Human Resource Management Unit I Essay

Human Resource Management Unit I Essay

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

[Institutional Affiliation(s)]

Author Note

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

Human Resource Management Unit I Essay

Introduction

Human resource management is an important aspect of the business; it is an integral part of any organization. Human resource management, also known as HRM, refers to the strategic way or approach to effectively manage the people working in a company or an organization. Delta Airlines is also a dynamic organization that is providing its services in the airline industry. The 90 years old airline company has a diverse range of operations and has been satisfying its clients from the day of its initiation. Delta Airlines has an efficient department for managing the affairs of its human resource that looks over all the important and sensitive issues of its employees. Professionals working in any department, especially in the field of Human Resource Management, use various measures and tools to measure the profitability ratio, performance and efficiency of the employees. Same practice is followed in the case of Delta Airlines. The experts and professionals working in Delta Airlines also apply some of these measures and check the same aspects in their organization. The purpose and advantages of these approaches have been given below.

Discussion

Economic Value Added (EVA)

It is a measure of the company financial performance. Economic Value Added or EVA is calculated using the following formula:

Economic Value Added (EVA) = (Actual Return - Expected Return) x Invested Capital

The measure of Economic Value Added (EVA) is important because it indicates how profitable a company’s different projects are. It also serves as a reflection of management performance.

Return on Investment (ROI)

Return on Investment or ROI is a measure that can be used to check the efficiency of an investment in any business or project (De Alwis, & Rajaratne, 2011). It is also used to compare the efficiency of investments in different projects. The result of this measure is expressed in terms of a ratio or percentage. Return on Investment (ROI) is calculated by the following formula

ROI = Net ProfitTotal Investment x 100

Balanced Scorecard (BSC)

A Balanced Score Card is a measure or metric that is used by organizations for a number of purposes. Also known as BSC, this measure is especially related to strategic planning and management system (Kaplan, Davenport, Robert, Kaplan, & Norton, 2001). There are various advantages and purposes of this kind of metric. One of the basic purposes of this kind of measure is that it can be used to communicate effectively, by the management to the employees, what the organization and top management wants them to accomplish. Moreover, it can also be used effectively to prioritize certain products and services.

HR Scorecard

An HR scorecard refers to the visual representation of all the key factors used by the Human Resource Department of any organization, in order to measure its own efficiency. These factors are used to measure the achievements, productivity, efficiency and many other factors that are meaningful to the organization. In addition to this, many aspects of the organizations such as costs, hiring, turnover, performance management, training and synchronization with the organization goals. Most of the times, HR scorecards are linked with the organizational goals, strategic goals and corporate strategies

Conclusion

Hence, it can be concluded that every company relies upon particular mathematical and statistical measures in order to calculate the return on its investments and profitability. Good organizations such as Apple and Microsoft invest heavily in these measures to get the exact data or figures for these aspects. Furthermore, Delta Airlines also follows these practices and effectively calculates its return on investments, profitability ratios and many other ratios which can help the airline company devise improved strategies and designs for running the business more effectively and efficiently.

References

De Alwis, A. C., & Rajaratne, W. D. H. M. (2011). A study on measuring return on investment of a key account management training program. Scientific papers of the University of Pardubice. Series D, Faculty of Economics and Administration. 21 (3/2011).

Kaplan, R. S., Davenport, T. H., Robert, N. P. D. K. S., Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.

Human Resource Management Career Paths

Unit 4 DB

[Name of the Writer]

[Name of the Institution]

Unit 4 DB

Introduction

It was always one of my biggest dreams to start my own business venture, I was always enthusiastic about it and planning how to start my own startup one day. I have always been a big fan of technology; I have used multiple types of hi-tech gadgets, machines, soft wares and other devices to curb my thirst of technology. Moreover, being a student of software engineering, I have also developed a number of websites, soft wares and completed multiple projects of graphic designing. This has developed my interest deeply in the field and I have decided to design and launch my own search engine, with the name of QB.

Mission statement

QB intends to provide much better and quick search results to its users with an increased level of efficiency and perfection. We, at QB, intend to provide everything to the user at one hassle-free, quickly responsive platform, so that they do not have to look anywhere else.

Vision statement

Making the world of search engine much quicker, efficient and hassle-free.

The product or service

QB will be a search engine that would be designed solely keeping the ease of the user in mind. It would be made user-friendly to a maximum extent and the developers would make sure that any user of any age group finds it easy to use (Durumeric, et al., 2015)

Market opportunity

The market opportunity for such a type of businesses huge as there is a great demand for the product.

Competitive environment

Like any other business, there are competitors in the market that are applying their growth strategies and trying to capture the maximum market share.

Statement of ethics

"QB developers will always be bound to follow the basic core values of any good and ethical business: honesty, integrity, accountability, and citizenship"

Statement of Social Responsibility

"We are committed to serving the society and it would be our topmost priority that the society gets the maximum benefit out of the business operations of QB”.

References

Durumeric, Z., Adrian, D., Mirian, A., Bailey, M., & Halderman, J. A. (2015, October). A search engine backed by Internet-wide scanning. In Proceedings of the 22nd ACM SIGSAC Conference on Computer and Communications Security (pp. 542-553). ACM.

Human Resource Management Unit II Case Study

Human Resource Management: Case Study

Javier

[Institutional Affiliation(s)]

Author Note

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

Human Resource Management: Case Study

Introdction

This case study will be discussing the “Case, You Can’t Get There From Here: Uber Slow On Diversity. Uber is a taxi service which is operating in more than 70 countries and the valued amount is approximately $4 billion all around the globe. Uber has been providing taxi services to people and this is the advantage people are taking from these services, while the independent contractors are able to earn by registering their vehicles including cars and motor-cycles with Uber. This service has provided inline services and created job opportunities to many people who were in need and it still continues. There are more employment opportunities to people, however there exist some harassment cases which are linked to the Uber services. Identification of these harassment cases have allowed the legislations and policy makers concerned with the Uber and other public services to formulate and pass laws. In fact, Uber itself is involved in ensuring safe services by developing new policies. This case study will be discussing the affirmative actions and analysis of the challenges and benefits to diversity and diverse workforce. After this, legal provisions will be discussed. Uber services have been recognized all over the world, however there are some workplace issues which need some laws, affirmative actions and it also needs to focus on diversity.

Employment Law

Susan Fowler is an engineer who claimed that she was sexually harassed by a manager of Uber, but when she complained about this incident, the company tried to cover the manager. This case can be related to sexual harassment case in which she claimed that she was sexually harassed, while along with her, some other women also complained about this issue. Fowler’s case became a fight for gender all over the world and she got popularity as well. There are some institutions whether they provide taxi services or some online services they all have anti-harassment law and policies. These institutions and services in particular to Uber allow its employees to complaint about their services in a secret way. Ms. Fowler’s also utilized this service and filed a complaint about sexual harassment. As she compliant that she was harassed by sharing unethical and inappropriate message which may be considered as sexual harassment.

Types of Harassment

In this case study there are two types of harassment: sexual harassment, cyber-bullying and discriminatory harassment. This sexual harassment case may be linked with the inappropriate text messages through which Ms. Fowler was harassed. Another is the discriminatory harassment is that the human resource manager tried to cover up the scandal and save the other employee from the issue. The third is the cyber-bullying, inappropriate text messages is the cyber bullying which further results in the psychological harassment, and personal harassment. This Uber case by a manager resulted in a number of harassment types which are being mentioned. The harassment cases portrays that when an individual is involved in harassment case then it also results in the other types of harassment types. While, in particular to this Uber case, the manager was saved from the punishment as he was considered as a “high performer”.

Uber’s Action

The reviews after these employment related harassment cases were not what should have been expected by the victims. Those new employees who filed complaints were labeled as “brilliant jerks”. However, with the time the number of harassment cases increased that is why Uber got into trouble. It had to take some urgent actions against these cases, Uber apologized for the wrong actions by its managers, females provided testimonials to ensure conducive environment and formulated policies for the workplace.

