are cleaned properly and responsibilities designated to him are completed in a timely and appropriate manner. He must be aware of all expenditures and costs incurred. He will perform the following general duties with his team or as an individual.

Hovering

Buffing

Dusting

Cleaning

Mopping of toilets

Ability to work on own initiative

Skills to organize the work and show superior time management skills

All company policies should be followed and client’s concerns have to be catered in a timely manner. Any policies of client have to be followed if they specifically relate to cleaning activities and cleaning staff including statutory regulations related to health and safety. Any specific hazards associated with work place should also be communicated to higher management. This job may require travelling to client’s place to complete cleaning tasks. The person will be responsible for work assigned to him, he has to keep himself within specific details of job in hand and report to supervisor on daily as well as on specific job basis. Employee will be expected to keep a high standard regarding his personal hygiene and appearance to make sure that he complies with statutory and company laws and wearing company uniform as specified CITATION Sod14 \l 1033 (Sodexo, 2014).

The applicant will have to pass practical test in which specific tasks will have to be performed by him within stipulated period of time. He must have 12 months’ experience of cleaning large buildings with appropriate knowledge of using chemicals and must be fluent in English speaking. An ideal candidate will be willing to work after office hours because many times our activities are carried on past the office hours.

Job Description for Handyman

A handyman is expected to perform a wide variety of services on particular projects. Our projects will be related to cleaning so handyman will be expected to make repairs to cleaning equipment if and when required. They will also wash the janitorial clothes and equipment on a daily basis. When cleaners are doing their job, handyman is expected to see if cleaner needs some help, he will provide the help accordingly.

Handy man will be hired for particular projects only and they will be assigned next project based on their current performance. Handyman related to our project will provide us with all necessary tools and equipment, facilitate running the project and clear any mess after the project has been completed.

Comparison of 2015 and today’s wages

For most part of Human resource management. It was assumed that this department has to manage the workforce. With the passage of time, organizations faced more and more legislations from the government regarding wages, taxes and employer contributions. This has compelled organizations to spread the functions of human resource management to compensation as well. One of the most important factors determining the success of any organization will be its ability to attract and retain quality employees. Most strategies of business are not linked to their compensation strategies. Compensation professional have to rethink their roles in organizations.

A compensation program is designed to control managers or employees instead of facilitating them in achieving their goals. However in order to achieve the organizational goals, people have to be provided with tools not rules. A manager dealing compensation should be changed from compensation consultant to expert compensation carpenter. For this to happen, organization’s business environment, culture and processes have to be thoroughly researched. This will help the person have a solid knowledge base about his organization and he will also know the needs of business as well as employees. Managers should have a toolkit that allows him to do right things in a unique way. Currently, organizations only use merit pay as the only tool to manage compensation. This technique is not satisfactory because this will seem to treat all employees in a similar manner. After arranging all tools of compensation management program, compensation manager will teach the use of all tools to its colleagues and subordinates. Another consideration will be that he will apply tools that are appropriate for particular person, place and situation.

Compensation management is only a part of the whole human resource management department. Compensation may be intrinsic reflecting employee’s psychological mind sets. Extrinsic compensation includes monetary benefits taken by employees from job. Jobs should be designed in a way that they promote intrinsic rewards. Total compensation is divided into intrinsic and extrinsic rewards. Intrinsic rewards are associated with job characteristics and personal characteristics of the employee. Extrinsic rewards include financial and non-financial rewards given to employees in the form of salary and other legally required benefits.

In 2015, wage rate was $ 12.50/hour which has now been raised to $ 16.87 in 2018 in New York whereas in California, it is $ 16.14 CITATION Bur18 \l 1033 (Bureau of Labour Statistics, 2018). The company has to consider several factors while assessing an increase in pay. Skill variety is the level of skills, abilities and talents that are required to perform a particular task. In case of cleaning activities, there is not a great amount and variety of skill required for workers because they will perform similar duties over and over again. The ability to maintain a consistently higher standard of service is very important for employees. Task identity will be high in cleaning job because this concept shows the ability of a worker to handle a particular job from start till end. A cleaner must be able to handle a job from start till end. Task significance for cleaners will also be high because their work will have significant impact on work of others. People will not feel at ease while working in a dirty environment. Keeping in view all these concepts, there have to be considerable changes in compensation plan. Cleaners’ salaries must be raised because they will have the ability to take a work along from start to finish. Handyman should also be selected on the basis of their ability to handle any given job independently. While increasing the pay of employees, organizations have to consider various options available to it for managing compensation. Base pay is the starting point in considering revision in compensation. Employees get base pay as long as they remain a part of the organization. Base pay in this particular organization is set up on hourly rate. This may help the organization because employees may want to work more hours to earn more but their efficiency should also be calculated and base pay structure must also be reassessed. Compensable factors affect the level of pay that employees will get which include the level of skill and effort required to complete a job. In my opinion, cleaners do not need a high level of skills to complete their job but they have to be paid higher wages because they are the real face of this organization and their service will show the standard of this particular organization. Being low in skill and qualification, these employees will not understand the true meanings of intrinsic rewards so they should be sufficed with the extrinsic rewards in form of hourly wage or salary. The increases in hourly wages over a period of time are caused by increases in costs of living. There is another possibility that organization may be using seniority pay system and pay higher wages to senior employees who are assumed to become more valuable for the organization over a period of time. The most common pay method used by organizations to manage compensation is to implement merit pay. Performance on job is considered while revising the pay for different employees. In order for the organization to have a talented work force that will remain its part for a longer period of time, it has to revise its compensation plan. The new compensation plan should account for the increase in general price level over a period of time. Performance incentives should be included by this company because workers represent the face of organization in front of its customers. Pay per performance plan will make sure that employees will work harder to achieve their goals. Most of the work is done after 5 pm when offices are closed so company should offer an overtime payment to its employees so that these employees are encouraged to work late hours. Another option is to divide workers in 2 shifts so that there are sufficient workers available to organization at any given point in time CITATION Jos11 \l 1033 (Martocchio, 2011).

Answer 3

Organizations have to adapt their compensation plan according to various geographical areas. Generally, demand and supply of specific workers decide the wage rate for any area. If organization under consideration decides to enter Boston, Atlanta and Washington, it will have make certain changes to its existing compensation plan. Average salary for cleaners is higher in this area showing that supply will be less than demand for workers. Company will have to pay more to workers in this area. In order to manage this aspect effectively, company has to focus on intrinsic benefits CITATION Bur181 \l 1033 (Bureau of Labor Statistics, 2018). Although extrinsic benefits include the take-home pay and all other monetary benefits, they are not sufficient to satisfy the employees and keep them attached to the organization. In this regard, there should be more skill variety in the staff. This aspect refers to the ability of a person to perform different tasks that require different skills and abilities. A cleaner who has sufficient skill variety will be able to handle more jobs at the same time. A simple janitorial worker working in an organization may not need a large variety of skills but current organization is such that workers represent it in front of the customers and their performance will decide whether a particular customer will come back and do business again with the company or not. High task identity will be required in employees especially in Boston because wages are higher in this area. Task identity means that an employee will be able to do a task from start till end. Having employees with higher task identity will mean that company will not have to keep many employees. In Atlanta and Washington, wages are much lower than New York, San Francisco and Chicago. In these areas, company can afford to keep more workers and assign separate tasks to all employees. There will be high autonomy available to the employees because they will decide the way they will perform their particular respective jobs. In high wage areas like Boston, there should be quick and appropriate feedback on the outcomes of any tasks performed. Although feedback is always important in services companies like Q, company can afford to delay the feedback in low wage areas. In Boston, company will focus on intrinsic rewards and in lower wage areas, focus will be upon extrinsic rewards. This will serve many purposes for company in addition to savings in monetary terms. It will be more important for the company to keep employees satisfied in areas where wages are higher so that company does not have to keep a very large number of employees and overall cost of wages will be lower. There will be more supply of labour in areas with lower wages so company will not find it difficult to find employees who match to their requirements. These employees may have lower skill levels as compared to employees from higher wage area so they may not be able to cover the aspects of intrinsic rewards as discussed above. Another difference between higher and lower wage areas can be regarding taxes which have to be paid by employees. A higher tax cut will mean that an employee will need a higher gross pay so that his take-home pay is not affected. Inflation rates may be different in different areas which will mean that a higher wage will suffice in areas with higher inflation. To sum it up, the organization will have to consider a large number of factors affecting the wage structure when going from one area to another and almost all of these factors may has lasting impact on employee satisfaction and retention.

References

BIBLIOGRAPHY Bureau of Labor Statistics. (2018, May 31). https://www.bls.gov/oes/current/oes_47900.htm#37-0000. Retrieved from https://www.bls.gov: https://www.bls.gov/oes/current/oes_47900.htm#37-0000

Bureau of Labour Statistics. (2018, May 31). https://www.bls.gov/oes/current/oessrcst.htm#s. Retrieved from https://www.bls.gov: https://www.bls.gov/oes/current/oessrcst.htm#s

Martocchio, J. J. (2011). Strategic Compensation A human resource Management approach. Delhi: Pearson.

Sodexo. (2014, March 13). https://www.sodexojobs.co.uk/jobs/job/Cleaning-Operator/9883. Retrieved from https://www.sodexojobs.co.uk: https://www.sodexojobs.co.uk/jobs/job/Cleaning-Operator/9883

Subject: HRM

Pages: 7 Words: 2100

Managing A Compliant And Diverse Workplace

Managing a Compliant and Diverse Workplace

John A. Wilson

[Institutional Affiliation(s)]

Author Note

Managing a Compliant and Diverse Workplace

An ideal working environment is epitomized by a culture that demonstrates courtesy and equality to all the members of a community regardless of their identity, national origin, and status. The ideal culture is free of any discrimination, abuse, and harassment at the workplace. Organizations that do not take care of the laws and regulations protecting employees against discrimination may face lawsuits that are not in favor of the organization in the long run. Claims regarding harassment at workplace, failure to provide reasonable accommodation to disabled employees and work-life balance are important concerns raised by employees of numerous organizations. This paper seeks to highlight concerns regarding these issues and the related regulations as guidelines to avoid such situations.

Impacts of Workplace Harassment on EEO

Workplace harassment and bullying is a form of discrimination, which involves unwelcomed, offensive, abusive and embarrassing behavior towards an individual or a group, because of some real or perceived characteristics including sexuality, disability, and ethnicity. It can take the form of practical jokes, bullying, calling names, pinching or taunting and displaying offensive content in the form of pictures and posters. Harassment and bullying in the workplace are serious offenses that hurt the organization's ability to promote a work culture of equal employment opportunity for allCITATION Bol05 \l 1033 (Boland, 2005).

EEO means promoting and creating a workplace that is free of any form of discrimination based on sex, which also accounts for sexual harassment. It applies to all the people in the organization. The EEO deals with discrimination, harassment, and affirmative action, and every organization is responsible for creating a workplace that is free of any kind of discrimination and unfair practices. Harassment negatively affects the organization's ability to creating a safe workplace. A plaintiff can take the case of harassment and bullying at the workplace according to the EEOC. An employee can take the claim to the court of law if there is no anti-harassment policy at the workplace. If the employee has been punished for filing the complaint, they can take the claim to a court of law. If the employer does not have any good investigation process and if the leadership or higher management is not committed to creating a safe workplace, all these factors can take the plaintiff to the court of law CITATION EEO18 \l 1033 (EEOC, 2018). The law requires the person to go through the policies and procedures an organization has defined in case of harassment and bullying.

An organization can eliminate these elements by making a defining and clear policy that highlights the examples of what constitutes such conduct. The policy must also ensure employees that they will not be retaliated on making complaints. Having a clear reporting procedure is also essential to facilitate employees in reporting such behaviors at the workplace. An organization must have a clearly defined procedure for investigating the issue so that the victim can be protected.

Reasonable Accommodation of Disability and Plaintiff’s Claims

The Americans Disability Act 1990 is a civil law, which disallows an organization to discriminate against the employees with disabilities in all the areas of life including schools transportation and jobs, etc. This law ensures public accommodations of disabling employees to promote equal employment opportunity at the workplace. Employers are obliged to provide reasonable accommodation to disabled employees, who qualify a certain job, to permit them to perform necessary job functions. Reasonable accommodation involves making necessary changes to a position or a workplace to enable disable employees to perform their job duties. This includes making the height of tables and chairs suitable, installing telecommunications for deaf or allowing a worker flexible work week so that they can receive medical treatments timely. Other few possible accommodations involve hiring a temporary specialist, offering unpaid leaves and relocating employees. There are unlimited possibilities for reasonable accommodation.

A plaintiff can make a claim regarding the failure to accommodate under the Americans Disability Act 1990. In order to establish a claim under this Act, the plaintiff has to demonstrate certain elements. The first thing he/she has to validate is that plaintiff is a person with a disability under the meaning of disability in Title I of ADA, and the employer covered by the law also took notice of his/her disability CITATION DRE97 \l 1033 (DREDF, 1997). Plaintiff could have performed job responsibilities of the job under issue if he/she would have been provided with reasonable accommodation and the employer denied to provide such accommodations. Only those employees who qualify for the essential job functions are protected against discrimination under ADA. Employers are not required to hire or retain the employees unable to perform necessary job tasks. The qualified employee must prove that they have the necessary skills, degrees, license, and qualification for the job and can perform essential duties. A job duty is essential if the job exists to execute that function, only a few people can complete that task, the function requires the hiring of experts or specialized people to perform that function CITATION Eng15 \l 1033 (England, 2015). These factors are used by the EEOC to evaluate if the job function is essential or not.

Bona Fide Occupational Qualification Law and Religious Organizations

The Bona Fide Occupational Qualification is the business capabilities that employers are allowed to consider while making any decisions about recruitment, selection, and promotion of employees. The qualification must be related to an essential job function and is considered compulsory for the operation of the specific enterprise. The BNOQ allow hiring of employees based on religion, sex, age, and national occupation if these features are a bona fide occupational qualification. This is a special case in the Title VII of the Civil Rights Act of 1964 that safeguards employees from discernment and exploitation dependent on religion, sex, age, national origin and color of their skin at the place of work. However, different religious organizations such as churches, temples, and mosques do not typically rely on this BFOQ defense because of the exception permitted in the Title VII which allow them to have a preference on their co-religionists CITATION Mic04 \l 1033 (Zimmer, 2004). A religious organization can be distinguished on the following factors, its articles of joining that demonstrate a religious reason, working each day with some religious center and on the off chance that it is a revenue making an organization.

A "BFOQ" represents Bona Fide Occupational Qualification and differs from the right to discriminate as it permits an organization to separate out the employees based on religion, sex or national origin if the job position entirely requires any of these ensured classes. For instance, a female attire designer may not hire a male fashion designer because it would not bode well for the profession. Same is the cases with a religious organization, a Jew cannot be hired as a father of the Church. A Catholic school can deny hiring a non-Catholic teacher as it's a Bona Fide Occupational Qualification (ready to show Catholicism) and the institute holds the freedom to separate.