EEOC and Affirmative Action

After having an overview on the diversity report, it can be sated that Uber is in violation of Equal Employment Opportunity Commission (EEOC). The report includes that women and employees other than whites were not recognized and they were underrepresented. Uber did not made as such improvements in the racial discriminatory control and most of the jobs were given to men ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"74XK4f3O","properties":{"formattedCitation":"(Amin & Gumberidze, 2016)","plainCitation":"(Amin & Gumberidze, 2016)","noteIndex":0},"citationItems":[{"id":36,"uris":["http://zotero.org/users/local/dgrNkASy/items/FJXMJBC7"],"uri":["http://zotero.org/users/local/dgrNkASy/items/FJXMJBC7"],"itemData":{"id":36,"type":"report","title":"Case Study Uber- Solution ( European Competition Law)","source":"ResearchGate","abstract":"Case Study on Uber Challenge faced in European Member State","note":"DOI: 10.13140/RG.2.2.13912.90885","author":[{"family":"Amin","given":"Mohammad Nurul"},{"family":"Gumberidze","given":"Esma"}],"issued":{"date-parts":[["2016",11,4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Amin & Gumberidze, 2016). As the EEOC and affirmative actions ensures equality and conducive work environment o employees regardless of their race and ethnicity. Women population was very lesser as compared to men. This portrays that there are still issues whether they are harassment, discriminatory or any inequalities at their workplaces.

Diversity Matters

Diversity is to accept all of the segments in the communities and societies with irrespective of their gender, race, religion, and ethnicities ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"1cELk9VJ","properties":{"formattedCitation":"(Shore et al., 2009)","plainCitation":"(Shore et al., 2009)","noteIndex":0},"citationItems":[{"id":40,"uris":["http://zotero.org/users/local/dgrNkASy/items/X6XNVTE4"],"uri":["http://zotero.org/users/local/dgrNkASy/items/X6XNVTE4"],"itemData":{"id":40,"type":"article-journal","title":"Diversity in organizations: Where are we now and where are we going?","container-title":"Human Resource Management Review","page":"117-133","volume":"19","source":"ResearchGate","abstract":"A great deal of research has focused on workforce diversity. Despite an increasing number of studies, few consistent conclusions have yet to be reached about the antecedents and outcomes of diversity. Likewise, research on different dimensions of diversity (e.g., age, race, gender, sexual orientation, disability, and culture) has mostly evolved independently. Therefore, the purpose of this review is to examine each of these dimensions of diversity to describe common themes across dimensions and to develop an integrative model of diversity.","DOI":"10.1016/j.hrmr.2008.10.004","title-short":"Diversity in organizations","journalAbbreviation":"Human Resource Management Review","author":[{"family":"Shore","given":"Lynn"},{"family":"Chung","given":"Beth"},{"family":"Dean","given":"Michelle"},{"family":"Ehrhart","given":"Karen"},{"family":"Jung","given":"Don"},{"family":"Randel","given":"Amy"},{"family":"Singh","given":"Gangaram"}],"issued":{"date-parts":[["2009",6,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Shore et al., 2009). Diversity promotes tolerance, unity and positivity in different societies and cultures, while these cultures may be organization or institutional and overall societal cultures. This enhances and promotes development of people in their regions with the help of communicational, material and other resource exchanges. While, discussing the case of Uber, diversity may help them to expand their services in more countries. It has to work without considering race, gender and religions. Uber has to involve more women because they can help to contribute in it is business by attracting more women to avail their services.

Benefits and Challenges of a Diverse workforce

Uber has updated its policies by removing the conditions of language which has both positive and negative impacts. The positive impact is that it enables people of other cultures to avail employment opportunities, while the negative aspect is that drivers may feel difficulties in interactions ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"yfR2ZjaD","properties":{"formattedCitation":"(Slavulj, Kani\\uc0\\u382{}aj, & \\uc0\\u272{}ur\\uc0\\u273{}evi\\uc0\\u263{}, 2016)","plainCitation":"(Slavulj, Kanižaj, & Đurđević, 2016)","noteIndex":0},"citationItems":[{"id":43,"uris":["http://zotero.org/users/local/dgrNkASy/items/38ED2XVP"],"uri":["http://zotero.org/users/local/dgrNkASy/items/38ED2XVP"],"itemData":{"id":43,"type":"paper-conference","title":"The Evolution of Urban Transport - Uber","source":"ResearchGate","abstract":"Uber is an application that connects passengers with drivers who have a contract with Uber. To order a vehicle it is necessary to own a smartphone and to register within the mobile application by entering your name, e-mail address, a cell phone number and a credit card number that is to be billed automatically at the end of the ride. Global positioning system in the smartphone is used to determine the location so the passenger does not have to know the exact pickup address. The ride order appears on the nearest driver's smartphone application and he/she can accept or reject the ride. Uber is controversial because of its UberPop service that connects passengers with unlicensed drivers, people that own a four-door car and a smartphone, and have passed a background and employment history check. Due to this service, some countries have changed laws regarding transport services. Uber's position in these cases is constant because they are officially not a transport company, but they are a technology company. In 2014 Uber introduced its UberPool service in San Francisco that allows sharing a ride with a stranger who intends to ride along the same route. The savings when joining that type of service can reach up to 40%. Uber started in Zagreb on 21 October 2015, offering fares about 15% lower than the conventional taxi service who greeted their arrival negatively. Taxi service in Zagreb was regulated until 2010 when a partial deregulation was conducted, allowing new companies to enter the market, the biggest and most successful being Taxi Cammeo and Eko Taxi. The purpose and goal of this paper will be research of demand for Uber service in Zagreb, to make a price comparison with major taxi companies and to explore the possibilities for improving the legislation regarding the area of taxi service.","author":[{"family":"Slavulj","given":"Marko"},{"family":"Kanižaj","given":"Krešimir"},{"family":"Đurđević","given":"Siniša"}],"issued":{"date-parts":[["2016",5,23]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Slavulj, Kanižaj, & Đurđević, 2016). Another is the training process to all, this may help drivers, employees and other workers to acquire skills. But this is more costly that is why allowing diversity for jobs to all will result in more spendings by Uber.

Legal Provisions of Uber Case

After an increase in the harassment cases and scandals, Uber had to implement new policies ensuring conducive environment and equal opportunities for all. However, the human resource management has ensured the recruitment of more women, educate and empower their employees, trainings and inclusion of underrepresented people.

Conclusion

There have been harassment cases that are being linked to Uber, initially it tried to cover the unethical actions but the increase in such cases resulted in initiation of safety and equality policies ensuring to people. The human resource plays an important part in developing policies that assure people of all colors to avail services without being discriminated and harassed.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Amin, M. N., & Gumberidze, E. (2016). Case Study Uber- Solution ( European Competition Law). https://doi.org/10.13140/RG.2.2.13912.90885

Shore, L., Chung, B., Dean, M., Ehrhart, K., Jung, D., Randel, A., & Singh, G. (2009). Diversity in organizations: Where are we now and where are we going? Human Resource Management Review, 19, 117–133. https://doi.org/10.1016/j.hrmr.2008.10.004

Slavulj, M., Kanižaj, K., & Đurđević, S. (2016, May 23). The Evolution of Urban Transport—Uber.

Human Resource Payroll Specialist

Human Resource Payroll Specialist

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

[Institutional Affiliation(s)]

Author Note

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

Human Resource Payroll Specialist

Introduction

Managing a business is not an easy task; it requires a great level of effort and hard work to run a business. A good businessman needs to have a clear vision and great insight in order to run the business efficiently and effectively. One of the most basic and major functions of any business is the selection of the right person at the right place. This includes the inculcation of the appropriately qualified and experienced people in the company who are a perfect fit for the job. In the current times of tough competition and increasing inflation, it is becoming tougher day by day to find a suitable employee for any position. Companies, especially large organisations cannot afford to replace employees every other day, as it takes a lot of time and money to train and prepare an employee for a post. And if the job is of technical nature, the task becomes even harder. Companies work hard to develop appropriate job descriptions according to the skills and qualifications required for the job. They also work on the training and development of their employees, so that the employees may learn new skills and prove to be fruitful for the organisation.

One of the examples can be seen in the induction of an employee for the post of a Software Developer in a well-known technological company, ABC Technologies. ABC Technologies currently requires the services of a Software Developer on a permanent basis. For this purpose, it has provides a complete and detailed job description regarding the post and what kind of development plans it has for the employee. Moreover, the following documents also contain details about the leadership development plans of ABC Technologies both in short and long-terms.

Discussion

Professional Job Description

A job description is the internal document of an organisation that carries all the important information regarding the job. This information includes the requirements of the job (qualifications, skills, and expertise), job responsibilities and job duties, that and employee is required to perform during his or her stay at the mentioned position (Pató, 2015). Some companies provide a little more detailed job description that also describes what should be criteria for performance evaluation or performance management. It is done in order to make it clear to the candidate that what is required from the employee for the job position.

The following section will discuss the complete job description for the post of the Software Developer at ABC technologies. It includes all the details of the qualifications, skills and personality traits that are required by ABC Technologies for this post. In addition to this, it also describes the job responsibilities and duties that the candidate will be required for the said post.

Qualifications Required For the Post (Software Developer)

As Software Development is quite a technical field, it also requires a professional degree with technical qualifications. Any person having the following or one of the following academic degrees can apply for this post:

Software programming and development

Computer Software Engineering

Computer Sciences

Engineers

Mathematics

Electronics

Physics

A degree in business management will be considered an added benefit.

Duties and Responsibilities for the Post (Software Developer)

A Software Developer will be required to perform a number of responsibilities and duties at his or her job. A brief description of them has been given below:

Developing various kinds of software.

Researching, designing, implementing and managing software programs.

Reviewing currently installed systems.

Making sure that all the systems are running accurately and are up to the mark.

Providing ideas for the bringing improvements in the systems

Devising budgets for the designing, installation, implementation, and maintenance of the new softwares.

Cost allocation for various projects.

Working closely with the design team.

Working in collaboration with the analysts and designers (UI and UX designers)

Preparing training manuals for the users.

Running tests on the software and making sure that they are working correctly.

Skills required for the Post (Software Developer)

The post of Software Developer at ABC Technologies requires the individual to have to following skill set with them:

Complete knowledge of computer hardware and softwares (Mohaghegh, & McCauley, 2016)

Understanding of various computer softwares

Experienced in development of machine codes and languages

Practical experience of ones or more than one of the following languages

Java

JavaScript

C

C++

SmallTalk

Visual Basic

Oracle

Linux

.Net

.PHP

Sybase

Joomla

MATLAB

Python

GO

PERL

Personality Traits required for the Post (Software Developer)

In addition to all the above-mentioned qualifications and skills, the person should have the following qualities or traits in his or her personality:

Keen interest in the latest technologies, especially computer systems.

An analytical mind

Passion for growth and learning

Ability and thirst to learn new technologies at a fast pace

An ability to communicate complex procedures to users and other colleagues.

Attention to detail and desire to probe further into the data

Good communication skills – both written and verbal.

Awareness of business and advertising

Orientation Plan

An orientation plan is the first introduction of an employee or a candidate with the company. This plan provides information about a number of things: first of all, it provides information about the company (history, how it started and what does it do), the operations of the company, and the milestones achieved till now. It also contains information about the vision and mission statements of the company and how the organisation plans to achieve these goals in short and long terms. In addition to all this, an orientation plan also contains the details of the activities that are planned to be conducted for the newly selected employees of the organisation.

ABC Technologies also has a plan for its newly inducted employees. The plan starts with the details about the organisational culture and the training programs that have been planned for the new employees. The plan further moves on to providing information about the developmental plans that have been tailored by the company for the improvement and enhancement of the employees including the resources, support and the time that will be invested by the company for the training and development of the employees. In the end, the orientation plan will explain the employee development plans and what role does a manager plays in the development of his or her employees.

Organisational Culture

Organisational culture refers to a system of shared assumptions, values, norms and beliefs that governs the behaviour of the people in an organisation. Organisational culture defines what practices and attitudes will be adopted by the employees apart from work. These values have a strong influence on the behaviour and moods of other people working in organisations. The organisational culture at ABC Technologies is very warm and friendly. There is not a specific culture that is being followed by the employees and the management of the organisation, however, it is an amalgamation of various values from all the types of culture. We work and play like a family, managers are more of mentors than just bosses and people love to stay here for a long time.

Training

ABC Technologies plans to provide a complete set of training to its newly inducted employee. There would be proper time allocated after the orientation or the induction of the employee formally in the organisation. This training period will span from 5 to 7 days depending upon the learning capability of the employee. It may be minimized or elongated if the employee takes a little more time to settle in the new environment but not more than 14 days.

Travel is not necessarily required for this job, however, the employee may have to commute to other places, if he or she has meetings with the clients. It depends on whether the employee works in-house or in the field. Company will be responsible for bearing all kinds of commutation and accommodation expenses (if the meeting is far away from the office or home of the employee).

Developmental Plans

Developmental plans in any organisation refer to the plans and the strategies that are laid out in order to enhance the learning and skills of an employee working in an organisation. These developmental plans include a number of strategies and practices that come handy while improving the skill set of the employees.

ABC Technologies also believes in the complete development and overall growth of its employees in both personal and professional areas. This way the organisation provides 360-degree training to its employees. ABC Technologies designs such developmental programs that can benefit its employees both in personal and professional spheres. Hence, there are development plans to improve the hard and soft both kinds of skills for the employees.

Support

It is the culture and norm of ABC Technologies to provide complete help and support to those who need it, whether they are a new employee or an old one. Whenever you need us, we are here to help.

Time

At ABC Technologies, we believe in investing in our employees, so that they can give the best (not better) results to us. Employees, especially new ones are trained before handing over the responsibilities to them so that they can become familiar with the nature of the job and can be completely prepared (both physically and mentally) for the upcoming challenges. The working hours that the employee will be required to work for the company are 37 to 40 hours per week. However the work is deadline-based, if the deadlines are met before time, the employee can take a break, and if there is more workload, then the employee may have to give more time to the company.

Resources

ABC Technologies believes in providing complete resources to its employees, whether during orientation and training period or afterward (during the job) so that the employees may never have to face any difficulty regarding the performance of their jobs and they may give their maximum output to the organisation.

Employee Development Plans

Employee development is the process in which an employee undergoes an upheaval in his or her skill set and capabilities, after attending various training sessions or programs. The employer also plays a great part in this process as he or she provides the necessary opportunities for an employee to learn and acquire new skills and apply them in their own area of expertise.

Manager’s Role in the Employee Development

Managers play a very important and integral role in the development of an employee. A manager identifies the behaviour or skills that need development or enhancement. After that, or she provides and arranges the opportunities for this development so that the employee can perform bets at the workplace. Managers at ABC Technologies contribute a lot to the development of their employees and make sure that their employees are equipped with the latest technologies. They help the employees to identify the shortcomings and provide opportunities to them so that they can learn and grow not only in their specific profession but also in their field.

Leadership Development Guidelines

It is said that leaders are not born, they are made; our organisation firmly believes in this. Hence there are a number of programs that are designed and developed just for the purpose of crafting leaders from ordinary employees (Gurdjian, Halbeisen, & Lane, 2014). The positive qualities of an employee, especially the leadership skills are polished and the employee is prepared to climb the ladder of leadership, where he or she can become an example and lead others to follow his or her example.

Long-Term Development Plans

Successful organisations do not only look for short-term success; they look at the bigger picture. Hence such organisations tend to train and develop their employees for not only the short term goals of the organisation but also the long term plantings. These organisations prepare their employees for the upcoming challenges in the market as well, beforehand, instead of just focusing on the current challenges.

ABC Technologies is also such a dynamic organisation that wants its employees to be prepared for any kind of situation, which may arise in the near or far future. Hence, it provides training for all the kinds of situations whether they are likely to occur or not. A prominent example of such training is first aid training and fire drill.