FMLA, Pregnancy Discrimination Act, and common Managerial Mistakes

Laws and regulations seek to allow employees to maintain a balance between the family and work responsibilities. Pregnancy Discrimination Act and the Family and Medical Leave Act (FMLA) are examples of such laws. Title VII of the Civil Rights Act prohibits organizations from sex discrimination on the basis of pregnancy and childbirth CITATION Eng15 \l 1033 (England, 2015). The FMLA, on the other hand, allows employees to take the time off from work to take care of their family without having fear of losing their jobs. Serious health issues of any of the family member make an employee eligible for some paid leaves. The PDA and FMLA are though unrelated to each, one is linked with discrimination while the other is associated with leaves, and however, PDA may also require taking leave for pregnancy. FMLA requires that an employer has to offer unpaid leaves to employees for a medical reason that may be pregnancy such as paternal leaves.

With regard to FMLA and PDA managers can make several mistakes that may land them in court. One such mistake is taking action against an employee that may return from FMLA leaves. Since FMLA states that employee coming back after leaves must be subjected to the same job and equal pay. Saying unreasonable things when employees request FMLA leaves can also make an organization face lawsuit because FMLA encourages the employee to make their health the priorityCITATION Zei \l 1033 (Zeidner, 2018). Another mistake is making assumptions that certain ailments and medical conditions do not specifically need FMLA leaves, however, ailments like flu can also be considered severe. In addition, revealing the private medical information of an employee and punishing employee in case of unexpected FMLA leave are some blunders which may land managers to the court, therefore, supervisors handling FMLA must be aware of these issues.

Conclusion

To sum up, the U.S. government has made different laws to guard employees against discernment. The Civil Rights Act of 1964 is the landmark which bans discrimination of employees. Title VII specifically related to equal employment opportunity is the quick guide for employers to avoid age, pregnancy, disability and gender discrimination. Law also allows employers to discriminate in specific cases such and based on a specific trait that is BFOQ essential to perform typical job duties. Managers must also avoid making blunders regarding family and pregnancy leaves by taking care of the conditions outlined in FMLA and PDA acts.

References

BIBLIOGRAPHY Boland, M. L. (2005). Sexual Harassment in the Workplace (1st ed.). Naperville, IL: Sourcebooks, Inc.

DREDF. (1997). Restoring Regard For The “Regarded As” Prong. Retrieved May 19, 2019, from Disability Rights Education & Defense Fund: https://dredf.org/news/publications/restoring-regard-for-the-regarded-as-prong/

EEOC. (2018). Harassment. Retrieved May 19, 2019, from U.S. Equal Employment Opportunity Commission: https://www.eeoc.gov/laws/types/harassment.cfm

England, D. C. (2015). The essential guide to handling workplace harassment & discrimination (3rd ed.). Berkeley, CA: Nolo.

Zeidner, R. (2018). Untangling the Fmla. HR Magazine, 63(2), 28-33. Retrieved from https://eds.b.ebscohost.com/eds/viewarticle/render?data=dGJyMPPp44rp2%2fdV0%2bnjisfk5Ie46fKK3%2b%2fjiqzj34HspON88aPqgfTbvk2tp7dHsKavUZ6nuEuvsLNOnrfLPvLo34bx1%2bGM5%2bXsgeKzr0m0q7BQs6aySqTi34bls%2bOGpNrgVeDq5j7y1%2bVVv8Skeeyzr0q2qbJOsKuwPuTl8IXf6ruI4tzEjer

Zimmer, M. J. (2004). Religious Discrimination under Title VII. Employment Discrimination, 2, 539-577.

Subject: HRM

Pages: 5 Words: 1500

Memorandum On Using HR Systems Internationally

RUNNING HEAD: Memorandum

Memorandum

[Name of the Writer]

[Name of the Institution]

MEMORANDUM

To: ABC, CEO

From: XYZ, HR Leader

Date:April 24, 2019

Subject:

This memorandum provides the two most critical issues HR is facing. Talent management and performance management have remained the key issues in the context of international staffing. There is no doubt that the induction of human resources to our organization is essential in order for sustainable development in the competitive environment. Our organization engages a wide area of customers not only in the home country but in other mainstreams of business including Australia, China and Brazil. In our effort to increase productivity and human resources, I have conducted extensive research on the attributes associated with talent induction and performance management. This memo presents the critical information about the issues impacting HRM practices globally, the strategies by the management for MNCs, cultural diversity that exist across the borders and some hidden institutional issues that affect human resource management practices globally.

My research not only identifies the issues but recommends some globally applicable practices for HR operations. Based on the observation and analysis, my proposal is to create a systematic harmony among various cultures exist in the organization. The cultural harmony can minimize the distinction among individuals and the help them to match their frequency with the organization. The shift from traditional HR functions towards new and modern functions in alignment with the development and sustainability of organizational capacities, abilities keep the focus on talent management and managing the performance of individual and the organization as a whole. The challenges are obvious but if tackled with proper strategies, we can convert these threats into opportunities for the organization. In such a scenario, the efficient role of HRM will provide a significant impact on performance as a whole.

Globalization

The increasing globalization in business tends to force managers to handle and effectively manage the complex problems that are essential for sustainability in a competitive environment. Due to that increased globalization in the competitive market, human resources are greatly needed to implement effective business strategies effective globally QUOTE "{Mensah, 2012 #1}" (Mensah, 2012). The need for proficient skills and the managerial competencies have now become a matter of international market (Ayentimi et.al, 2018). The process of staffing in Multinational Corporations (MNCs) includes both coordination and controlling the operations of a firm globally. This results in evaluating the individual’s performance and in return measure the influence on the performance of MNCs as a whole (Caligiuri, 2011). Talent identification and determination provides the basis for MNCs execution, subsequently, MNCs need to guarantee they select the correct individuals to the correct positions. Nonetheless, recognizing and choosing the correct abilities who have the correct aptitudes is viewed as one noteworthy test for contemporary MNCs. It is additionally proposed that talent management ought to centre on top-level, superior workers, yet in addition think about various dimensions of appointees, particularly by seeing the number of options in contrast to conventional, long haul emigrant assignments are expanding.

The impact of globalization on HRM is found in various aspects including unaware rules and regulations, languages, procedures that are being followed, sense of competition, approaches and the styles of leadership and management. As a result, diversity became the core feature of human resources who are deployed and working at different places geographically within and may be outside the nation. This results in raising the need for effectively managing various cultures and other differences exist between the countries participating in the business development of the same firm Mehjabeen (2015). This makes sense that there exists a strong confrontation between HR managers and distinct functions and features of an employee. So, it is extremely essential for the managers if they are willing to enhance the productivity of the firm as a whole.

Diversified Culture

Introduction to the authoritative culture is indispensable for every single new joiner. Chiefs need to comprehend the elements of culturally diverse adjustment. The systematic approaches to managing intercultural requires the capacity to get inside the head of individuals from others to know how and why they anticipate the worldly situation with their essential qualities and convictions and take care of issues Schall (2016). Intercultural correspondence and the executive's abilities cannot be learned by basically assembling data about different societies. This may lessen some vulnerability and diminishing bias, however, it doesn't give valid culturally diverse information. The main way we learn intercultural correspondence and the executives is through a type of involvement, combined with diversely approved administration standards.

The organizations are always likely to constitute various types of culture. These cultures also contain some inherent attributes which may be highly differentiated with other individuals within the same organization. The GLOBE studies provide valuable distinction among different parts of the world including Eastern Europe, Germanic, Latin American and Anglo purely based on their cultural differences. The report presented some interesting features as an essential dimension of culture and these are listed as under:

Making effort.

Having determination.

Working hard.

Positive approach.

Knowledge seeking.

Strong minded.

The significant findings of GLOBE's report are that pioneer viability is logical. What it means is that it is installed in the authoritative and societal standards, convictions, and qualities, of the general population being driven.

It is evident from various studies that culture has its direct impact on the abilities, roles and the activities of HR (Tang, 2012). We can find variations in HR roles as per the different types of cultures in the firm. In the presence of cultural diversity, it is difficult to understand the individual's needs and so the expectations. The lack of such understanding creates gaps in HR practices and eventually, the goals of organizations cannot be achieved. Associations in individuals arranged and responsibility based societies additionally will in general receive and cultivate the connection between authoritative procedure and HR capacities (Park and Kim, 2018). HRM researchers have argued through the source-based approach and it is suggested that companies can take advantage of competitiveness for sustainability development only if the managers are able to align their HR practices with the overall capacity and organizational competencies. This helps in forming a very efficient organizational strategy.

Institutional Issues

We belong to a firm and a firm is surrounded by institutional environments. This structure forms a significant impact on many organizational practices especially HR practices. We can find various researches that focus on the enhancing the productivity, profitability and effectiveness of a firm. All these achievements are strongly linked with the institutions exists within the firm. In order to gain support and authenticity, the organization greatly need to establish an alignment of the rules and procedures with the overall institutional environment. Adjusting to the competitive nature of the environment does not really infer that the most the powerful and proficient alternative is picked, which infers that profitable achievement and authenticity is conceivably conflicting objectives. There should exist an equilibrium between the differentiation and the conformance among practices and the institutional approaches.

As per the institutional point of view, hierarchical practices like HRM is moulded by the institutional setting. Institutional fit happens through a procedure of isomorphism, which is an obliging procedure that powers one unit in a populace to take after different units that face a similar arrangement of institutional conditions (Foley at al., 2012). Institutional powers make a condition that is comparable for various associations in a specific hierarchical field bringing about an expanding likeness, likewise concerning HRM. Deephouse (1999) likewise contends that components of the "general condition" outside this field, for example, sociocultural, mechanical, and financial patterns, impact hierarchical practices.

Our firm possesses a dynamic structure capable to cope with the dynamic nature of competition. In order to compete with and sustain in such an environment, there is a need for enhancing the capabilities of human resources in the firm. The process of staffing is considered among the key initiatives of talent management globally. The staffing consists of the systematic procedures of recruitment and selection of suitable personnel to develop a skilled team with various competencies. The recruitment process increases its criticality when the recruitment is going to deal with developing team working from home, host and to recruit for the branch in another country. It is essential to induct in other countries as the process of enhancing business and so to deal with respective operations for the smooth functioning of the organization at the international level. Identification of right personnel with key talents who possess a bunch of right expertise and skills is also considered a challenge and thus required enough skills by the HR to recruit and induct such skilled personnel.

We as a team aim to enhance the manpower and human resources of the firm. This is not an isolated approach as an enormous amount of researches have been conducted in Central Eastern Europe (CEE) and the purpose was to identify HR needs and suggest some ways to capitalize advanced talent pool. Such approaches helped to enhance and mature the roles and HR proficiencies (Brewster, 2014). Team building involves talent identification and talent management that have gained a lot of attention of scholars worldwide. Talent management and human resource management are strongly interlinked attributes of a firm and are concerned with HR functions.

We, in this organization, perform talent management activities which shows alignment with other organizations at the international level to perform the best, but in this regard, to strengthen communication mechanisms between various organizations and but having common interests and a broader range of goals to achieve. Ideally, contemplations of ability the management ought to saturate all parts of the association—especially its senior-level administration and administration structure—despite the fact that ability the board may be operationally focused in the HR work. Talent management activities create challenges for the management of the organization when the association works crosswise over national and social fringes. Talent management across these boundaries is obvious for our firm as

It operates in many countries with a dedicated home country where firms headquarter is situated and shows a tendency to expand.

To some degree, for transnational partnerships that have tasks all the more equally scattered all through different nations.

In these fringe crossing settings, ability the board needs to manage issues of worldwide breadth, both as far as getting to ability related open doors all through the company's whole operational range and in perceiving and creating an ability that would not have been accessible locally.

Conclusion

In the light of extensive literature review focusing on the key HR issues, this memo identifies that there are many institutional issues that affect the smooth functioning of HR practices. The presence of diversified culture and the selection of inappropriate strategies also give create problems for HRM. Based on the critical analysis of literature and performing the observational study, I suggest introducing some policies that promote cultural harmony among these diverse cultures in the organization. If the management succeeds in aligning these cultures with the uniform culture of the organization, then there will not present any kind of ambiguity in the minds of workers regarding the goals and objectives of our organization.

The analysis performed on the key issues faced by HR suggests that if we focus on the six areas, the organization will be capable to deal with talent management challenges efficiently. These six areas are as under:

Effective resource allocation from current tasks or operation to future opportunities.

Identification of suitable alternative candidates because of turnover.

Making plans that remain keeping in mind the boundaries and limitations of the organization.

Building a logical link between modern and succession processes.

Implementation of business analytics among leaders.

Making essential investments in modern ways of HR practices like advanced technology and generating new platforms of improvements.

There exists a systematic alignment between HR and different leaders performing specific business operations. This alignment is the need of the organization that contains hidden benefits for the organization in the long run. The memo hence recommends the adoption of new ways in HR practices like Human Resource Information Systems (HRIS) that are capable to provide mutual benefits to the organization. The use of innovative methods or processes leads to reduce cultural conflicts and many other institutional issues. Hence, the application of professional techniques at all levels of organization helps in effectively manage talent and performance of the organization as a whole. We can find variations in HR roles as per the different types of cultures in the firm. In the presence of cultural diversity, it is difficult to understand the individual's needs and so the expectations. It must be taken into consideration is that Intercultural correspondence and the executive's abilities cannot be learned by basically assembling data about different societies.

References

Ayentimi, D., Burgess, J. and Brown, K. (2018). HRM development in post-colonial societies. International Journal of Cross Cultural Management, 18(2), pp.125-147.

Ballesteros-Rodríguez, José Luis, Petra De Saá-Pérez, and Carmen Domínguez-Falcón. "The Role of Organizational Culture and HRM on Training Success: Evidence from the Canarian Restaurant Industry." The International Journal of Human Resource Management 23.15 (2012): 3225-242. Web.

Bennett, Oliver. Cultures of Optimism The Institutional Promotion of Hope. London: Palgrave Macmillan UK : Imprint: Palgrave Macmillan, 2015. Web.

Boon, C., Paauwe, J., Boselie, P. and Den Hartog, D. (2016). Institutional pressures and HRM: developing institutional fit.

Buzady, Z. (2016). Talent Management & Staffing in Central and Eastern Europe — An Analysis of Bulgaria, Czech Republic, Hungary, Poland, Romania & Slovakia. International Business and Management, pp.189-226.

Competencies and (Global) Talent Management. (2017). Management and Industrial Engineering, pp.52-55.

Cooke, F., Wood, G., Psychogios, A. and Szamosi, L. (2011). HRM in emergent market economies: evidence and implications from Europe. Human Resource Management Journal, 21(4), pp.368-378.

Crowley, J. (2017). The three biggest international HR challenges - The People HR Blog. [online] The People HR Blog. Available at: https://www.peoplehr.com/blog/2017/09/06/the-three-biggest-international-hr-challenges/ [Accessed 24 Apr. 2019].