Staff Development Plans

There are a number of approaches that are adopted by the any organisation to train, develop and prepare its employees for the upcoming challenges that he or she might face at his workplace, regarding his or her job or any other aspect (Choy, & Chua, 2019) ABC Technologies also adopts various approaches, in order to lift up and develop its employees. These methods include coaching, mentoring, Individual Development Plans, Cross-training, 9-box Grid, ‘Stretch” assignments, Job Enrichment, Job Enlargement, Job Shadowing and Sob Rotation (Kumar, & Pansari, 2015). On the job and off the job training is also an important aspect of such plans and the employee may get online training if needed.

Conclusion

Hence, in a nutshell, it can be concluded that recruitment and selection of an employee, in any organisation is not an easy task. No matter what the position is, if the right person is not selected for the job, he or she will fail badly and the company may have to bear severe losses due to the incompetence of that person. Moreover, training and development also leave a great impact on the learning and skills of the employees. That being so, the companies remain very careful, while selecting an employee, and further, put a great focus on training and developing these employees.

A similar scenario can be seen in the case of ABC Technologies that intends to hire a Software Developer on an urgent basis. However, the company is also concerned that the best person should join the team, which adds value to the company. Hence it has issued a detailed job description that what qualifications and expertise are exactly required by the company. Moreover, this job description also contains the skills and personality traits that the company is looking for in its potential candidate. There is also a detailed orientation plan and a list of training and developmental plans that the company has planned for its employees, which will help in the enhancement of current knowledge and skills in the employees, which will be beneficial for the employees in professional and personal sectors both.

References

Choy, W. K., & Chua, P. M. (2019). Professional development. In School Leadership and Educational Change in Singapore (pp. 69-86). Springer, Cham.

Gurdjian, P., Halbeisen, T., & Lane, K. (2014). Why leadership-development programs fail. McKinsey Quarterly, 1(1), 121-126.

Kumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT Sloan Management Review, 56(4), 67.

Mohaghegh, D. M., & McCauley, M. (2016). Computational thinking: The skill set of the 21st century.

Pató, B. S. G. (2015). The 3D job description. Journal of Management Development, 34(4), 406-420.

Human Resources Strategic Plan

Human Resources Strategic Plan

[Name of the Writer]

[Name of the Institution]

Human Resources Strategic Plan

Contents

TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc29549520 \h 2

Introduction PAGEREF _Toc29549521 \h 2

HR Mission statement PAGEREF _Toc29549522 \h 3

HR Vision Statement and Objectives PAGEREF _Toc29549523 \h 3

HR Values PAGEREF _Toc29549524 \h 3

Focus Areas PAGEREF _Toc29549525 \h 3

Strategic Contribution PAGEREF _Toc29549526 \h 4

Personal Credibility PAGEREF _Toc29549527 \h 4

HR Metrics PAGEREF _Toc29549528 \h 5

Defining Efficiencies PAGEREF _Toc29549529 \h 5

Defining effectiveness PAGEREF _Toc29549530 \h 6

Core Competencies PAGEREF _Toc29549531 \h 6

HR Metrics and Human Capital PAGEREF _Toc29549532 \h 6

Key Performance Measurements (KPM) PAGEREF _Toc29549533 \h 7

Action plan for different functional areas PAGEREF _Toc29549534 \h 7

Recruiting and Staffing PAGEREF _Toc29549535 \h 7

HR compliance PAGEREF _Toc29549536 \h 7

Workplace policies PAGEREF _Toc29549537 \h 8

Compensation and benefits PAGEREF _Toc29549538 \h 8

Retention PAGEREF _Toc29549539 \h 8

Training and development PAGEREF _Toc29549540 \h 9

Regulatory issues and workers safety PAGEREF _Toc29549541 \h 9

Analysis of Workplace PAGEREF _Toc29549542 \h 9

Legal adherence PAGEREF _Toc29549543 \h 10

Shared Services PAGEREF _Toc29549544 \h 10

Conclusion PAGEREF _Toc29549545 \h 10

Executive Summary

This paper aims at the formulation of human resource strategic plan for AZ company. The human resource department of any company is one of the central departments that act as a bridge between employees and higher management. This plan is one of the collaborative processes that involve both employees and the stakeholders in different ways so that the two dimensions can be supported in terms of their requirements and then the goals of the company can be met with excellence. This paper highlights the mission and vision statement of the human resource department along with the objectives of the department that are both achievable and fruitful in the long run. There is a detailed account of the elements of the strategic plan such as strategic contribution, personal credibility, and HR delivery metrics along with an action plan for each of the functional areas.

Introduction

Optimizing Human Resource functions is one of the major elements for the success of any kind of company. A throwback in history highlights that Human Resource plans were known to be personnel plans which highlighted the importance and significance of the presence of a department that can coordinate with or synchronize with the human resource department. It is imperative that human resource department should follow some steps and procedures having strategic steps that can empower AZ company. This strategic plan will not only enhance the credibility of the work time of the employees, but all the goals of the company will be embedded in the overall goals of the company.

HR Mission statement

Human resource department offers support to AZ Company by ensuring that the best possible employees are recruited, interviewed, and hired in the AZ Company. AZ Company ensures that all policies and procedures are up-to-date with federal and state laws. AZ Company offers support to all workers with labor relations, compensation, and development.

HR Vision Statement and Objectives

The vision of Human Resource department is to provide AZ company with the best resources and assets in the form of employees. Also, the department will address the concerns and queries of the employees with prime attention so that there is maximum employee satisfaction with the achievement of set objectives such as progression, excellence, and productivity all in one place.

HR Values

The HR department aims at demonstrating the following values, such as teamwork and inclusion, excellence of service, transference, collaborative communication, ethical adherence, and innovation and improvement. It is asserted that the Human Resource Department will not only incorporate adherence to the code of conduct but these values will be incorporated in such a friendly manner that the employees are expected to protect these values in their daily life, outside the realms of the organization as well (Salas, et al. 2015).

Focus Areas

There are different focus areas of the human resource department taking into account that the demands of strategic, collaborative and transformative HR services can play a central role in the growth of the company. There are some prime and significant focus areas of the company, that will not only enhance individual potential in fact, there would be a major and significant boost to the organizational capacity (Noe, et al.2017).

Strategic Contribution

One of the major goals of Human Resource department is to ensure strategic contribution, which can examine working at both corporate as well as business levels. It is highlighted that the Human Resource department will ensure that the opportunities for growth for the employees are running smoothly. There is enough “White Space” that can make these strategic contributions successful and employees are given time and platform for strategic development. Human Resource department will ensure that the employees are given strategic options with self-assessment so that all the activities are accomplished by emotional motivation as well as ambitions to grow. Recognition of the opportunities is also significant so that ways for increasing the visibility of both, employees and company can be afforded. Also, employees will be motivated to recognize the opportunities themselves and come up with ideas that can help both, employees and the company to grow (Albrecht, et al. 2015).

Personal Credibility

One of the major aims of the Human Resource department is to incorporate personal credibility that can ensure all the ethical values are incorporated with the workplace as well as they are under practice. Human Resource department will choose different ways that can help and support to fulfill those values by using different tools such as technology, training, and enforcement. Technology will help to mitigate and narrow down the ways that can act as an opportunity for achieving the immoral goals or ensure that all the negative credibilities are equally viewed and judged. Then, training will be used as a behavioral tool that can help the employees to get themselves groomed in terms of dos and don’ts of the workplace. In addition, this training will be one of the major tools to mitigate gaps such as diversity gaps and cultural refrainment to be overcome so that employees can work as a team (Chadwick, et al. 2015). Human Resource department will also take significant initiatives to avoid such incidents beforehand which will be done by having a complete check and balance on the academic as well as professional record of the individual who is being hired. If any of the criminal records will be found, the employee will not be hired. Later, different incentives and bonuses will be offered for the employees on the basis of their performance so that they can choose who work harder rather than play smarter to achieve their both material as well moral goals (Albrecht, et al. 2015).