Doumani, T. Culture and Efficacy of Performance Management: A Qualitative Study in Thailand(2016). Web.

Dundon, Tony, and Wilkinson, Adrian. People Management and HRM : Case Studies in Global Management. Prahran, Victoria: Tilde UP, 2012. Web.

Emerald Group Publishing, Publisher. Evidence-based HRM : A Global Forum for Empirical Scholarship. (2013). Web.

Hoppe, M. (2012). Culture and Leadership Effectiveness: The GLOBE Study. [online] Inspireimagineinnovate.com. Available at: https://www.inspireimagineinnovate.com/pdf/globesummary-by-michael-h-hoppe.pdf [Accessed 24 Apr. 2019].

Javidan, M. and Dastmalchian, A., 2009. Managerial Implications of the GLOBE Project: A study of 62 societies. 3rd ed. Canada: Asia Pacific Journal of Human Resources.

Kang, H. and Shen, J. (2016). Global Talent Management: International Staffing Policies and Practices of South Korean Multinationals in China. International Business and Management, pp.25-48.

Machado, Carolina., and SpringerLink. Competencies and (global) Talent Management. Cham: Springer International : Imprint: Springer, 2017. Web.

Mensah, M. and Chen, H., 2012. Global Clustering of Countries By Culture – An Extension of the GLOBE Study. 3rd ed. Taiwan: Center for Governmental Accounting Education and Research.

Park, S. and Kim, E. (2018). Organizational culture, leaders’ vision of talent, and HR functions on career changers’ commitment: the moderating effect of training in South Korea. Asia Pacific Journal of Human Resources.

Personnel Review 41.6 (2012): 852-54. Web.

Thunnissen, M. (2016). Talent management. Employee Relations, 38(1), pp.57-72.

Vaiman, Vlad, Sparrow, Paul, Schuler, Randall S., Collings, David G., and Taylor Francis. Macro Talent Management : A Global Perspective on Managing Talent in Developed Markets. First ed. Boca Raton, FL: Routledge, an Imprint of Taylor and Francis, 2018. Web.

Subject: HRM

Pages: 7 Words: 2100

Memorandum On Using HR Systems Internationally

RUNNING HEAD: HUMAN RESOURCE

Memorandum on Using HR System Internationally

[Name of the Writer]

[Name of the Institution]

Memorandum on Using HR System Internationally

To: ABC, CEO

From: XYZ, HR Leader

Date:April 30, 2019

Subject: Using HR System Internationally

The aim of this memorandum is to provide an in-depth analysis of two basic and significant issues the Human Resource (HR) is confronting. The matter of fact is that Performance Management and Talent Management have remained the key issues with regards to international staffing. It has been observed that the enlistment of HR to our organisation is fundamental all together for economic improvement in the competitive condition. Our organisation tends to connect with a wide region of clients in the nation of origin as well as in different standards of business. In order to expand efficiency and HR, I have directed broad research on the properties related to Performance Management and Talent Management. This memorandum tends to display the basic data about the issues affecting practices of human resource management that includes; the techniques adopted by the administration of MNCs, a social and cultural variety that exists in the HR and some covered up institutional issues that influence human resource systems internationally.

While proceeding with in-depth analysis, the memorandum tends to distinguish the issues as well as prescribes some relevant practices for HR responsibilities. In view of the perception and examination, my proposition is to make a methodical agreement among different societies that exist in the organisation. The difficulties associated with diversified cultures are clear and required to be handled with legitimate systems. We can change the threat of dangers due to diverse workforce into an opportunity for the organization through open doors and acceptability. In such circumstances, the HRM plays an effective job in executing policies which benefits the overall organization. The social amicability can limit the refinement among people. The low levels of coordination among employees create spaces and they do not interact with each other to resolve issues. The move from traditional HR practices towards new and innovative techniques is practised in arrangement with the advancement and maintainability of authoritative limits. The practices of organizations maintain the ability of the executives and they're dealing with the execution of individual and the organisation ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"yrwEBThO","properties":{"formattedCitation":"(D\\uc0\\u8217{}Netto, Shen, Chelliah, & Monga, 2013)","plainCitation":"(D’Netto, Shen, Chelliah, & Monga, 2013)","noteIndex":0},"citationItems":[{"id":47,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/DMPA6W4Y"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/DMPA6W4Y"],"itemData":{"id":47,"type":"article-journal","title":"Human resource diversity management practices in the Australian manufacturing sector","container-title":"The International Journal of Human Resource Management","page":"1-24","volume":"25","issue":"9","abstract":"We examined employee perceptions of the benefits and challenges of workforce diversity and human resource (HR) diversity management practices adopted in the Australian manufacturing sector. We found that overt discrimination does not exist in the Australian manufacturing sector. However, Australian employers appear to adopt a ‘legalistic compliance approach’ and have not considered workforce diversity as a source of competitive advantage. Employers have not adopted effective HR diversity management practices. The Australian manufacturing sector has failed to value diversity or capitalize on the benefits of workforce diversity. Inadequate recognition of overseas skills, ineffective communication, increased training costs and social isolation were perceived as the main challenges, whereas a stronger work ethic among multicultural employees, greater opportunities to learn from other cultures, lower absenteeism and less labor turnover were regarded as major benefits of workforce diversity. Overall, we found migrant workers are disadvantaged in the Australian workplace.","DOI":"10.1080/09585192.2013.826714","ISSN":"0958-5192","author":[{"family":"D'Netto","given":"Brian"},{"family":"Shen","given":"Jie"},{"family":"Chelliah","given":"John"},{"family":"Monga","given":"Manjit"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (D’Netto, Shen, Chelliah, & Monga, 2013).

Globalization

Globalization plays an important role in the diversification of policies. It changes the pattern of power with the leadership and the handling of team management. Also, there is no doubt that the expanding globalization in business will in general power chiefs to deal with the intricate issues that are fundamental for manageability in a focused domain. Due to the expanded globalization in the competitive marketplace, HR are enormously expected to execute successful business procedures compelling universally. This requires capable aptitudes and the administrative abilities to respond to the global marketplace ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"UxzFdbU4","properties":{"formattedCitation":"(Stone, Stone-Romero, & Lukaszewski, 2007)","plainCitation":"(Stone, Stone-Romero, & Lukaszewski, 2007)","noteIndex":0},"citationItems":[{"id":45,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/BT4BSZ2D"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/BT4BSZ2D"],"itemData":{"id":45,"type":"article-journal","title":"The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices","container-title":"Human Resource Management Review","page":"152-165","volume":"17","issue":"2","abstract":"The cultural diversity of U.S. organizations is increasing rapidly. In spite of this, relatively little attention has been paid to the impact that the increase in diversity may have on (a) the acceptance of human resource management processes and practices (e.g., recruitment, selection, training, performance appraisal, and compensation and benefits) by individuals and (b) the effectiveness of such processes and practices. Thus, we consider the moderating effects of both individual culture and organizational culture on relations between (a) human resource management processes and practices and (b) the acceptance and effectiveness of such processes and practices. In addition, we offer recommendations for both research and practice.","DOI":"10.1016/j.hrmr.2007.04.003","ISSN":"1053-4822","author":[{"family":"Stone","given":"Dianna L."},{"family":"Stone-Romero","given":"Eugene F."},{"family":"Lukaszewski","given":"Kimberly M."}],"issued":{"date-parts":[["2007"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Stone, Stone-Romero, & Lukaszewski, 2007). The staffing in Multinational Corporations (MNCs) tends to incorporate both effective strategies to recruit the most talented employees. The control and coordinate the activities of a firm to all the employees in the organization. MNCs needs to ensure they select the right people for the right positions. Selecting and recruiting the right capacities who have the right aptitudes to fit in the organizational culture is observed critical test for contemporary MNCs. This highlights the ability of top-level management to select the right people and make them comfortable with their job requirements ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"8vx1rRsF","properties":{"formattedCitation":"(Dickmann, Suutari, & Wurtz, 2018)","plainCitation":"(Dickmann, Suutari, & Wurtz, 2018)","noteIndex":0},"citationItems":[{"id":19,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/3RQE6RQM"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/3RQE6RQM"],"itemData":{"id":19,"type":"article-journal","title":"The management of global careers : exploring the rise of international work","abstract":"\"This book is an invaluable resource for scholars in the field of global careers, for people experiencing or contemplating such a career, and for those who manage them. The team of experts assembled provides a wonderful breadth of perspectives and a rich coverage of the field.\" - Hugh P. Gunz, Professor, University of Toronto Mississauga. \"A rich collection of knowledge about diverse types, experiences, and issues of global careerists... an indispensable resource for global career researchers, educators, and practitioners.\" - Margaret Shaffer, Michael F. Price Chair of International Business, University of Oklahoma. Exploring global career issues in-depth, this important collection works at the intersection of career management and international HRM. It uses a multitude of perspectives to explore global career drivers, experiences and outcomes for individuals, as well as career systems and management within organisations and societies. Both long-term and short-term careers are discussed and examined alongside the impact that they have on elements of family life, providing a useful guide for academic scholars, HR managers and professionals operating in global environments.","author":[{"family":"Dickmann","given":"Michael."},{"family":"Suutari","given":"Vesa."},{"family":"Wurtz","given":"Olivier."}],"editor":[{"family":"Dickmann","given":"Michael.","dropping-particle":"editor"},{"family":"Suutari","given":"Vesa.","dropping-particle":"editor"},{"family":"Wurtz","given":"Olivier.","dropping-particle":"editor"},{"literal":"SpringerLink (Online service)"}],"issued":{"date-parts":[["2018"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Dickmann, Suutari, & Wurtz, 2018).

When it comes to the effect of globalization on HRM, it has been found that different viewpoints and principles are adopted to tackle diversification. The guidelines and approaches adopted by the administrations reflect different methodologies and feeling of rivalry between the MNCs. Thus, HR is required to recruit a variety of employees representing different cultures who are sent and working at better places topographically inside and might be outside the country ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"DtSWmbcz","properties":{"formattedCitation":"(Jackson, 2015)","plainCitation":"(Jackson, 2015)","noteIndex":0},"citationItems":[{"id":20,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/E7HMHMDT"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/E7HMHMDT"],"itemData":{"id":20,"type":"book","title":"Internal HR Security Compliance and Risk Management Systems in a Major International Bank in a North African Country","number-of-pages":"260","abstract":"This case looks at an international bank operating in an emerging market, which, due to ineffective HR compliance (employees from different departments failing to communicate and not keeping up-to-date records), suffered financial losses and negative publicity. A review of the nature of employee-based risk in banking is applied to an emerging market context based on documenting a real-life incident. The mistaken repossession of a property when seeking to recover debts took place partly due to inadequate employee record-keeping, poor communication, and with the possibility of employee fraud. The bank believed that one of their defaulting customers still owned the house, even though his mortgage had been cancelled many years previously. It would appear that an employee of the bank continued to lend the defaulting customer money, based on non-existent collateral, in connivance with a corrupt attorney friendly with the bank. Banks are commonly criticized for lack of adequate control mechanisms, and this detailed case shows the even greater challenges they face in emerging markets.","note":"DOI: 10.4018/978-1-4666-8167-5.ch011","author":[{"family":"Jackson","given":"Thomas"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Jackson, 2015). This outcome in raising the requirement for viably overseeing different societies and different contrasts that exist between the nations. It also tends to increase the level of business of a similar firm. It encourages strong communication between HR chiefs and the employees which highlight the particular capabilities of a worker ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"gSyKIsr2","properties":{"formattedCitation":"(Mensah & Chen, 2014)","plainCitation":"(Mensah & Chen, 2014)","noteIndex":0},"citationItems":[{"id":21,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/BAVBJ8JJ"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/BAVBJ8JJ"],"itemData":{"id":21,"type":"article-journal","title":"Global clustering of countries by culture - an extension of the GLOBE study","container-title":"The Business & Management Review","page":"143","volume":"5","issue":"2","abstract":"In the \"Global Leadership and Organizational Behaviour Effectiveness\" (GLOBE) Research Program (House et al., 2004","ISSN":"20472854","author":[{"family":"Mensah","given":"Yaw"},{"family":"Chen","given":"Hsiao-Yin"}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Mensah & Chen, 2014). Thus, it is very fundamental for the chiefs to utilize the work of employees efficiently and ultimately to improve the profitability of the firm.

Diversified Culture

The principle way to deal with diversified cultures is to learn intercultural correspondence. The administrators of different organisation join to endorsed organization benchmarks. the definitive culture of an organization is fundamental for each and every new joiner. The managers need to understand the components of socially differing change. It is necessary for managers to appreciate every employee within the organization regardless of any differences. The basic aim should be the achievement of organizational goals, thus needs to sort out all the issues ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"mslZa44S","properties":{"formattedCitation":"(Saad, 2013)","plainCitation":"(Saad, 2013)","noteIndex":0},"citationItems":[{"id":42,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/YFDKK5EV"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/YFDKK5EV"],"itemData":{"id":42,"type":"article-journal","title":"Contemporary Challenges of Human Resource Planning in Tourism and Hospitality Organizations: A Conceptual Model","container-title":"Journal of Human Resources in Hospitality & Tourism","page":"333-354","volume":"12","issue":"4","abstract":"Human Resource (HR) planning is crucial to the success of tourism and hospitality organizations yet is not widely applied. Such limited use of HR planning is due to the suspension of its results. Upon review, it was found that there was a gap in research regarding reasons for the unreliable results of HR planning, and this topic is still not entirely explored. To fill this gap, this article presents reasons, proposes a conceptual model that identifies contemporary challenges facing HR planning in tourism and hospitality organizations, and discusses the influence of the challenges and their interrelations to the planning process.","DOI":"10.1080/15332845.2013.790246","ISSN":"1533-2845","author":[{"family":"Saad","given":"Samar Kamel"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Saad, 2013). Intercultural correspondence and the official's capacities can't be learned by fundamentally gathering information about various social orders but requires to accept differences and diversity ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"r1U66kKg","properties":{"formattedCitation":"(Haynes & Alagaraja, 2016)","plainCitation":"(Haynes & Alagaraja, 2016)","noteIndex":0},"citationItems":[{"id":24,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/LUE5YMAT"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/LUE5YMAT"],"itemData":{"id":24,"type":"article-journal","title":"On the Discourse of Affirmative Action and Reservation in the United States and India: Clarifying HRD’s Role in Fostering Global Diversity","container-title":"Advances in Developing Human Resources","page":"69-87","volume":"18","issue":"1","abstract":"The Problem Discriminatory practices appear to be part of the human condition and these practices negatively impact historically oppressed and marginalized groups. The United States developed the system of Affirmative Action (AA), and India developed the system of Reservation to end discriminatory practices and increase diversity","DOI":"10.1177/1523422315619141","ISSN":"1523-4223","author":[{"family":"Haynes","given":"Ray"},{"family":"Alagaraja","given":"Meera"}],"editor":[{"family":"Alagaraja","given":"Meera"},{"family":"Mclean","given":"Gary"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Haynes & Alagaraja, 2016).