HR Metrics

HR Metrics also defined as the measurements that are used to measure and determine the effectiveness and value of the initiatives that are taken by the Human Resource Department. Different initiatives are included in HR metrics such as training, cost of labor, rate of turnover, and expose per employee (Deery, et al. 2015). Human Resource department will work at its best to ensure that the effectiveness of all the HR metrics is found to be maximum because it will not only help to gain the interest of the employees but it will also be a major boost to the working of the company. Any ineffectiveness will be resolved with prime significance because these metrics are central to the progress of the company (Ulrich, et al. 2015).

Defining Efficiencies

The efficiency of HR function highlights that initiative of human resource department is efficient in terms of cost per hire, reflecting the cost that is associated with the new hire, that demands accountability in only in terms of the amount of the money spent but also in terms of the hiring of the right person (Albrecht, et al. 2015).

Defining effectiveness

Effectiveness of the HR function is determined in terms of the positive effect in the employees or the applicant pool, where effectiveness is judged in terms of the total financial gain of the organization from specific training. It will also include defining the absent rate because the absent issue is counted in the dysfunctional model of human resource management (Stone, et al. 2015).

Core Competencies

HR metrics play a central role in developing the core competencies of the company by demonstrating the connection and bridging the contact between the different tangible effects on the ability of an organization and the Human Resource practices that can help to sustain a competitive advantage. Under this approach, employees are tested as human capital rather than a human expense. The example of effectiveness can be defined in terms of the relative factors that will indicate the effectiveness of the operations of the company as well as identifying the number of defective products in a particular operation (Stone, et al. 2015).

HR Metrics and Human Capital

Human Capital is another major topic of discussion nowadays. The Human Resource Department measures the human capital with the help of Key Performance Indicators that can help to measure the outcomes of human capital. These outcomes are high performance, talent management, and employee management. These outcomes are used to measure and illustrate the financial and tragic goals of the company with a practical approach to the analysis of the success of the firm. Also, defining strategic KPIs tends to design human capital measures that can know how they are created (Stone, et al. 2015).

Key Performance Measurements (KPM)

Key Performance Measures are the kind of measurable values that can help to explain as well qualify some specific key performance indicators. These Key Performance measures are highly parsed, balanced, deliverable, actionable, validated and aligned. The attributes of Key Performance Measurements are selected because bland choice may lead to a gap in the results and it might not help to achieve the desired results. The human resource department uses these measures to validate and analyze the performance of the Key Performance Indicators (Chadwick, et al. 2015).

Action plan for different functional areas

Recruiting and Staffing

HR department hires the talents that are required for the progress of the company, taking into account the analysis of the needs of the company as well as the willingness of the employee to serve. Also, the department will make sure that the hired employee is the best choice for the company taking into account the role of selection, the employees are short listed on the basis of the talent qualification and the experiences they have in the related job. The employees are then hired after a series of interviews and completion of training because they are the basic asset of the company (Ulrich, et al. 2015).

HR compliance

Human Resource department hires employees in cooperation and coordination with the other departments taking into account that the employee is hired in synchronization with the goals to be achieved. Compliance is significant in terms of the maintenance of the department and adhering to the credibility of the company. This credibility is maintained by ensuring that the posters posted by the company are appropriate and convey the desired information, the policies are up to date and they are provided in a suitable, readable abridged form (Ulrich, et al. 2015).

Workplace policies

Human Resource department also ensures the formation of human resource policies that can help the company to reach its strategic goals. After the development of policies, these policies are communicated to the employees by using suitable and accessible means assuring that the policies cover all the required and related topics such as safety, security, flexible scheduling, and the announcement of the vacation times. These policies are formulated by having close coordination with the supervisors and the team leaders so that none of the employees feel ignored and undefined (Deery, et al. 2015).

Compensation and benefits

Different compensations and benefits are announced for the employees such as paychecks, different entertainment plans, benefits of health and other perks. All these benefits are designed in close coordination with the requirements and the desires of the employees because it is one of the major sources of attention for the employees. Other benefits are incentives and bonuses, that are issued as a source of motivation because it can help the employees to keep up the good work. In addition, compensation is also given in the form of paid leaves in case of some special reasons such as maternity leaves, and serious health concerns (Bringezu, et al. 2017).

Retention

Retention is also one of the central jobs of HR because a talented employee always seeks a good opportunity. So, it is necessary for the employees to be recognized and retained so that he can work for the company with more passion and motivation. HR department ensures that are employees are retained in the form of compensation as well as different types of recognition and awards (Deery, et al. 2015).

Training and development

Human Resource department also provides training and development not only in terms of learning and knowing the basic aspects but also in terms of helping employees to learn new things that can help the company to grow. This stance of training and development is also committed to empowering employees with the latest technology and the option of growth because it adds to the positive reputation of the company (Bringezu, et al. 2017).

Regulatory issues and workers safety

Human Resource department ensures that the employees are given a safe working environment. if there is some risky task, then employees are provided all the resources that can save them from any unforeseen incident. Also, employees are given medical facilities in terms of any adverse situations. There are several other dimensions of the essence of security and addressing issues, taking into account that the employees are given all types of resources that can facilitate them in their workplace and work hours (Smith, et al. 2016).

Analysis of Workplace

It is highlighted that the Human resource department ensures that all the employees are given equal opportunities in terms of making use of their skills and abilities. It is also added that the human resource department tends to ensure that the employees are given due respect without any discrimination of caste, color, and creed. Human resource department establishes and maintains employee and labor relationships so that high quality workforce is created with positive relationships between both the workforce and the management.

Legal adherence

Human Resource department ensures that all the actions and initiatives are taken parallel to, and in coordination with the laws and regulations that are directed by the government, such as both federal and state laws. Then, human resource department ensures that all actions are taken in synchronization with those laws and regulations. These laws are multidimensional such as, wage laws, laws related to the safety of the laborer as well as the laws that are meant for ensuring workplace diversity along with adherence to organization culture (Salas, et al. 2015).

Shared Services

In addition to the rules and regulations, shared services are also important. Human Resources services offer different shared services such as procurement of goods and services, vendor agreements, supply chain management, selection of products, mail delivery, and consultative services. Other shared services are requested for the reviews of the proposals, education and the assistance of customers in the choice or selection of products and tools along with countywide contract administrations (Marvel, et al. 2016).

Conclusion

Thus, this strategic plan covers all the related aspects and features that can play a central role in maintaining the credibility of the company, and addresses all the requirements of employees and organization. Following the strategic plan, AZ company will grow by leaps and bounds because a company is known not only in terms of the progress it is making but it also grows on the basis of the measure of satisfaction that employees have. A positive workplace with the basic necessities fulfilled is more like a resourceful platform that can not only enhance the working of the employees without any stress but also paves the way for better attempts to enhance because employees are willing to work themselves for the organization and they want the company to grow.

References

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.

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-3.

Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231.

Chadwick, C., Super, J. F., & Kwon, K. (2015). Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance. Strategic Management Journal, 36(3), 360-376.

Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR? Human Resource Management Review, 25(2), 188-204.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

Bringezu, S., & Bleischwitz, R. (2017). Sustainable resource management: global trends, visions and policies. Routledge.

Smith, A. (2016). Experiential learning. Edward Elgar Publishing Limited.

Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations: A scientifically based practical guide. Human Resource Management, 54(4), 599-622.

Marvel, M. R., Davis, J. L., & Sproul, C. R. (2016). Human capital and entrepreneurship research: A critical review and future directions. Entrepreneurship Theory and Practice, 40(3), 599-626.

Human Resources: Outsourcing

Human Resources: Outsourcing

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

[Institutional Affiliation(s)]

Author Note

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

Human Resources: Outsourcing

Date:October 22, 2019

To:Dr. Preston Burke, MBBS, MCPS, FCPS, DCPS-HPE, MCPS-HPE

Director Hospital and Administrator, CDA Hospital, Florida

From:Peterson Jordan, Paramedic, CDA Hospital, Florida

Subject:Delays in Medicare reimbursements

Medicare, as a social welfare program, alleviates the suffering of the nation’s most vulnerable segment CITATION Gel15 \l 1033 (Gellad, 2015), and our hospital is a leading advocate and supporter of this relief assistance. Due to administrative issues and inevitable problems in logistics, several patients who have been discharged from the hospital, formed a group the previous week and protested in front of the emergency reception. This caused a lot of difficulties receiving the seriously wounded and directing them towards the triage.

The cause of the protest was the continual delay in the Medicare reimbursements of the discharged patients. They opined that even after multiple visits to the hospital administration, the reimbursement process is still very slow, which costs them additional money along with the time cost.

To avoid future demonstrations and protests, I would like to suggest launching an online portal linked to the hospital's official website, which posts elaborate yet confidential information about the patients who are discharged from the hospital but still have to receive their Medicare reimbursement. This portal would be designed with an effective and user-friendly interface as a majority of the patients fall in the upper brackets of the age. This portal will also survey the patients' perceptions about the hospital administrative capacity, which will assist the consistent reporting and analysis of the hospital's progress. A recently conducted study, which gauged the patients’ willingness for registering on an online portal concluded that majority of the treatment group registered on the portal during the first week of its launching CITATION Kip16 \l 1033 (Kipping, 2016) The survey also depicted that the patients experienced an elevated sense of self-determination and liberty.

It is therefore suggested that an online portal must be launched effective immediately that should solve any problems faced by patients waiting to be reimbursed as a policy of Medicare. Kindly reach me at petersonjordancdahospital@gmail.com if I can be of further assistance.

References

BIBLIOGRAPHY Gellad, W. F. (2015). Dual-use of Department of Veterans Affairs and Medicare benefits and use of test strips in veterans with type 2 diabetes mellitus. JAMA internal medicine, 26-34.

Kipping, S. S. (2016). A web-based patient portal for mental health care: benefits evaluation. Journal of medical Internet research, 294-296.

Human Resources; Canada Post

Human Resources; Canada Post

[Name of the Writer]

[Name of the Institution]

Human Resources; Canada Post

Introduction

Labour Relations

Labor relations refers to the leadership between employees and employers in the company or organization as well as in the industry. The labor relations are affected by several things such as labor laws, and political decisions. Businesses or companies always put the best of their efforts to balance good labor relations for the purpose to cut off their costs.

Canada Post Company

Canada Post Company is a Canada based company that trades as Canada Post. Canada Post Company is a crown corporation that operates as the primary postal operator in the State of Canada. The company provides services to almost 16 million people and addresses which have delivered more than 8.5 billion items till the end of 2016 while the revenues of the company from these operations amount to $8.2 billion. As the company is a leading company/provider of electronic commerce and customers’ communication solutions, Canada Post is the most affordable, leading, and highly reliable services provider in the region for online shoppers and e-commerce shippers (Corporation, 2019).

Why Employees Went On Strike

Several reasons are there due to which the employees went on strike but the most crucial ones are;

At the time when Canada Post and CUPW did not reach the agreement about their new contract demands after almost a year-long negotiation, the union and employees decided to go on and went on strike (Global News, 2019).

The discrepancy in payments/pay of rural and urban postal workers was another crucial reason behind the strike of employees. Due to this, the concern of employees was that the pays of rural carriers are based on their route while urban carriers are paid based on hours worked (Corporation, 2019).

Recommendations

Below are some strong recommendations for resolving the concern, Canada Post faces/faced.

Anticipate needs and concerns of employees and meet them before the strike inversely impact the company

Follow fair and highly professional policies that answer every question raised by employees feeling that they have been treated unfairly.

Identify hidden but actual reasons for the strike instead of looking at direct reasons.

Improve and develop business strategies that are aligned with employees and their concerns.

References

Corporation, C. (2019). Announcements | Canada Post. Canadapost.ca. Retrieved 9 October 2019, from https://www.canadapost.ca/web/en/blogs/announcements/list.page

Global News. (2019).Canada Post Strike | News, Videos & Articles. Retrieved 9 October 2019, from https://globalnews.ca/tag/canada-post-strike/

Impact And Discrimination

Avoiding adverse impact and discrimination

Author name

Affiliations

Adverse impact is an undesirable or unexpected consequence of different employment practices that seem impartial nonetheless they have a prejudiced influence on a protected group. This can be seen in hiring, upgrade, training, and development, transmission as well as in performance appraisals ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"tDrH789s","properties":{"formattedCitation":"(Volpone, Tonidandel, Avery, & Castel, 2015)","plainCitation":"(Volpone, Tonidandel, Avery, & Castel, 2015)","noteIndex":0},"citationItems":[{"id":2600,"uris":["http://zotero.org/users/local/KZl8ZL3A/items/USSEV6BS"],"uri":["http://zotero.org/users/local/KZl8ZL3A/items/USSEV6BS"],"itemData":{"id":2600,"type":"article-journal","title":"Exploring the use of credit scores in selection processes: Beware of adverse impact","container-title":"Journal of Business and Psychology","page":"357-372","volume":"30","issue":"2","author":[{"family":"Volpone","given":"Sabrina D."},{"family":"Tonidandel","given":"Scott"},{"family":"Avery","given":"Derek R."},{"family":"Castel","given":"Safiya"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Volpone, Tonidandel, Avery, & Castel, 2015). For example, companies having background checks for a specific group of applicants and not for others. Companies must implement any test or selection procedure after a systematic consideration of its efficiency and boundaries for the organization. This paper will discuss the adverse impact and its relation to discrimination. Moreover, there is also discussion about employment law that protects against discrimination and different policies, procedures, and recommendations for companies to follow to avoid adverse impact and discrimination.

Protected groups refer to certain groups that have specific characteristics and are protected from employment discrimination by numerous state and federal laws. Title VII of the Civil Rights Act 1964 protects employees and job applicants from employment discrimination. No organization can have employment discrimination grounded on race, color, faith as well as sex. In addition, the law protects employees for the full spectrum of employment decisions such as recruitment, selections, and other related decisions. Adverse impact in hiring has its ancestries in this act. This act is enforced by three agencies; the Department of Justice (DOJ), the Office of Federal Contract Compliance Programs (OFCCP) and the Equal Employment Opportunity Commission (EEOC).

Similarly, companies can adopt different procedures and follow policies to avoid adverse impact and discrimination. The best method to avoid it to use different tools that can measure the existence of adverse impact. This allows companies to keep a check on and comply with different laws that prohibit discrimination. Organizations must have a goal of acquiescence with the Uniform Guidelines for Employee Selection Procedures. This will save them from indulging in any discrimination practices.

The Uniform Guidelines have provided a useful means of devising an adverse impact in a selection procedure. It is "4/5ths" or "80 percent" rule that control the adverse impact for the protected group ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"nXmeolyD","properties":{"formattedCitation":"(Volpone et al., 2015)","plainCitation":"(Volpone et al., 2015)","noteIndex":0},"citationItems":[{"id":2600,"uris":["http://zotero.org/users/local/KZl8ZL3A/items/USSEV6BS"],"uri":["http://zotero.org/users/local/KZl8ZL3A/items/USSEV6BS"],"itemData":{"id":2600,"type":"article-journal","title":"Exploring the use of credit scores in selection processes: Beware of adverse impact","container-title":"Journal of Business and Psychology","page":"357-372","volume":"30","issue":"2","author":[{"family":"Volpone","given":"Sabrina D."},{"family":"Tonidandel","given":"Scott"},{"family":"Avery","given":"Derek R."},{"family":"Castel","given":"Safiya"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Volpone et al., 2015). This is a four-step procedure that controls adverse impact. First, compute the rate of selection for each group then conclude which group has the highest selection rate. After this compare the selection rate for each group with the highest group rate. If the comparison does not generate a passing rate equal to or greater than 80 percent of the passing rate of the highest group, then it is concluded that there is an adverse impact for the specific selection procedure.