There is no doubt that the organisations are comprising to deal with different kinds of culture. However, the diversified culture is considered as a positive aspect of organizations. The GLOBE examines diversity by incorporating individual from different backgrounds including Eastern Europe, Germanic, Latin American and Anglo that is absolutely dependent on their social contrasts. The noteworthy discoveries of GLOBE's report stated that pioneer practicality is intelligent. It observed that characteristics and societal benchmarks tend to be obtained from an inclusive community-driven practice ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"2Hpa2I1e","properties":{"formattedCitation":"(Smith & Lindsay, 2014)","plainCitation":"(Smith & Lindsay, 2014)","noteIndex":0},"citationItems":[{"id":26,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/H7NTXMXB"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/H7NTXMXB"],"itemData":{"id":26,"type":"book","title":"Beyond Inclusion : Worklife Interconnectedness, Energy, and Resilience in Organizations","publisher":"New York, US: Palgrave Macmillan","abstract":"After infusing equity into organizational processes, conducting diversity training, and ensuring fair hiring practices, today's leaders have hit a brick wall. While they have diversified organizations, they realize that more needs to be done to make their organizations truly inclusive. Beyond Inclusion adopts a holistic and systems view of the organization and presents a robust model of how individuals and leaders experience inclusion in the workplace. Borrowing the African concept of Ubuntu, which assumes the connectedness and interdependence within a social system, the authors frame and make concrete the thoughts and actions that result in inclusive organizations. After presenting an actionable model of organizational inclusion based upon rigorous research with thousands of individual contributors and leaders in several countries including the U.S., the authors discuss concrete strategies and leadership actions that create, nurture, and sustain workplace inclusion. Leaders will learn specific behaviors that energize themselves and their employees, resulting in more inclusive teams, departments, and organizational cultures.","note":"DOI: 10.1057/9781137385420","author":[{"family":"Smith","given":"J. Goosby"},{"family":"Lindsay","given":"Josie Bell"}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Smith & Lindsay, 2014).

It is evident that culture has its immediate effect on the capacities, jobs and the exercises of HR. We can discover varieties in HR jobs according to the distinctive sorts of societies in the firm. Within the sight of social assorted variety, it is hard to comprehend the person's needs and desires. The absence of such comprehension makes it difficult to practices adopted by human resource management in the long run and the objectives of organisations are difficult to be accomplished ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"oEli7tw7","properties":{"formattedCitation":"(Barefoot, 2018)","plainCitation":"(Barefoot, 2018)","noteIndex":0},"citationItems":[{"id":41,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/YVZU7NHH"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/YVZU7NHH"],"itemData":{"id":41,"type":"article-journal","title":"HUMAN RESOURCE CHALLENGES IN AG.(People in Perspective)","container-title":"Agri Marketing","page":"21","volume":"56","issue":"2","ISSN":"0002-1180","author":[{"family":"Barefoot","given":"Mary"}],"issued":{"date-parts":[["2018"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Barefoot, 2018). Relationships among people are defined through social orders persisting in the societies and impose certain limits on HR legitimacy. HRM analysts have contended through the source-based methodology and it is proposed that organizations can exploit intensity for manageability advancement just if the directors can adjust their practices of human resource management with the general limit and hierarchical skills ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"5b9vDAjV","properties":{"formattedCitation":"(Chow & Liu, 2009)","plainCitation":"(Chow & Liu, 2009)","noteIndex":0},"citationItems":[{"id":25,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/9MRN5HSS"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/9MRN5HSS"],"itemData":{"id":25,"type":"article-journal","title":"The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises","container-title":"The International Journal of Human Resource Management","page":"2292-2310","volume":"20","issue":"11","abstract":"This study examines the differential impact of an alignment of organizational culture and business strategy through which inducement-HR and involvement-HR systems may affect firm performance. It contributes to the strategic fit of the HRM literature by using empirical data from 451 firms in southern China to evaluate the linkages among organizational culture, HR systems, business strategies and organizational performance. The results show some support for an HR-organizational culture fit and an HR-business strategy fit, and have important managerial implications for matching the organizational culture and business strategy with an organization's choice of HR systems to achieve maximum impact on organizational performance.","DOI":"10.1080/09585190903239666","ISSN":"0958-5192","author":[{"family":"Chow","given":"Irene Hau Siu"},{"family":"Liu","given":"S.S."}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Chow & Liu, 2009).

Institutional Issues

Institutional forces play a significant role in shaping the fate of organizations. The identification of issues is critical for the HR team and requires progressive strategies. Similarly HR battles with the general principals of firms to deal with the sociocultural, mechanical, and monetary issues. According to the institutional perspective, various levelled practices like HRM is shaped by the institutional setting. Institutional fit occurs through a strategy of isomorphism, which is an obliging system that powers one unit in a people to take after various units that face a comparable course of action of institutional conditions ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"9GEYsI5A","properties":{"formattedCitation":"(Wang & Verma, 2012)","plainCitation":"(Wang & Verma, 2012)","noteIndex":0},"citationItems":[{"id":27,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/6ZUUTGQK"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/6ZUUTGQK"],"itemData":{"id":27,"type":"article-journal","title":"Explaining organizational responsiveness to work‐life balance issues: The role of business strategy and high‐performance work systems","container-title":"Human Resource Management","page":"407-432","volume":"51","issue":"3","abstract":"This article applies new insights into business strategies and high‐performance work systems (HPWSs) to examine why organizations adopt work‐life balance programs (WLBPs). Results indicate that a product leadership business strategy is positively related to the likelihood of adopting WLBPs, whereas a cost leadership business strategy is negatively related to the adoption of these programs. Moreover, our analyses establish a mediating role of HPWSs in the relationship between business strategies and the adoption of WLBPs. Our results also demonstrate that different industries vary in adoption of work‐life balance programs. This supports the institutional theory of organizational responsiveness to work‐life balance issues. We tested our hypotheses with two waves of the nationally representative Canadian Workplace and Employee Survey. Implications and specific suggestions for human resource practitioners are discussed. © 2012 Wiley Periodicals, Inc.","DOI":"10.1002/hrm.21474","ISSN":"0090-4848","author":[{"family":"Wang","given":"Jing"},{"family":"Verma","given":"Anil"}],"issued":{"date-parts":[["2012"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Wang & Verma, 2012)

The board of directors exercises their powers in case of difficulties in the administrative concerns of the organisation when the affiliation works transversely over national and social edges. In these fringe crossing settings, the board needs to manage issues globally, both as far as getting to ability related open doors all through the company's whole operational range and in perceiving and creating an ability that would not have been accessible locally ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"jb7LnGoa","properties":{"formattedCitation":"(Martocchio, Joshi, & Liao, 2012)","plainCitation":"(Martocchio, Joshi, & Liao, 2012)","noteIndex":0},"citationItems":[{"id":39,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/NB7ADKD8"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/NB7ADKD8"],"itemData":{"id":39,"type":"article-journal","title":"Research in personnel and human resources management Volume 31","abstract":"This volume contains six papers on important issues in the field of human resources management, continuing the tradition of the series to develop a more informed understanding of the field. These papers represent excellent scholarship, illustrating the truly interdisciplinary character of the field.","author":[{"family":"Martocchio","given":"Joseph J."},{"family":"Joshi","given":"Aparna."},{"family":"Liao","given":"Hui."}],"editor":[{"family":"Martocchio","given":"Joseph J"},{"family":"Joshi","given":"Aparna"},{"family":"Liao","given":"Hui"}],"issued":{"date-parts":[["2012"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Martocchio, Joshi, & Liao, 2012). The board exercises to demonstrate arrangement with different organisations at the universal dimension to play out their best game, however in such manner, to reinforce instruments between different organisations and yet having normal interests and more extensive scope of objectives to accomplish. In a perfect world, the administration examines the capacity of administration and observe their affiliation particularly its senior-level organization ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"7l3yyypm","properties":{"formattedCitation":"(Ollier-Malaterre, Mcnamara, Matz-Costa, Pitt-Catsouphes, & Valcour, 2013)","plainCitation":"(Ollier-Malaterre, Mcnamara, Matz-Costa, Pitt-Catsouphes, & Valcour, 2013)","noteIndex":0},"citationItems":[{"id":28,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/GKFTITDY"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/GKFTITDY"],"itemData":{"id":28,"type":"article-journal","title":"Looking up to regulations, out at peers or down at the bottom line: How institutional logics affect the prevalence of age-related HR practices","container-title":"Human Relations","page":"1373-1395","volume":"66","issue":"10","abstract":"Drawing on new institutionalism theory, this study examines the influence of institutional logics, the belief systems that direct decision-makers’ attention to particular sets of issues, on human resource (HR) adaptation to demographic changes. We argue that the prevalence of age-neutral HR management and of age-related HR practices such as age assessment and older worker-targeted practices, are shaped by the strength of the strategic (business case), benchmarking (comparing one’s set of policies with peers’) and compliance (laws and regulations) logics. In a sample of 420 US organizations, a strong strategic logic was associated only with greater prevalence of age-neutral HR management. A strong benchmarking logic was associated with greater prevalence of age-neutral HR management, of age assessment practices, and of older worker-targeted practices. A strong compliance logic was associated with greater prevalence of age-assessment and older worker-targeted practices. This article contributes to research on ageing and extends work on institutional logics by (1) focusing on organizations’ differential enactment of institutional logics, reflecting the contextual embeddedness of HR practices, and (2) showing that the prevalence of age-neutral HR management and of age-related HR practices are associated with competitive as well as institutional isomorphism.","DOI":"10.1177/0018726713478244","ISSN":"0018-7267","author":[{"family":"Ollier-Malaterre","given":"Ariane"},{"family":"Mcnamara","given":"Tay"},{"family":"Matz-Costa","given":"Christina"},{"family":"Pitt-Catsouphes","given":"Marcie"},{"family":"Valcour","given":"Monique"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Ollier-Malaterre, Mcnamara, Matz-Costa, Pitt-Catsouphes, & Valcour, 2013).

Changing the policies is determined by various hierarchical practices that involve human resource management. The HR discover different strategies that emphasis on improving the efficiency, productivity and adequacy of a firm. Every one of these accomplishments is unequivocally connected with the foundations existing inside the firm. Thus, to make strong networks, the organisation enormously need to set up an arrangement of the principles and methods which appreciates to communicate and coordinate among the teams ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"dCHt4r4Q","properties":{"formattedCitation":"(Verweij, Van Meerkerk, Koppenjan, & Geerlings, 2014)","plainCitation":"(Verweij, Van Meerkerk, Koppenjan, & Geerlings, 2014)","noteIndex":0},"citationItems":[{"id":33,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/Y6YRJ3NU"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/Y6YRJ3NU"],"itemData":{"id":33,"type":"article-journal","title":"Institutional interventions in complex urban systems: Coping with boundary issues in urban planning projects","container-title":"Emergence : Complexity and Organization","page":"7-23","volume":"16","issue":"1","abstract":"Urban planning projects are planned and organized through arrangements between actors. These arrangements are institutional interventions: they intervene in the institutional landscape as existing organizational boundaries are (temporarily) redrawn. Such boundary decisions are intended to simplify complexity. However, these boundary decisions also produce new complexities as new boundary issues arise. Our contribution investigates these boundary issues by studying and comparing three urban planning projects in the Rotterdam urban system (the Netherlands). The analysis shows that the boundary issues are often underestimated and that coping strategies are required to deal with them. Because boundary issues pose serious threats to the success or even survival of projects, management should invest in increasing the capacity to deal with (often unexpected) boundary issues.","ISSN":"15213250","author":[{"family":"Verweij","given":"Stefan"},{"family":"Van Meerkerk","given":"Ingmar"},{"family":"Koppenjan","given":"Joop"},{"family":"Geerlings","given":"Harry"}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Verweij, Van Meerkerk, Koppenjan, & Geerlings, 2014). Our firm has a dynamic structure to compete in the globalized world and to adapt to the dynamic idea of competition. However, it needs to upgrade the abilities of HR in the firm. It requires HR to staff the most suitable employees that involve deliberate methods of enrollment and determination of reasonable workforce to build up a gifted group with different skills ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"dcJnVEll","properties":{"formattedCitation":"(Dickmann, Brewster, & Sparrow, 2016)","plainCitation":"(Dickmann, Brewster, & Sparrow, 2016)","noteIndex":0},"citationItems":[{"id":36,"uris":["http://zotero.org/users/local/ZeEdB6mD/items/3ARWCNR2"],"uri":["http://zotero.org/users/local/ZeEdB6mD/items/3ARWCNR2"],"itemData":{"id":36,"type":"article-journal","title":"International human resource management : contemporary HR issues in Europe","author":[{"family":"Dickmann","given":"Michael","suffix":""},{"family":"Brewster","given":"Chris","suffix":""},{"family":"Sparrow","given":"Paul","suffix":""}],"editor":[{"family":"Dickmann","given":"Michael","suffix":"editor"},{"family":"Brewster","given":"Chris","suffix":"editor"},{"family":"Sparrow","given":"Paul","suffix":"editor"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Dickmann, Brewster, & Sparrow, 2016) Recognizable proof of right faculty with key abilities who have a cluster of right aptitude and abilities is likewise viewed as an opportunity for the organizations that required the right abilities by the HR to select and accept such a talented workforce.

Conclusion

The key issues monitored by HR proposes that organizations need to manage the broad difficulties collectively. The administration is required to adjust this different workforce and societies to the uniform culture of the organization. The HR is required to make each employee responsible to achieve the organizational goals and for that purp[ose they are required to coordinate with all groups with the organizations. In the light of the broad writing survey concentrating on the key HR issues, this memorandum recognizes that there are numerous institutional issues that influence the smooth working of practices of human resource management. In view of the basic examination of writing and playing out the observational investigation, I recommend presenting a few strategies that advance social amicability among these different societies in the organisation.

It must be taken into consideration that intercultural correspondence and the official's capacities can't be learned by essentially amassing information about various social orders. There exists a deliberate arrangement among HR and diverse pioneers performing explicit business tasks. This arrangement is the need of the organisation that contains shrouded benefits for the organisation over the long haul. The update henceforth suggests the reception of new routes in Practices of human resource management like Human Resource Information Systems (HRIS) that are able to give shared advantages to the organisation. The utilization of creative strategies or procedures prompts diminish social clashes and numerous other institutional issues. Subsequently, the use of expert systems at all dimensions of the organisation helps in successfully oversee ability and execution of the organisation all in all. We can discover varieties in HR jobs according to the distinctive kinds of societies at all level in the firm. Within the sight of social assorted variety, it is hard to comprehend the person's needs and the desires. However, due to implementing the diverse strategies and keeping in mind the employees relating to different backgrounds, organizations will be in a better position to cope up with the challenges of diversification. The global world is posing more competition which requires the organizations and the HR teams to adopt inclusive strategies which involves the opinion of all the employees regardless of their status in the organization.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Barefoot, M. (2018). HUMAN RESOURCE CHALLENGES IN AG. (People in Perspective). Agri Marketing, 56(2), 21.

Chow, I. H. S., & Liu, S. S. (2009). The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises. The International Journal of Human Resource Management, 20(11), 2292–2310. https://doi.org/10.1080/09585190903239666

Dickmann, M., Brewster, C., & Sparrow, P. (2016). International human resource management : contemporary HR issues in Europe.

Dickmann, Michael., Suutari, Vesa., & Wurtz, Olivier. (2018). The management of global careers : exploring the rise of international work.

D’Netto, B., Shen, J., Chelliah, J., & Monga, M. (2013). Human resource diversity management practices in the Australian manufacturing sector. The International Journal of Human Resource Management, 25(9), 1–24. https://doi.org/10.1080/09585192.2013.826714

Haynes, R., & Alagaraja, M. (2016). On the Discourse of Affirmative Action and Reservation in the United States and India: Clarifying HRD’s Role in Fostering Global Diversity. Advances in Developing Human Resources, 18(1), 69–87. https://doi.org/10.1177/1523422315619141

Jackson, T. (2015). Internal HR Security Compliance and Risk Management Systems in a Major International Bank in a North African Country. https://doi.org/10.4018/978-1-4666-8167-5.ch011

Martocchio, J. J., Joshi, Aparna., & Liao, Hui. (2012). Research in personnel and human resources management Volume 31.

Mensah, Y., & Chen, H.-Y. (2014). Global clustering of countries by culture - an extension of the GLOBE study. The Business & Management Review, 5(2), 143.

Ollier-Malaterre, A., Mcnamara, T., Matz-Costa, C., Pitt-Catsouphes, M., & Valcour, M. (2013). Looking up to regulations, out at peers or down at the bottom line: How institutional logics affect the prevalence of age-related HR practices. Human Relations, 66(10), 1373–1395. https://doi.org/10.1177/0018726713478244

Saad, S. K. (2013). Contemporary Challenges of Human Resource Planning in Tourism and Hospitality Organizations: A Conceptual Model. Journal of Human Resources in Hospitality & Tourism, 12(4), 333–354. https://doi.org/10.1080/15332845.2013.790246

Smith, J. G., & Lindsay, J. B. (2014). Beyond Inclusion : Worklife Interconnectedness, Energy, and Resilience in Organizations. https://doi.org/10.1057/9781137385420

Stone, D. L., Stone-Romero, E. F., & Lukaszewski, K. M. (2007). The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices. Human Resource Management Review, 17(2), 152–165. https://doi.org/10.1016/j.hrmr.2007.04.003

Verweij, S., Van Meerkerk, I., Koppenjan, J., & Geerlings, H. (2014). Institutional interventions in complex urban systems: Coping with boundary issues in urban planning projects. Emergence : Complexity and Organization, 16(1), 7–23.

Wang, J., & Verma, A. (2012). Explaining organizational responsiveness to work‐life balance issues: The role of business strategy and high‐performance work systems. Human Resource Management, 51(3), 407–432. https://doi.org/10.1002/hrm.21474

Subject: HRM

Pages: 6 Words: 1800

MICHELLE OBAMA: LIVING LIFE AS A LEADER

Michelle Obama: Living Life as a Leader

[Author Name(s), First M. Last, Omit Titles and Degrees]

[Institutional Affiliation(s)]

Michelle Obama: Living Life as a Leader

According to Theo Haimann, “Leadership is the process by which an executive imaginatively directs, guides and influences the work of others in attaining specified goals”. Leadership is a position that allows one to exercise personal influences on a group of people and attain a set of goals by the collective effort of leader and followers. In a group of people, a leader arises by virtue of their incomparable personality traits and capabilities or by the common agreement of people. Leaders are expected to carry out certain roles and responsibilities; they generally leave a legacy behind. Women leadership has elicited quite a few debates that gender should not be a factor in whether an individual can become a leader or not. In the past few decades, women are able to break the traditional ceiling that barred them from taking a leadership position and demonstrated exceptional leadership skills. They are evolving constantly and attaining new milestones in contemporary time. the world has witnessed great women leaders such as Oprah Winfrey, Nelson Mandela, Margaret Thatcher, Hillary Rodham Clinton, and Michelle Obama. Women generally have to strive against a myriad of odds as a leader especially when they belong to a group who has a long history of facing racial and ethnic discrimination. Michelle Obama, lawyer, community outreach worker and 44th First lady are seen to many as a strong leader owing to her undeniable great leadership traits and qualities.

About Michelle Obama

Michelle Obama, is a writer, lawyer and remained the First Lady of the United States from 2009 to 2017. She got fame for being the spouse of the 44th U.S. president, Barack Obama. As the first lady of the states, she juggled between being a mother, a lawyer, a social rights advocate and a community activist. During the course of her life as the first lady, she stressed on many social issues such as poverty, education and health care. Her memoir, Becoming, shares her journey and experiences that shaped her life; from childhood to being the first lady (Obama, 2018). It is said that when she left the White House, she was more famous than her husband (Mundy, 2009). She emerged as a powerful woman in the midst of American elections when she took an active part in her husband’s election campaign, supporting him through all the defies and trials and became an insatiable supporter of Obama.

She was born to Fraser Robinson and Marian on January 17, 1964. Her dad was a city-pump operator by profession and mom was a secretary at Spiegel's. They were a close-knit small family lived in a small house on Chicago's South Side; they shared meals and enjoyed playing games collectively. By the age of four, she and her brother learned to read owing to her family’s high influence on education and hopped the second grade. The moment she reached in sixth grade, she learned French in her school's gifted program. She joined the first high school in the city for gifted children, Whitney M. Young Magnet High School. Following the footsteps of her brother, she joined Princeton University and completed her B.A in sociology. At Harvard Law School, she studied law and took part in many demonstrations aimed at the hiring of minority professors and students (Mundy, 2009).

She wedded Barack Obama on October 3, 1992, at Trinity United Church. She met her during her first job as a lawyer and she was assigned as an advisor to Barack. She caught the eye of a national audience and general public after she delivered a high-profile speech in 2004 at the Democratic National Convention. He was elected as a senator from Illinois in the same year. Furthermore, in 2007, she scaled back her own personal and professional life and worked really hard for her husband's run for presidential nomination (Mundy, 2009). Finally, Obama won the election and he was elected as the 44th president of the US in January 2009. Again in 2012, pursued reelection in 2012, she conscientiously crusaded on his behalf; during this time, she made many public appearances and travelled the country.

Leadership Principles, Qualities and Traits

Michelle Obama was a brilliant, accomplished, superb first lady and in fact, one of the most outstanding in history. She engaged the American community in numerous ways from involving children to adults, plus she brought numerous concerts to the White House. Her tenure represented class, memorable speeches, and sadness at the end of an era. Although she was fashionable, she did not fall prey to her clothes, she was just as comfortable in jeans working in the garden (Matthews, Chaney, & Opiri, 2015). She is sorely missed by the Americans and It is because she put her own career aside and acted as a traditional First Lady, but with a twist. She embraced the popular culture and reached out to the younger generations in a way no other first lady has done before. She came from a humble background and that helped make her appear more genuine. Also, one could see she enjoyed the work she was doing. Since the First Ladies don't get a salary. Thus, her attitude and hard work make her the ultimate public servant.

Not in any particular order, but she is classy and graceful, compassionate and warm, highly intelligent and well-educated, down-to-earth, strong, energetic, and approachable, and naturally beautiful. “One of the lessons that I grew up with was to always stay true to yourself and never let what somebody else says distract you from your goals,” this quote of her well describes her. She is said to have incomparable traits and no one matches her in having so many strengths and attributes. She obviously has a wonderful relationship of mutual respect with her husband and is a devoted mother. She made the USA proud everywhere she went. In the face of incredibly ugly, vicious, juvenile vitriol directed openly at her by the racist right, she embodied the spirit of “When they go low, we go high.” Good leaders abide by the mores of the job to which they have been elected, like releasing their tax returns and not doing business with countries that are our enemies while they are in office. She led by shining example, just by being herself; zero phoniness, and no false steps. She has an instinctive grace and judgment that stood her in good stead during her White House years. Also at the end, everyone witnessed Michelle and Obama’s tact and grace welcoming Melania Trump, to the White house.

She has always held a strong position in the hearts of others, that makes her a great leader. A true leader stands before a crowd and is so vested in the interest of the success of their own party yet recognizing that it has the only goal to make America a better place. She possesses traits of an exceptional leader, something that makes her a strong leader. One of her most prominent traits is self-respect and respect for others. Good leaders show compassion, even for those with whom they disagree. They don’t pick fights for no reason. The best leaders are respectful of the people who are following them (Maxwell, 2007). If the leader is unable to see eye-to-eye with those who are helping accomplish your goals, they are much less likely to succeed. Additionally, those who guide with understanding, empathy, and care are often the individuals who produce the best results (rather than tyrannical types who dictate through intimidation, fear, and anger). Michelle has always shown respect to others as demonstrated by her choice of words in her speeches; decency, integrity, pride, and dignity are some of the words always witnessed in her speeches. She has always respected opinions of the Republicans, despite her own political stance as a Democrat.

Michele Obama has been such a popular First Lady because, although she is very intelligent, she has not used her intelligence for personal gain. She has applied herself to making Americans healthier rather than merely enriching herself. She has also been brave, courageous and gracious in rising above some of the unprecedented attacks on her appearance and race. The racism she and her husband and family have faced has been particularly vicious and hateful but she has been steadfast in ignoring it, even the threats of violence and focusing on making our country a better place. Truthfully, her efforts have been almost superhuman. She has been an exemplar of grace, goodwill, warmth, and courtesy. She has been everything any objective person could ask for in a First Lady and more.

Good leaders communicate and good leaders don’t denigrate (Maxwell, 2007). Good relational abilities is an expertise that can be educated. She is a capable speaker or a great presenter, she is a strong and well-versed or social advocate on a number of political topics, culturally aware, and she is socially connected. She was vocal about the harsh realities that American minorities had to face. She also utilized her incomparable communication skills to inspire others. Inspiring others is the sign of a compelling pioneer (Maxwell, 2007). Inspiration is best done by demonstration and direction, not by issuing a summons. In her speeches she has shared personal anecdotes, form her relationship with her husband to her life as a mother. She shared her personal story with to be able to resonate with other women of the country and empower black women towards breaking odds.

Good leaders stand up for what they believe in and give reasoned arguments for it. They always reach out, even if they know they will be rejected, to the other side (Maxwell, 2007). Michelle Obama stood up for what she felt was right; it was her strong character that made her fight for the social issues regardless of the fact how controversial they were. The strength of her character is reflected in this quote of her “Through my education, I didn't just develop skills, I didn't just develop the ability to learn, but I developed confidence. In addition to this, she demonstrated confidence in multiple ways, such as she never shied away from speaking out her mind. She further said, “One of the lessons that I grew up with was to always stay true to yourself and never let what somebody else says distract you from your goals.” Owing to her great confidence in herself, her voice resonated with the hearts and minds of many all over the world.

Good leaders foster good relationships with allies who we depend on, not dictators who have had their families murdered or jailed. Putting together solid groups that work excellently is another characteristic of amazing leaders. The opposite is additionally valid: if a group is helpless and wrecked, it is, for the most part, a disappointment in the advantage (Van Vugt, Hogan, & Kaiser, 2008). Individuals are more inspired when a pioneer verbalizes his or her vision for a task or for the association, alongside the strides or objectives expected to accomplish it. Moreover, if a leader is unwilling to work at the same level of effort as what they are asking from the team, no would respect such a leader. Michele is an excellent example of ‘Leadership is earned’, and the best way to earn something is by working as hard as possible.

Culture and Leadership

Leadership styles and traits have received much attention in the fields of psychology. Differences in the leadership styles have also been observed relating it to the culture, race and ethnicity. Leaders from ethnic minorities demonstrate a different leadership style as compared to the leadership style of others (van Emmerik, Euwema, & Wendt, 2008). Studies on the differences between the leadership styles of black, white, and Chicano subordinates reported that black supervisors were rated higher based on their work facilitation, cooperation, goal emphasis and managerial support. They are also considered to be more supportive of their subordinates. Findings of other studies also suggest that cultural background heavily influences the style of leadership adopted by many leaders. In addition, it is also supported by studies that leaders from ethnic minorities revel relatively highly engaging and dynamic leadership styles, that highly relates to the transformational leadership (Mandell, & Pherwani, 2003). Such leaders generally inspire others and do not take a rigid attitude. Michelle Obama has always been an inspirational leader; once she said, “You may not always have a comfortable life and you will not always be able to solve all of the world’s problems at once but don’t ever underestimate the importance you can have because history has shown us that courage can be contagious and hope can take on a life of its own.”

Culture impacts the leadership style that will be effective within an organization. Does the culture support centralized decision making or decentralized decision making? A culture that supports "taking risks" will allow for a more innovative leadership style. In the same way, leadership styles of political leaders also depend on their ethnicity and culture. Minorities leaders generally have more capability to connect with their people in a meaningful and effective manner. In her books, Michelle Obama has acknowledged how her leadership approach had to make an influence on the black community that has a long legacy of sufferings owing to racism and apartheid. Being a leader from the black community, she managed to connect with others in a meaningful manner. This trait of Michelle enabled her to develop a unique blend of steady leadership, humility and interpersonal skills that sets her apart from other leaders.

The history of racism and segregation has also influenced the leadership styles of ethnic minorities. It shapes their views and their view of the entire world. Owing to their experiences, they are able to create a leadership style that is generally participative, their assumptions of how things should happen are later reflected in their leadership styles. “All of us driven by a simple belief that the world as it is just won’t do — that we have an obligation to fight for the world as it should be.” – Michelle Obama. This quote by Michelle reflects her leadership style and viewpoint. Furthermore, her participation in the community services, working for social cause and children is also reflective of her approach as a leader utilizing her platform and changing others’ lives for good.

Michelle Obama Legacy

Michelle’s name stirs a sense of enthusiasm among the millennials, minorities and most of the democratic voting class. Though she never had political motives for herself, she always remained huge support for her husband. However, she struggled hard to make the best use of her platform. She acknowledges that the Obamas made history and that this name would be an inspiration for the people of colour. When they left the office, they knew they had created a legacy entailing an inclusive change and improved race relations than in the past. Michelle left a tangled and emotive legacy in a way that she presented her life as an insinuation of hope and courage to accept challenges. She had seen the economic grind of her parents and realized the importance of family and hard work. She made her way through the tough times and returned to her home as a lawyer. It was a huge turn of events for a girl from a poor family in Chicago's South Side. Later, when she met Barack, everything escalated and it was a new beginning for the young determined black woman to mark her persona in the history of the United States.