Furthermore, organizations can adopt the pre-employment testing to avoid adverse impact on any type of selection process ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"sd629zO6","properties":{"formattedCitation":"(Youngman, 2017)","plainCitation":"(Youngman, 2017)","noteIndex":0},"citationItems":[{"id":2599,"uris":["http://zotero.org/users/local/KZl8ZL3A/items/YGNCC69G"],"uri":["http://zotero.org/users/local/KZl8ZL3A/items/YGNCC69G"],"itemData":{"id":2599,"type":"article-journal","title":"The use and abuse of pre-employment personality tests","container-title":"Business Horizons","page":"261-269","volume":"60","issue":"3","author":[{"family":"Youngman","given":"Julie Furr"}],"issued":{"date-parts":[["2017"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Youngman, 2017). This can include the establishment of the job relevance of the hiring criteria. For example, the information that companies require on the application or during the interview should be job-relevant. For example, organizations may have set of written application questions as neutral for all applicants. However, if the result is the elimination of a protected class then it will result in an adverse impact. Thus, care must be taken and job relevance should be established to avoid such issues. Similarly, an organization can test candidates based on their skills related to their job. The test results will assist in removing candidates who do not pass the threshold. After this organizations can reveal their identities for further process.

Likewise, organizations must have competent legal teams that always have information on the latest legislation. They must trail updates on the Equal Employment Opportunity Commission (EEOC) and the Society for Human Resource Management (SHRM). This will help them avoid adverse impact and remain unbiased in the hiring process.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Volpone, S. D., Tonidandel, S., Avery, D. R., & Castel, S. (2015). Exploring the use of credit scores in selection processes: Beware of adverse impact. Journal of Business and Psychology, 30(2), 357–372.

Youngman, J. F. (2017). The use and abuse of pre-employment personality tests. Business Horizons, 60(3), 261–269.

Implementing A Productivity Improvement Program

Implementing a productivity improvement program

Author Name

[Name of the Institution]

Productivity improvement which leads to a reduction in cost is one of the most important properties of a resistive economy. This also plays a very important role in increasing the strength of a country to move along the development frontiers. The rapid development in research and development in the education sector and inadequate resources, on the other hand, have caused many problems in the provision of educational services. Therefore, due to the limited resources and increasing demand in this sector, attention must be given to the productivity to find out how one must combine resources and factors of production to provide the required services.

Education is an area of public service that encounters increase scrutiny and criticism for its low productivity and quality. Educators are expected to function efficiently and effectively. They are also expected to adapt to methods and policies that permit even greater productivity. Productivity mostly evokes a polarized and emotional reaction from management, labor, union, customers, and stakeholders. Education is one of the most important components of the educational network. The majority of the educational sector share from the national GDP is spent on education. Thus assessing educational service productivity is important. By reducing and preventing waste of resources, available resources can be utilized to provide more services and to expand access to them and improve education and research services. Worldwide, the quality of higher education is improving continuously due to the efforts of different accrediting agencies that are set by the government ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"5jaJiPQ1","properties":{"formattedCitation":"\\super 1\\nosupersub{}","plainCitation":"1","noteIndex":0},"citationItems":[{"id":1776,"uris":["http://zotero.org/users/local/mlRB1JqV/items/AM2E6M7M"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/AM2E6M7M"],"itemData":{"id":1776,"type":"webpage","language":"en","title":"Enhanced School Improvement Plan: A Catalyst of Knowledge Management for Schools - ProQuest","title-short":"Enhanced School Improvement Plan","URL":"https://search.proquest.com/openview/7f0483924466f518864364261f7a48ac/1?pq-origsite=gscholar&cbl=1796420","accessed":{"date-parts":[["2019",12,5]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} 1.

Higher education institutions' objective should be to provide quality education to students and also to involve them in the creation of new knowledge. High education quality is possible by creating an effective and efficient infrastructure for learning and teaching. By creating effective infrastructure more students will be attracted to admission which will support better earning for the institution. By implementing effective and innovative pedagogy in training, students are allowed to understand the concepts to improve their creativity and analytical skills. By involving the students in research activities and by designing and implemented research-oriented curriculum and evaluation policies both faculty members and students will involve in the creation of knowledge and publications. This automatically improves the research productivity of educational institutions. In this article, I will discuss designing and implementing of the productivity improvement program in ABC educational institute. The research enhancement model will be proposed and strategies that need to be followed by the institute to enhance productivity will be suggested.

Productivity improvement plan

The productivity improvement program will focus on the institutional research productivity of both students and faculty. The scheme of this productivity plan will depend on the ability of the institution in the creation of new knowledge. The creation of new knowledge will depend on the institution's publications and research. The publication of institutions will be measured by calculating its annual average publications which in turn depend on the number of articles published in a journal, several books published in edited volumes and the number of book chapters published. The productivity of the research will be measured by knowing the research index. Based on these I have devised a productivity improvement program. This program is based on an idea of how to involve faculty and students in enhancing the research output of an organization. The curriculum model will be developed to allow students to work in industry and research projects every semester along with a study on elective and core subjects ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"oFETfLEO","properties":{"formattedCitation":"\\super 2\\nosupersub{}","plainCitation":"2","noteIndex":0},"citationItems":[{"id":1778,"uris":["http://zotero.org/users/local/mlRB1JqV/items/9SMNBHLF"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/9SMNBHLF"],"itemData":{"id":1778,"type":"book","abstract":"Seeking greater accountability in higher education, many states have adopted performance funding, tying state financial support of colleges and universities directly to institutional performance based on specific outcomes such as student retention, progression, and graduation. Now in place in over thirty states, performance funding for higher education has been endorsed by the US Department of Education and major funders like the Gates and Lumina foundations. Focusing on three states that are regarded as leaders in the movement—Indiana, Ohio, and Tennessee—Performance Funding for Higher Education presents the findings of a three-year research study on its implementation and impacts. Written by leading authorities and drawing on extensive interviews with government officials and college and university staff members, this book describes the policy instruments states use to implement performance funding; explores the organizational processes colleges rely on to determine how to respond to performance funding; analyzes the influence of performance funding on institutional policies and programs; reviews the impacts of performance funding on student outcomes; examines the obstacles institutions encounter in responding to performance funding demands; investigates the unintended impacts of performance funding. The authors conclude that, while performance funding clearly grabs the attention of colleges and leads them to change their policies and practices, it also encounters major obstacles and has unintended impacts. Colleges subject to performance funding are hindered in posting good results by inappropriate performance measures, insufficient organizational infrastructure, and the commitment to enroll many students who are poorly prepared or not interested in degrees. These obstacles help explain why multivariate statistical studies have failed to date to find a significant impact of performance funding on student outcomes, and why colleges are tempted to resort to weakening academic quality and restricting the admission of less-prepared and less-advantaged students in order to improve their apparent performance. These findings have wide-ranging implications for policy and research. Ultimately, the authors recommend that states create new ways of helping colleges with many at-risk students, define performance indicators and measures better tailored to institutional missions, and improve the capacity of colleges to engage in organizational learning.","ISBN":"978-1-4214-2082-0","language":"en","note":"Google-Books-ID: ZVfzDAAAQBAJ","number-of-pages":"277","publisher":"JHU Press","source":"Google Books","title":"Performance Funding for Higher Education","author":[{"family":"Dougherty","given":"Kevin J."},{"family":"Jones","given":"Sosanya M."},{"family":"Pheatt","given":"Lara"},{"family":"Natow","given":"Rebecca S."},{"family":"Reddy","given":"Vikash"}],"issued":{"date-parts":[["2016",10,4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} 2.