The Obamas have led a deep romantic life, full of love and bonding and became the ideals for an exemplary American family. However, it was no fairy tale as they had their own personal issues where even their marriage needed counselling. Michelle knew that in this political journey they have embarked, she would have more sacrifices than her husband. She realized that she would have to maintain a balance between their personal life and Barack's ultimate commitment towards his work. She also struggled hard to make difficult choices in life such as maintaining a career and motherhood. She set examples for all the working women and in her book ‘Becoming’, she has mentioned how working mothers can relate to this hard time in life. She had suffered through identity crisis and stress when her husband got extremely busy in his political campaigns ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"85vtXj3l","properties":{"formattedCitation":"(Tett, 2018)","plainCitation":"(Tett, 2018)","noteIndex":0},"citationItems":[{"id":566,"uris":["http://zotero.org/users/local/9Hfkg8Y0/items/AGXUSTCT"],"uri":["http://zotero.org/users/local/9Hfkg8Y0/items/AGXUSTCT"],"itemData":{"id":566,"type":"webpage","abstract":"The former First Lady’s book Becoming delivers private revelations — and a message of hope","container-title":"Financial Times","language":"en-GB","title":"Michelle Obama explores a tangled legacy in her inspiring memoir","URL":"https://www.ft.com/content/e751989a-e8d4-11e8-a34c-663b3f553b35","author":[{"family":"Tett","given":"Gillian"}],"accessed":{"date-parts":[["2019",12,7]]},"issued":{"date-parts":[["2018",11,16]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Tett, 2018). Yet she continued to keep an exemplary upfront and always supported her husband in his endeavours while raising her daughters who embody their mother's will and determination.

She also managed to make the right use of the position she got after stepping in the White House. She made sure to dedicate her life as a black woman and the first lady to promote change without being stereotyped as the angry black woman. She understood that she would have to go extra miles to gain that grace that her white predecessors had. She managed to inspire others with her charisma and intelligence and brought a realization of humanity within the insignia of the presidential couple. She has been an inspiration for the women and especially young girls as she has been repeating her famous slogan 'Keep Strong'. She has inspired so many girls by using her intelligence, humanity, and humour. Her speeches, passion and her aura had been the limelight of the white house and she still continues to inspire others with her utmost dedication to fight for America and promote her tangible vision.

Conclusion

Michelle, like most highly ambitious people, is nearly impossibly polished, physically fit, and articulate. Her book Becoming is highly recommended by many. It gives others a wonderful look at her upbringing, her relationship with Barack, the campaign trail, and life in the White House. She is an unusually intelligent and self-disciplined person. Health-conscious, double-degrees, physically-fit, great speaker, super-intelligent, connected to nature, highly literate, loves children, and more importantly, children love her; all of these characteristics inspire many like me as well. Leaders like her leave countless messages for others, for managers, leaders and those who are capable of reflecting on her leadership abilities.

References

Mandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of business and psychology, 17(3), 387-404.

Matthews, D., Chaney, C., & Opiri, J. A. (2015). The Michelle Obama influence: an exploration of the first lady’s fashion, style, and impact on women. Fashion and Textiles, 2(1), 26.

Maxwell, J. C. (2007). The 21 indispensable qualities of a leader: Becoming the person others will want to follow. HarperCollins Leadership.

Mundy, L. (2009). Michelle: A biography. Simon and Schuster.

Obama, M. (2018). Becoming. New York: Crown.

Sharma, M. K., & Jain, S. (2013). Leadership management: Principles, models and theories. Global Journal of Management and Business Studies, 3(3), 309-318.

van Emmerik, I. H., Euwema, M. C., & Wendt, H. (2008). Leadership behaviors around the world: The relative importance of gender versus cultural background. International Journal of Cross Cultural Management, 8(3), 297-315.

Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182.

Subject: HRM

Pages: 10 Words: 3000

Milestone 1 Company

[Name of the Writer]

[Name of Instructor]

HRM

[Date]

Milestone 1 Company

Maersk History

Maersk is a Danish business conglomerate having operations in logistics, transport and energy sectors. The full name of the company is listed as A.P Moller –Maersk A/S, but it is simply known as Maersk. Maersk is the largest container ship and supply vessel supply operator in the world since 1996. The company has been founded 115 years from now in the year of 1904 by Arnold Peter Moller and Peter Maersk Moller. The key people of the company Soren.S who is the CEO of the company while Hemmingsen is the Group vice CEO. Maersk is based in Copenhagen, Denmark. The company has several offices in 130 regions in the world, as well as Maersk, has 88,000 employees in all of its offices. In 20116, The Company announced splitting into two divisions, which are energy and transport & logistics (Fremont, p.p. 431-442).

History of the Maersk states that the company has been founded in 1904 by captain Petter M.M and his son Arnold P.M. After 35 years (in 1939), the children of A.P Moller became partners while the elder one became head of the company after the death of his father. In 1993, he got succeed and promoted to the position of CEO. As well as, he continued as chairman of the company until he got 90 years old. At the time, he had gained a huge amount of expertise in the field and contributed a lot to the growth, expansion, and success of Maersk.

During 2017, Maersk was hit by one of the major victims of the NotPetya ransom malware attack and it hugely disrupted the company in terms of its performance, operations, and growth. But, Maersk had a strong presence in the world with having successful business operations in the world. So, the company took itself out from the trouble efficiently and continued its operations and business in a better way than the past (Fremont, p.p. 431-442). Hence, now the Maersk has been listed as the largest and top company for transportation & logistics and energy services all over the world.

Quality Issue of Maersk

Maersk is the leading company in the world with having outstanding operations and performance, but gaps exist everywhere. In very recent time, Maersk had a quality issue which was concerned about the safe delivery of goods to final customers. The company faced the problem of providing quality services. Maersk always focuses on testing and improving the transport & logistics, but the quality issue because of using beaching facilities in some countries impacted services inversely instead of the expected benefits for the company.

Maersk is facing the biggest quality issue which is the uncertainty of its supply chain circle. This issue is considered the most critical and huge by the company and management because it is a barrier in the process regarding supply chain improvement. Most of the customers and even all customers have been found dissatisfied with the services of Maersk. The recent occurrence that happened because of this quality issue is the situation “Six Ships Scrapped” faced by the company in June 2019, where six ships of Maersk are scrapped. This happened due to the poor quality of shipping services and the uncertainty of the chain circle. Due to the issue, the services of Maersk are going down in up to some extent too (Madar, and Nicoleta, p.p. 139-148). But, the company's management and Quality Assurance (QA) Teams of Maersk putting the best of their efforts to cover the problem from all aspects.

The Rationale for Choosing Maersk

Several companies and businesses are there that could be chosen but Maersk has been chosen instead because of some crucial reasons which are;

The company is the top in the industry of its operations with having strong presence and performance so analyzing such an organization adds a lot to knowledge of business students.

Being a top company with a strong presence, the company badly survives with the aforementioned quality issue which is an interesting thing to bring under discussion.

According to my view, choosing Maersk was a perfect fit as per the nature and tasks in the assignment as well as Maersk is the expert in its industry.

To know the actual logic behind how and what (e.g. quality issues) affect a top company/business and its performance or operations inversely.

Maersk is the leading company that is surviving with an issue which is not known to every person (Mangan, and Chandra, n.p). So choosing and identifying a unique issue can be found more interesting than the common ones.

Work Cited

Fremont, Antoine. "Global Maritime Networks: The Case of Maersk." Journal of Transport Geography 15.6 (2017): 431-442.

Madar, Anca., and Nicoleta, Andreea., "Quality management in shipping. Case Study: Maersk Line Denmark." Bulletin of the Transilvania University of Brasov, Series I: Engineering Sciences 9.1 (2016): 139-148.

Mangan, John., and Chandra Lalwani., Global Logistics and Supply Chain Management. John Wiley & Sons, 2016.

Subject: HRM

Pages: 2 Words: 600

Milestone 2

General Motors

Student’s Name

University Affiliation

Company Background and History

General Motors was started and established on 1908, by William Durant. The company initially was created to consolidate several other car companies, which included Buick, Cadillac, and others. GM is noted with introducing the electric self-starter, which made the hand-crank models a thing of the past (Britannica, 2018). By the late 1920s, the company passed Ford Motor Company as the leading American car manufacturer.

Description of Quality Issue

General Motors' quality issues vary with a range of topics that were a direct result of the culture of the company. GM has been around for many years; however, they set a bad taste throughout the nation with problems ranging from the workplace to customers losing their lives due to known mechanical issues (Britannica, 2018). General Motors knew these issues and chose to ignore them, which ultimately led to the recall scam.

Quality Culture

GM's culture was marked with one of a calm response. When media outlets received the news of the recall issues at the company, people began to dig deeper for the real root issue. Culture is the way a society or group thinks, behaves, and lives. Company culture is similar, only in the workplace environment (Britannica, 2018). GM's company culture was one of nondisclosure and utter disrespect for accountability.

Voice of customers

In GM, customers are given opportunities to express their opinion to help to improve the quality of services offered to them. The latter has helped to enhance the quality of products of the company's products.

Change Management Plan

Barra took over as CEO during the difficult times of the recall. Barra would add a VP of safety, a team of investigators, and a new internal program to recognize employees who blow the whistle on safety issues (Kessler, 2014). Safety issues are now raised to the highest levels of the company, a restructuring of the former decision-making process.

Quality theories, tool, and techniques

Quality assurance and control is one of the main objective that most manufacturers observe to increase organizational performance. Similarly, this also being practiced in GM Company.

Change implementation

GM was not looking for change until deaths were reported due to their internal negligence. Now, they are forced to make a substantial change (Kessler, 2014). The forces at work here are accidental deaths, lawsuits, and negative public attention. Of course, change creates resistance.

Resistance to change

Statistically, there are few instances within this company where resistance to change has been witnessed due to a lack of teamwork (Kessler, 2014). Some employees have not been able to comply with the implemented changes, thus oppose them.

References

Britannica, T. E. (2018, September 21). General Motors. Retrieved October 19, 2018, from https://www.britannica.com/topic/General-Motors-Corporation

Kessler, Aaron (2014, July 01). G.M. Sales Rise as Buyers Ignore Recalls: Retrieved from https://www.nytimes.com/2014/07/02/business/automakers-report-june-sales.html

Korosec, K. (2015, August 24). Ten times more deaths linked to faulty switch than GM first reported. Retrieved October 27, 2018, from http://fortune.com/2015/08/24/feinberg-gm-faulty-ignition-switch/

Maynard, Micheline (2014, June 05). “The GM Nod” And Other Cultural Flaws Exposed By The Ignition Defect Report: Retrieved from https://www.forbes.com/sites/michelinemaynard/2014/06/05/ignition-switch-report-spares-ceo-barra-but-exposes-gms-culture/#1b4264f250ed.

Subject: HRM

Pages: 1 Words: 300

Milestone 2

[Name of the Writer]

[Name of Instructor]

[Subject]

[Date]

Milestone 2

Abraham Lincoln is one of the great leaders in the world who born on February 12, 1809. He was a lawyer, statesman, and president of the United States. A person acquires the number of interpersonal and intrapersonal skills that made him a perfect leader. The main purpose of the paper is to analyze the skills and success of a great leader, "Abraham Lincoln" that made him strong and powerful.

Abraham Lincoln got success due to his soft skills. His soft skills include attitude, empathy, critical thinking, and communication skills ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"8JQ2CGoQ","properties":{"formattedCitation":"({\\i{}Characteristics of Abraham Lincoln as a Speaker})","plainCitation":"(Characteristics of Abraham Lincoln as a Speaker)","noteIndex":0},"citationItems":[{"id":1460,"uris":["http://zotero.org/users/local/mlRB1JqV/items/6V9Y6J7Y"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/6V9Y6J7Y"],"itemData":{"id":1460,"type":"webpage","title":"Characteristics of Abraham Lincoln as a Speaker","URL":"http://www.abrahamlincolnonline.org/lincoln/speeches/speaker.htm","accessed":{"date-parts":[["2019",10,14]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Characteristics of Abraham Lincoln as a Speaker). His interpersonal skills, like empathy, made him the most favorite person. He was so patient and polite that even in an argument, he used to listen to the whole opinion of the opponents and then used to give an answer with a positive attitude, honesty, and resiliency. His intrapersonal skills were excellent communication skills, critical thinking, and socio-economic interaction ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"aZwQIVVQ","properties":{"formattedCitation":"(Brown)","plainCitation":"(Brown)","noteIndex":0},"citationItems":[{"id":1463,"uris":["http://zotero.org/users/local/mlRB1JqV/items/MKZTTRBN"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/MKZTTRBN"],"itemData":{"id":1463,"type":"article-journal","title":"The Servant Leadership of Abraham Lincoln","page":"7","source":"Zotero","abstract":"The article encompasses a theoretical servant leadership model that includes humility and empathy with respect to the United States presidency, specifically Abraham Lincoln’s time in office. Empathizing can be seen with respect to Lincoln’s understanding both sides of an issue in order to make an informed and best decision possible regarding the United States’ well-being. Lincoln’s time as President during the Civil War gave him the opportunity to show this empathy to both the North and the South through his speeches, significantly, his second inaugural address.","language":"en","author":[{"family":"Brown","given":"Crystal"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Brown). These characteristics were his strength that made him popular and powerful, and due to which, he brought a big change in American society. He showed one weakness that was unable to select powerful military leadership during wartime. During the civil war, the leadership of Abraham Lincoln played an important role in ensuring the union survived its major challenge. Lincoln abolished slavery by supporting the union which raised their voice against slavery. His knowledge of the law helped Lincoln and his supporters in the abolition of the slaves. In 1863, after being president, he issued Emancipation Proclamation that stated forever free those slaves within the Confederacy. Abraham Lincoln influence various other well-known personalities like Thomas Paine, Henry Clay, and Theodore Parker. Starting from law to presidency, Lincoln used his all leadership skills due to which people still all around the world get inspiration from him ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"JVm0qsHz","properties":{"formattedCitation":"(McPherson)","plainCitation":"(McPherson)","noteIndex":0},"citationItems":[{"id":1458,"uris":["http://zotero.org/users/local/mlRB1JqV/items/V224QE69"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/V224QE69"],"itemData":{"id":1458,"type":"book","title":"Abraham Lincoln and the Second American Revolution","publisher":"Oxford University Press","number-of-pages":"191","source":"Google Books","abstract":"James McPherson has emerged as one of America's finest historians. Battle Cry of Freedom, his Pulitzer Prize-winning account of the Civil War, was a national bestseller that Hugh Brogan, in The New York Times Book Review, called \"history writing of the highest order.\" In that volume, McPherson gathered in the broad sweep of events, the political, social, and cultural forces at work during the Civil War era. Now, in Abraham Lincoln and the Second American Revolution, he offers a series of thoughtful and engaging essays on aspects of Lincoln and the war that have rarely been discussed in depth. McPherson again displays his keen insight and sterling prose as he examines several critical themes in American history. He looks closely at the President's role as Commander-in-Chief of the Union forces, showing how Lincoln forged a national military strategy for victory. He explores the importance of Lincoln's great rhetorical skills, uncovering how--through parables and figurative language--he was uniquely able to communicate both the purpose of the war and a new meaning of liberty to the people of the North. In another section, McPherson examines the Civil War as a Second American Revolution, describing how the Republican Congress elected in 1860 passed an astonishing blitz of new laws (rivaling the first hundred days of the New Deal), and how the war not only destroyed the social structure of the old South, but radically altered the balance of power in America, ending 70 years of Southern power in the national government. The Civil War was the single most transforming and defining experience in American history, and Abraham Lincoln remains the most important figure in the pantheon of our mythology. These graceful essays, written by one of America's leading historians, offer fresh and unusual perspectives on both.","ISBN":"978-0-19-983205-7","note":"Google-Books-ID: MxhdJbSV38QC","language":"en","author":[{"family":"McPherson","given":"James M."}],"issued":{"date-parts":[["1992",6,4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (McPherson).

Therefore, it can be concluded that every leader acquires various interpersonal and intrapersonal skills, which enable him to influence other people and to acquire success in life.

Work Cited

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Brown, Crystal. The Servant Leadership of Abraham Lincoln. 2015, p. 7.

Characteristics of Abraham Lincoln as a Speaker. http://www.abrahamlincolnonline.org/lincoln/speeches/speaker.htm. Accessed 14 Oct. 2019.

McPherson, James M. Abraham Lincoln and the Second American Revolution. Oxford University Press, 1992.

Subject: HRM

Pages: 1 Words: 300

NCAA Ethics And Compliance Program

NCAA Ethics and Compliance Program

[Name of the Writer]

[Name of the Institution]

NCAA Ethics and Compliance Program

Introduction

The values and principles that people, business corporations and institutions abide by in order to behave, make decisions and conduct activities in a socially acceptable manner are called ethics. In most cases, institutions put in place a code of conduct that regulates their policies and decisions. As organizations operate within the society, reputation and productivity is affected by the ethical stance and philosophy of the organization CITATION OCF15 \l 1033 (Ferrell & Fraedrich, 2015). Lately, ethics has become a prime concern for the National Collegiate Athletic Association (NCAA). NCAA is a body which creates such rules and enforcement methods that aim at providing oversight and guidance to the athletic departments of several universities schools. However, the organization has failed many a time to prevent ethical violations. In this context the scandals that emerged in the Penn State University, University of Alaska and Ohio State University.

Discussion

Q1.

In 2011, a sex scandal surfaced in the Penn State University. The former assistant coach of the Penn State football team had assaulted young boy for many years CITATION McF15 \p 5-18 \l 1033 (McFadden & Stenda, 2015, pp. 5-18). As per the investigation, the misbehavior was initially reported in 1998 to the university as well as Gary Schultz, who was the Senior Vice President of Finance. Consequently, the investigation was conducted but due to lack of evidence, no charges were made against him. In another report in 2011, a graduate assistant reported that he saw the former vice coach assaulting a boy sexually. The matter was reported to the Head Coach who further reported it to the University officials, but no notification was sent to the police.

In the Ohio State scandal, the athletes had violated the rules and the team's coach had covered them up. Consequently, five players were suspended. The violation involved the use of a gear that was supplied to barter tattoos by the team CITATION OCF15 \l 1033 (Ferrell & Fraedrich, 2015). As per the NCAA rules, football players cannot accept any benefits which have not been given to the general public. Despite the fact that the head coach knew about it, he did not report the violation to the school.

The scandal of a football coach at the University of Alaska surfaced in 2012 when it was discovered by an investigation that Bobby Petrino, the football coach, got Jessica employed as Student Coordinator at the university's Athlete Department. She was a former student at Alaska University. She had been employed as an employee of the state. Since Bobby has a personal relationship with Jessica, there was clearly a conflict of interest CITATION OCF15 \l 1033 (Ferrell & Fraedrich, 2015). The investigation further unearthed that, in fact, Bobby had offered her gifts that were of at least $20, 000 worth.

The above-mentioned scandals could not be prevented by the NCAA. One reason for this failure was the honor-based system of rules and regulations. Furthermore, the NCAA program assumes that all individuals are not only competent but can also make ethical decisions in trying situations CITATION McF15 \l 1033 (McFadden & Stenda, 2015). Finally, the scandals show a lack of effective deterrence: the NCAA prescribed punishments seem to be less costly in comparison with the benefits associated with violations of the rules.

Q2.

No ethical program can succeed if the people in higher authority decide not to report the unethical incident. The Penn State scandal is a case in point. Although the incident was reported first in 1998, no action was taken on the ground of lack of evidence. Again, when the Head Coach reported the misbehavior to the officials, the matter was not reported to the police. Nor was any disciplinary action taken. This case exposed negligence and inaction on the part of the University and NCAA leaders.

Article 11 makes the head coach responsible for creating a conducive environment for enforcement and compliance CITATION BDR15 \l 1033 (Ridpath, 2015). He should himself keep an eye on his subordinates including the assistant coaches. In the case of Penn State, the Assistant Coach remained involved in unethical behavior for more than a decade and the Head Coach was not aware of it.

Likewise in Ohio State case as well, the Head Coach was aware of the matter, yet he did not even bother to report it. In the case of the University of Alaska, the Coach was himself involved in illicit activity. Although he had a personal relationship with the former student, yet she was employed as a student coordinator. The Coach should have remained aware of the conflict of interest CITATION OCF15 \l 1033 (Ferrell & Fraedrich, 2015).

Q3

Had there been a proper enforcement and investigation mechanism in Penn State, the child would not have been abused for such a long duration i.e. more than a decade. In most of the cases of sexual abuses, there is the issue of lack of evidence. Therefore, other considerations are taken into account. With proper investigation and punishment, the abuse of the child could have been stopped in 1998. Moreover, if the Head Coach had remained vigilant of the activities of the Assistant Coach (under Article 11), the child could have been saved earlier from abuse.

Although employees (including coaches) are required to maintain exemplary ethical standards, in Ohio State Scandal the Head Coach himself was guilty of unethical behavior as he did not report the incident. The suspension of 5 students could have been avoided if the Head Coach had warned them earlier of the repercussions.

If the oversight, supervision and enforcement mechanism had been robust, the Coach at Alaska University would have never employed a person as Student Coordinator who he had a personal relationship with. Moreover, this particular case has highlighted the limitations of the NCAA regime. Such conflict of interest had not been previously defined categorically in the constitution of NCAA.

Q4.

The investigation for cases related to sexual abuse should be dealt with in a manner different from other crimes. While conducting an investigation, they should not strictly ask for evidence. The history of the alleged criminal, the consistency in the statements of the sufferer, and the inconsistencies in the statements of the accused should be focused upon to reach a conclusion. Moreover, the role of Head Coach should be reinvigorated as the prime supervisor to keep an oversight on unethical behavior. He should remain vigilant and keep an eye on not only players but also his subordinates. In this regard, the NCAA should expand its regime and address the issues of conflict of interest. Moreover, the school administration should be strictly asked to report any violation in a timely manner to the NCAA. The students should be made aware of the Principles for Conduct of Intercollegiate Athletics (Article 2 of the Constitution). When they are aware, they can avoid misconduct and misbehavior. Moreover, they will be in a better position to report any exploitation.

Q5.

The HR Department should remain vigilant and keep an eye on cases related to conflict of interest. The Alaska Scandal could have been prevented, had the HR Department known about the Coach’s personal relationship with the Student Coordinator. Moreover, since it is important for the Coach, as per Article 11 of the Constitution of NCAA, to maintain a supervisory oversight over his subordinates, the HR should ensure that the Coach fulfills this responsibility in an efficient manner. In this regard, the Coach must avoid giving personal favors to his subordinates including the assistant coaches. Otherwise, the subordinates will become lax in their duties. Therefore, the HR department should ensure that the relationship between the Coach and other staff remains professional.

References

BIBLIOGRAPHY Ferrell, O., & Fraedrich, J. (2015). Business ethics: Ethical decision making & cases. Nelson Education.

McFadden, C. W., & Stenda, D. A. (2015). Connecting Collegiate Recreation and Athletics to Leadership. New Directions for Student Leadership.

Ridpath, B. D. (2015). NCAA Academic Fraud Cases and Historical Consistency: A Comparative Content Analysis. Journal of Legal Aspects of Sport.

Subject: HRM

Pages: 4 Words: 1200

Needs Assesment

Needs Assessment

[Institutional Affiliation(s)]

[Include any grant/funding information and a complete correspondence address.]

Pharmacist Needs Assessment Matrix

Department

Required Functions

Department or Employee Needs

Jobs or Tasks

Current Training

Dispensary

Understand prescriptions.

Prescribing alternative medicines.

Providing customer care to build trust.

To assist customers by providing valuable and authentic advice.

Will understand prescriptions and help salesman.

Will guide customers and suggest alternatives.

Knowledge of the latest research in medicine.

“Counter assistance medicine course ADDIN ZOTERO_TEMP (Ranelli & Biss, 2000)”.

Information Technology

The use of the IT portal to manage stocks.

Managing the database of products.

Maintaining records using Information

Technology to manage records easily.

To manage and maintain IT service and portal management.

Dispensary stock management course

Database-handling and management course.

Sales

Provide detailed information about product requirements.

To make sure communication between the cashier/sales dept. to work efficiently

Remain updated about records of sales and purchase and issue orders accordingly.

One week training on sales promotions

Administration

Dealing with insurance companies and other departments

Customer service

Informing customers about monitory policies.

To guide eligible patients about allowances and refunds.

Meetings with administration and providing manuals about CVS pharmacy’s policies about the matter.

Cashier Needs Assessment Matrix

Department

Required Functions

Department or Employee Needs

Jobs or Tasks

Current Training

Sales

Maintaining records of cash and submitting cash to the bank.

Record maintenance of all the dues and receivables and report finance management to ensure reliability and accuracy.

Generating reports about sales.

“Cash register balancing ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"LeGtSGuD","properties":{"formattedCitation":"(Mendoza, Santos, Balbuena, Cabral, & Agustin, 2019)","plainCitation":"(Mendoza, Santos, Balbuena, Cabral, & Agustin, 2019)","noteIndex":0},"citationItems":[{"id":46,"uris":["http://zotero.org/users/local/5OlhLovK/items/UNT6JJW5"],"uri":["http://zotero.org/users/local/5OlhLovK/items/UNT6JJW5"],"itemData":{"id":46,"type":"article-journal","title":"POINT OF SALE SYSTEM WITH INVENTORY FOR ARM'S FOOD AND DELICACIES.","container-title":"International Journal of Advanced Research in Computer Science","volume":"10","issue":"2","source":"Google Scholar","author":[{"family":"Mendoza","given":"Analyn R."},{"family":"Santos","given":"Therese M."},{"family":"Balbuena","given":"Ana Rose"},{"family":"Cabral","given":"Beverly"},{"family":"Agustin","given":"Louie F."}],"issued":{"date-parts":[["2019"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Mendoza, Santos, Balbuena, Cabral, & Agustin, 2019)”

Will process exchanges and refunds

Cash flow management training.

Sales promotion training.

Information Technology

The use of IT portal to manage stocks.

Managing the database of products.

Maintaining records using Information Technology to manage records easily.

To manage and maintain IT services and portal management.

Dispensary stock management course

Database-handling and management course.

Receivables/payables

Maintaining receivable/payable ledgers.

Ensuring timely receipts/payments.

Identify any reasons for late receipts/payments

Generating weekly receivable/payable reports

Training to increase efficiency in receivable/payable management

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Mendoza, A. R., Santos, T. M., Balbuena, A. R., Cabral, B., & Agustin, L. F. (2019). POINT OF SALE SYSTEM WITH INVENTORY FOR ARM’S FOOD AND DELICACIES. International Journal of Advanced Research in Computer Science, 10(2).

Ranelli, P. L., & Biss, J. (2000). Physicians’ perceptions of communication with and responsibilities of pharmacists. Journal of the American Pharmaceutical Association (1996), 40(5), 625–630.

Needs Assessment

Subject: HRM

Pages: 1 Words: 300

Needs Assessment Job Discription

Job Description for a Pharmacist

[Author Name(s), First M. Last, Omit Titles and Degrees]

[Institutional Affiliation(s)]

Author Note

Job Title

Pharmacist. 

Job Objective

The fundamental goal of this job to provide adequate medication and earn the people’s trust against any kind of a health issue.

Job Overview

A good candidate for the position of pharmacist will be required to prepare and administer suitable medications to the patients. He will accomplish this, either by following a physician’s prescription or by communicating directly with the patients about their problems and needs. The job demands serious responsibility and strong knowledge. A pharmacist does not solely give away the medicine prescribed by a physician; he/she has the ability to help people and provide them with the necessary information and clarifications. (Tahaineh & Zaidan, 2009)

Responsibilities and Duties

The pharmacist will have the following duties:

Will understand prescriptions and help salesman.

Will guide customers and suggest alternatives.

To manage and maintain IT service and portal management.

Remain updated about records of sales and purchase and issue orders accordingly.

Informing customers about monitory policies.

To guide eligible patients about allowances and refunds.

Organizing Meetings with administration and providing manuals about CVS pharmacy’s policies about the matter.

Providing customer care to build trust.

To assist customers by providing valuable and authentic advice.

Maintaining records using Information

Technology to manage records easily.

To make sure communication between the cashier/sales dept. to work efficiently

Customer service

Knowledge

The pharmacist must have the profound knowledge about:

latest research in medicine.

“Counter assistance medicine course (Ranelli & Biss, 2000)

Dispensary stock management course

Database-handling and management course.

Skills required

Following set of skills is mandatory for the job:

Understand prescriptions

Prescribing alternative medicines.

The use of the IT portal to manage stocks.

Managing the database of products.

Provide detailed information about product requirements.

Dealing with insurance companies and other departments

Application procedure

Interested and eligible candidates are encouraged to forward their resumes to the following e-mail address, before 2nd November, 2019: mumer199717@yahoo.com

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Ranelli, P. L., & Biss, J. (2000). Physicians’ perceptions of communication with and responsibilities of pharmacists. Journal of the American Pharmaceutical Association (1996), 40(5), 625–630.

Tahaineh, L. M., Wazaify, M., Albsoul-Younes, A., Khader, Y., & Zaidan, M. (2009). Perceptions, experiences, and expectations of physicians in hospital settings in Jordan regarding the role of the pharmacist. Research in Social and Administrative Pharmacy, 5(1), 63-70.

Subject: HRM

Pages: 1 Words: 300

New And Improved Rewards At Work

New and Improved Rewards at Work

John Doe

Strayer University: Lithonia Campus

HRM

August 27, 2019

New and Improved Rewards at Work

New and Improved Rewards at Work

In the current competitive business environment, every employer and organization come up with new and innovative employee rewards systems/programs. Employers do this to boost morale and recognize the needs of employees for improvement and goals achievements. Some but the latest key employee rewards are communication with friends and families, shopping, financing, bring pets at workplace and provision of physical and sports activities. But now employers come up with innovative employee rewards and benefits programs/systems.

This paper establishes that how innovation in an employee can help improve overall organizational strategy. It also explains how innovative benefits can be knotted to some particular jobs as well as it assesses the effectiveness of equity-based reward systems and why the organization uses equity to reward/benefit employees. Beyond that, key components of integrating innovation into traditional total reward program have been discussed as well as the process for optimization of an employee-based program has been recommended as well.

Innovations in employee benefits and the organization's overall competitive compensation strategy

The Right Total Reward System is categorized as financial and nonfinancial rewards which are offered by the organizations to employees. These rewards generate and provide valuable and better business outcomes. The outcomes range from enhanced productivity and improvement in individual capabilities and overall organizational performance to improved and higher job satisfaction. As well as they lead to employees’ loyalty and workforce morale. Hence, in the place of organizations or businesses award employees through paying higher and increased pays and other incentives simply for seniority, the total rewards program can link the rewards to the organizational achievement or accomplishment of organizational strategic objectives (Hsieh, & Chen, 2017).

In the current time, HR professionals and other managers at organizations have started experiments with innovative types of rewards in the workplace. These include pays based on skills and capabilities, goal sharing pay, and specifically wanting to bring company goals and objectives and employees’ interest in the line. The real and ultimate innovation in the total reward strategies happens when HR (Human Resource) professionals and business executives realize that there are many other things/factors which retain and motivate employees instead of only focusing on compensations other benefits programs (Hsieh, & Chen, 2017). So, the employers need to think out of the box and come out of the normal practices, as well as start to use these rewards. Secondly, employers should show variety as well.

In the implementation of an innovative rewards program, several challenges arise while organizations and professionals need to entirely revise the existing rewards system or to design a completely new plan. Beyond that, the questions (what kind of rewards it would include and how the plan would be funded) would be included. These questions would be included because the ability of an organization attracts, motivate and retain would emerge the basic indicators of financial performance and survival. Organizations can offer a variety of types of rewards for the attraction of best and brightest candidates once the program has been carefully and properly designed in the place. The organization can attract potential and possible best individuals because potential employees always want to know about the innovative benefits provided by the organization (Hsieh, & Chen, 2017). Employees do this during the recruitment process because look to manage both work and personal lives. In this way, some specific examples of rewards could include highly flexible work timings, medical care facilities, telecommunication facilities, option for working from home, bonuses and stock purchase options.

Many organizations will offer benefits with exceptional salaries, wages and pays but organizations and employers need to provide the full range of benefits to the employees. They need to offer a full range of benefits because they should generate and provide a concern, interest, and value in employees’ welfare instead of only focusing to stay relevant and competitive in the labor market.

Interconnection of innovative benefits to specific jobs.

With the dominant wages in the current economy, it is much critical to state that organizations are aware that changing pay rates, market prices of jobs have to be existed to maintain competitively. The desire to attract and retain potential candidates and employees while having competitive constraints on the labor costs and expenses can be improved positively through matching benefits to each specific job. Customized incentives and benefits can increase the employee’s satisfaction towards his or her job but it is possible in the case when the plan fully fits the work and personal life needs of the employee (Rost, 2015). For example, a younger would not interested in long-lasting care insurance plans nor the retirement plans while older employees will be found interesting in these plans. The innovation of/in benefits for employees is closely knotted to satisfaction of employees, their morale and motivation where are driven to perform the assigned tasks and entire duties and responsibilities in a way that exceed the expectations and standard. Hence the benefits and compensations would similarly exceed the expectations and competitions. This would also ensure that the key/major employees are valued and rewarded for what they have done and accomplished.

Provision of customized compensations and benefits which are closely tied to particular jobs can be designed enough that allows rewarding of on job performance and efficiency. It will also help to design specific behaviors and instill proud of the organization. Employees and all HR professionals should be clear and open to developing tools and rewards that communicate/convey the commitments towards employees as well as remind them that how much they have been appreciated by the organization (Rost, 2015). Organizations like Google Inc., Wholefoods and Cisco Inc., are presently leading in this way and their employees can streamline creative areas in this way. They are also rewarding employees through allowing them to bring pets to workplace, offer on-site healthcare, free foods, onsite fitness centers based on job nature and nixing old employee of the month, offering parking space, and raise the bar of total/entire rewards through bringing them into line with the specific/particular job of an individuals.

Effectiveness of equity-based rewards systems versus more creative approaches.

Today’s highly competitive business environment requires every owner to look for quality improvement all the time while keeping an eye on cost reduction as well. Equity-based compensation rewards are cooperative efforts and inline the interest of organizations, employees and owners or all shareholders. While organizations or businesses would continue the desire to get/gain more than expected form all employees while the employees would be looking for having more out of them. Hence, employee reward and recognition programs are the ways or methods to motivate employees to change and improve their work behaviors and other work-related behaviors (Barkema, & Gomez-Mejia, 2009). The equity-based rewards and recognitions are mostly financial but have higher costs and expenditures for the companies or organizations. So, it requires business owners and business professionals to separate salaries and all merit pays from the rewards and recognition system.

Equity rewards may take many shapes of compensation which could be utilized for the long term employee incentives in shape of changing pay as well as can include stock grants and rewards, options and stock alternatives. Benefits include plans such as employee stock ownership purchase plans, 401k plans that make the employees able to contribute pre-tax contributions through reductions like reduction agreements.

Equity rewards can be helpful to generate an ownership culture which permit/allow employees to take their interest in all concerns and factors that drive the business towards success. The highly effective and create is the approach and concept the highly it allows employees to have better lives while still getting their actual jobs and responsibilities done through the offerings of equity rewards.

Below are the crucial factors that give reasons to the organization to use equity rewards program.

Aligning employees and management with owners/shareholders: align the interest of employees' in the profitability and success of the organization.

Build motivation: mechanisms of total rewards package could be utilized for employees’ motivation as financial incentives especially money is one of the most valuable and most powerful motivators at hand.

Conserve resources: equity rewards and recognition allows businesses owners or organizations to offer highly competitive compensations while not reducing other major or minor assets.

Wealth generation: gain everything that generates/creates huge opportunities for employee wealth and benefit.

Tax advantages: all of the tax advantages through equity rewards have the potential to benefit both employers and employees or employer and employee.

Retention and attraction: equity rewards system generates a strong competitive edge in the labor market that allows organizations to attract, pick, motivate and retain top-class candidates and employees.

Capital accumulation: equity rewards results in positive cash flow from employee stock purchase that permits the organization to raise enough amount of capital.

It is a fact that equity-based rewards programs have been highly regulated, utilized and viewed as a positive plus provided the rise of innovation in equity rewards which most and even all of the employers are using in the current time (Barkema, & Gomez-Mejia, 2009). I believe that both equity-based reward system or program and other similar creative approaches may develop more than only a commitment but allows the organization of business to define what the employee expects and what he/she wants through the employee and employer relationship.

Key elements of integrating innovation into a traditional total rewards program

The past years or days of total rewards in the organizational workplace had just entailed limited areas of benefits and compensations which were recognized as particular professions. And the approaches and practices were based upon formulas that serve the complete employee population in the company or organization. The structures of salary were definite and controlled as well as the programs regarding employee benefits were developed as a single size fits all that answer to a huge number of workforce. Now, there are numerous components of mixing innovation into the traditional total rewards program. The attraction and longtime retention of potential and key is a crucial element for the success of any or every organization (Ittner, & Larcker, 2008). Hence, that is why every organization consider all of the key (major and minor) components of total reward program or system when they communicate with existing or new employees and candidates. In similar words, total reward covers all of the things that an employee gets to be of value. Hence and basically, the employer offers rewards and benefits which are valued by employees in exchange for their efforts, time, work, talent, and of course results/outcomes (Ittner, & Larcker, 2008). Some major components to mix/integrate innovation into traditional total rewards system/program starts with;

Environment: all external factors that can contain legislation changes and competition for talent acquisition.

Culture: the culture that includes all invisible and power tools such as attitudes, collective behaviors, thoughts, and organizations’ identity and determines why and how the organization works in the way it does in.

Attraction: the capability to acquire the right and potential people for the right position at the right and a fine time. A highly talented and groomed pool of candidates and employees is mandatory for the survival of the organization as well.

Retention: the skills and ability to maintain the key employees who are key players and play a huge role in contributing to the organization's growth and success.

Motivation: major/key plank of an organization strategy which is the ultimate driver to the success of organization or business.

The process that optimizes the employee-based suggestion program to continually refresh the organization's total rewards.

Competition in the labor for acquiring potential employees is very high in the current time. Each and every employee look for and prefer those special employers who meet their expectations such as adaptation to their work-life needs, while all employers look for quality and potential people that bring talent to the organizations. Hence, providing or offering few extra amounts is not the way to attract talent, retain acquired talent and improve their productivity and enhance their skills set (Noe, et.al, 2017). While, this could be done through the application of the five-step PRIDE process, which is;

P – Provision of highly positive work environment

R – Recognize, Reinforce and fully Reward the Right and fine behaviors and attitudes

I – Introduce and Involve and Engage

D – Develop capabilities and skills as well as the acquired Potential

E – Evaluate, Judge, and Measure even everything

Jim, G, the President and co-founder of SAS in Raleigh-Durham, NC. SAS is one of the largest software development companies in the US. The progressive and well-developed work environment and host of friends and family benefits maintain their employee turnover rate much lower than the average rate on the national level. Jim stated that “My assets leave work for home at 5:00 pm or much later every night. This is my job and duty to bring them back every single day! Intelligent executives and leaders know the duty and responsibility for developing a positive and productive work environment cannot be delegated.”

Finally, if an/the organization carefully and sensibly analyzes and measures what means the most to all employees of their organization in terms of total rewards. As well as they realize that each of employees is an important, crucial and major resource for the competitiveness, growth, and success of the organization. All manager should know and understand the importance of their employees’ perceptions and fairness of the reward and finely communicate them (Noe, et.al, 2017).

Rewards programs/systems would help in every effort taken in regards of recruitment and implementation of new, innovative, and improved rewards would allow the organization to be recognizable standing over all others because of the great workplace and environment. As importance to it, the business or organization can attract and acquire the best and brightest talent and can become the high and more attractive workplace for the people in the labor market than others. Hopefully, businesses and organizations can/would recognize that right and fine rewards and benefits system and structure is key to the growth and success or organization or business.

Conclusion

After the in-depth analysis of the report, it has been concluded that innovation in employee benefits improve competitive strategy because it leads to employee loyalty, enhanced productivity, job satisfaction, and employee motivation. While innovative benefits can be knotted to specific jobs through matching benefits to each job separately. Furthermore, the equity-based reward program is effective because they align employees and management, build motivation, and help in employee attraction and retention, etc. The identified key elements/components to integrate innovation into traditional total rewards program are culture, environment, attraction, retention and employee motivation. Despite, the process recommended for optimization of an employee-based program is the PRIDE.

References

Barkema, H. G., & Gomez-Mejia, L. R. (2009). Managerial compensation and firm performance: A general research framework. Academy of Management journal, 41(2), 135-145.

Hsieh, Y. H., & Chen, H. M. (2017). Strategic fit among business competitive strategy, human resource strategy, and reward system. Academy of Strategic Management Journal, 10(2), 11.

Ittner, C. D., & Larcker, D. F. (2008). Innovations in performance measurement: Trends and research implications. Journal of management accounting research, 10, 205.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Rost, K. (2015). The strength of strong ties in the creation of innovation. Research policy, 40(4), 588-604.

Subject: HRM

Pages: 8 Words: 2400

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[Name of the Writer]

[Name of the Institution]

[Title]

Money has always been an important factor in motivating people for showing better performance, all over the world. Many organizations use better pay packages to get the best out of their employees, and keep them motivated (Cascio, 2016). A new term for this purpose is emerging in the market, known as “Pay for performance”.

Human Resource Expert, Mr. Kerry Chou believes that pay programs in return for the performance are an important factor that motivates the employees and makes them work harder for the success and profitability of the organization. He explains that two theories come in effect at this point; the first one is the Expectancy Theory, which explains that employees, working in an organization, analyze the goal on three important parameters. Firstly, they check whether the goal is attainable or not, second, they analyze the reward they are getting in return for putting an effort in that goal and thirdly, they check whether that reward is valuable for them or not (Chou, K. 2014). The second theory that explains this behavior is Equity Theory. This theory states that employees compare the level of effort they are putting in an organization with the rewards they are getting in return. If the results are at a positive side, the employee becomes motivated and performs well, otherwise, he or she will try to be lazy and avoid doing hard work.

The composition of the workforce of an organization is greatly affected by the pay programs it is offering. For example, if the packages of an organization are good and favorable for the employees, they will be more motivated and much happier to put an effort into the progress of the company. In contrast to this, if the organization takes work form the employees but does not provide good rewards in return, it will demotivate the employees and make them show unprofessional behavior.

References

Cascio, W. F. (2016). Managing human resources. McGraw-Hill.

Chou, K. (2014). Pay for Performance Part 1: Theory and Practice. Retrieved from https://www.youtube.com/watch?v=NTtCAyBe6Ak

Subject: HRM

Pages: 1 Words: 300

No Need



[Name of the Writer]

[Name of the Institution]

[Title]

Human resource acts as an essential part of an organization. It functions as a vital organ for a company just like other departments working in it. Recently I got the chance to interview an individual holding a good position in the human resource department of a well-known organization (Cascio, 2016). The name of the human resource executive was Mr. Kerry Chou, and he has been working as a Senior Practice Leader in the WorldatWork, since the last 15 years. Mr. Shu started as an intern at the company, and now he is leading the whole department, as the Head of Human Resource Department.

The interview session with Mr. Kerry Chou proved to be very fruitful as it gave me great knowledge and insights about the subject of human resources. We discussed various aspects of the subject and how these aspects are applied in the ABC. Mr. Shu told me that the major functions of Human resources in an organization involve, recruitment, selection, hiring, firing, and compensation of an employee. There is a new concept that is trending recently in the global market known as “pay for performance”. “Pay for performance” is a wide term and covers many things inside it like paying monetary rewards to the employees and appreciating them for their good performance (Chou, 2014).

With this interview session, I also got a chance to compare the knowledge that I gained in the classroom with the practical knowledge that could only be attained by working in any organization. The concepts that I gained through my course material in the classroom were very much in accordance with the information that I got through the words of Mr. Shu. The only difference was that he was talking more practically and how the concepts learned in classrooms are applied practically in real-world organizations. 

References

Cascio, W. F. (2016). Managing human resources. McGraw-Hill.

Chou, K. (2014). Pay for Performance Part 1: Theory and Practice. Retrieved from https://www.youtube.com/watch?v=NTtCAyBe6Ak

Subject: HRM

Pages: 1 Words: 300

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