The major objective of this institute is to create new knowledge and skills among students. By keeping this objective in mind polices will be developed to add research components as a major component of the higher education system. Scholarships will be provided to the organization and students to encourage the research in different areas. The institute will promote the research atmosphere and will also encourage students and faculty members to involve in research projects. The institute will give priority to recruiting research-oriented faculty members, the setting of research centers, research funding, and publications. The dedication and commitment of faculty along with its competitiveness in research is very important. The research productivity of this institution will be enhanced by increasing the research publications of both students and faculty members. The strategies that will be used to increase research productivity ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ZPPUwgcG","properties":{"formattedCitation":"\\super 3\\nosupersub{}","plainCitation":"3","noteIndex":0},"citationItems":[{"id":1777,"uris":["http://zotero.org/users/local/mlRB1JqV/items/H29J4TJF"],"uri":["http://zotero.org/users/local/mlRB1JqV/items/H29J4TJF"],"itemData":{"id":1777,"type":"article-journal","abstract":"The purpose of this article is to assist the trauma medical and program director with developing a performance improvement and patients safety plan (PIPS), which is a required component of a successful trauma verification process by the American College of Surgeons. This article will review trauma quality standards and will describe in detail the required elements of a successful trauma center's performance improvement plan including a written comprehensive plan that outlines the mission and vision of the PIPS Program, authority of the PIPS Program, PIPS Program Committee reporting structure to the other hospital committees, list of required PIPS multidisciplinary team members, the operational components of the utilized data management system (trauma registry), list of indicators/audit filters, levels of review, peer determinations, corrective action plan with implementation, event resolution, and reevaluation. Strategies to develop a successful trauma performance improvement plan are presented.","container-title":"Journal of Trauma Nursing","DOI":"10.1097/JTN.0000000000000166","ISSN":"1078-7496","issue":"6","language":"en-US","page":"315","source":"journals.lww.com","title":"The Genesis of a Trauma Performance Improvement Plan","volume":"22","author":[{"family":"Pidgeon","given":"Kristopher"}],"issued":{"date-parts":[["2015",12]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} include the Appointment of faculty members who have passion, research experience and inclination on publications and research. Supporting faculty members to work on different research projects by allocating time and providing external and internal institutional projects. Research centers will be created in different areas and making faculty members in charge of it. Research publication targets will be set to each faculty member and providing facilities to them to reach the publication target. Faculty development programs will be arranged on research methods. Scholar publications will be increased in international journals. Conferences and workshops will be organized periodically and the target will be set to each faculty member to present papers at the conference. Faculty members will be encouraged to publish their research papers in an international journal. The institution will encourage its students to involve in different research projects. The policy will be formulated to encourage faculty members to publish their papers in international open access journals to increase citation. The different mean of opportunities will be created to increase collaboration both at the international and national levels. This will create a better opportunity for exchanging ideas for inter-institutional collaborative publications.

The research atmosphere will be created in college by the following means. Through the research committee, every faculty member will be counseled for their research interests. Young faculty members will be supported by giving different research and case study ideas. The institute will conduct faculty meetings regularly to discuss the research development in different projects. The research committee of the institute will organize training workshops for faculty members on journal publishing and research methodology. The college will organize national conferences every year and will encourage faculty members to submit papers in each conference. The presented paper in the conference will be reviewed and published in conference proceedings. The improved papers will be published in international journals after proper supervision. The working strategy will be formulated by the research committee of the institute. The committee will supervise the student research and the working strategy will be formulated by the research committee of the institution.

The strategies that will be adopted by the research committee include: career goals will be set for becoming a successful researcher. The competition will be created among students and faculty members. The research environment will be created in the institute by providing proper infrastructure such as an online database, computer with internet, etc. Faculty members and students will be empowered by organizing research-related seminars and statistical and graphical software for training purposes. Funding’s for the publications will be provided by the institution for supporting journal publication and faculty promotions and increments will be done based on the research performance.

Training is very important because it prepares teachers to do their job well by building the right knowledge and skills for intelligent and logical decisions and actions. Well trained educators will attain a positive attitude and efficient work habits that will promote teamwork and cooperation. The strategy of goal setting for faculty members will help to convey the responsibility to faculty members of the institute. When the faculty member will realize the responsibility as a trainer, researcher and teacher then he will orient his mindset to think towards the effective way of generating new knowledge ADDIN EN.CITE <EndNote><Cite><Author>Martinez</Author><Year>2016</Year><RecNum>350</RecNum><DisplayText>(Martinez, Bermudez, Guilley-Toyogon, Ramos, &amp; Figueroa, 2016)</DisplayText><record><rec-number>350</rec-number><foreign-keys><key app="EN" db-id="2s2s0zrapsf0pbe5efuvv20f9rszvx0sd2fe" timestamp="1575520054">350</key></foreign-keys><ref-type name="Conference Proceedings">10</ref-type><contributors><authors><author>Martinez, Renetchie</author><author>Bermudez, Joycelyn</author><author>Guilley-Toyogon, Honnelynne</author><author>Ramos, Noel</author><author>Figueroa, Nimfa</author></authors></contributors><titles><title>Enhanced School Improvement Plan: A Catalyst of Knowledge Management for Schools</title><secondary-title>International Conference on Intellectual Capital and Knowledge Management and Organisational Learning</secondary-title></titles><pages>333</pages><dates><year>2016</year></dates><publisher>Academic Conferences International Limited</publisher><urls></urls></record></Cite></EndNote>(Martinez, Bermudez, Guilley-Toyogon, Ramos, & Figueroa, 2016).

The goal-setting will help to make faculty members take responsibility to involve themselves in research activities and they will find time in their busy schedule. Productivity improvement cannot be achieved through just actions ideas and control. Very good productivity results are obtained by focusing on managing operational unit requirements. Therefore, total requirements will be managed by the use of managerial skills which will provide the right direction and will help to provide adequate motivation, encouragement, positive reinforcement and recognition. Proper coordination of all activities will be achieved by designating a project manager to be in charge of all these activities. He will ensure that the project will go according to the schedule. The project manager will possess good judgment, interpersonal skills, and organizational abilities.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY 1. Enhanced School Improvement Plan: A Catalyst of Knowledge Management for Schools - ProQuest. https://search.proquest.com/openview/7f0483924466f518864364261f7a48ac/1?pq-origsite=gscholar&cbl=1796420. Accessed December 5, 2019.

2. Dougherty KJ, Jones SM, Pheatt L, Natow RS, Reddy V. Performance Funding for Higher Education. JHU Press; 2016.

3. Pidgeon K. The Genesis of a Trauma Performance Improvement Plan. Journal of Trauma Nursing. 2015;22(6):315. doi:10.1097/JTN.0000000000000166

In Instructions

HRM functions

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

[Institutional Affiliation(s)]

HRM functions

An employee or human resource is one of the most important assets of an organization. Highly successful organizations consider human asset as the most valuable one and apprehend that organizational success is highly dependent on its personnel. Human Resource Management is a discipline that deals with management of skills and talent of the people in an organization so that they can effectively contribute to organizational aims and goals. Every organization, whether profitable or non-profitable, has to perform the functions of recruitment, selecting, training and development. HR department is solely responsible for performing these essential functions. This research paper seeks to discuss essential HR functions and their contribution to an organization’s success, alongside the associated laws and regulations CITATION Car15 \l 1033 (Youssef-Morgan, 2015).

HR Planning, Recruitment, and Selection

The strategic HRM process consists of planning, hiring and training and development of employees. Planning of human side of an organization is a pivotal function of HR department. The planning requires a precise assessment of the number of employees needed to perform necessary operations and future tasks. Planning is vital to avoid access and shortage of human capital which create challenges for the entire organization. Planning involves linking the strategic plan of an organization with the strategic HR plan. This phase consists of several steps such as environmental scanning, external and internal analysis, finding the gap, crafting HR plans and implementation of plan. Planning is used as a foundation to recruitment and selection of employees. The next step after planning is to perform strategic job analysis and job design. This analysis results in giving all the necessary information about the job. After completing the job analysis job description and speciation is designed through which the job is advertisement seeking the appropriate people for the post. The recruitment process consists of many phases such as publicizing job, searching and attracting required talent through variety of platforms. The selection of the most suitable candidate depends on selection criteria, assessing the reliability and legal compliance of candidate and fining the perfect job fit. Employees’ reliability and aptness is assessed alongside consideration of laws governing HR practices. Selecting right candidate is the most critical factor in creating competitive advantage through humans.

Performance Management

Job performance of an employee determines the value that an organization is obtaining from the employee’s behavior. This fact is undeniable that an organization wants its people to show a relatively high performance. This calls for an effective system to determine and assess the work performance of employees. Such as system is known as performance appraisal system, aimed at continuous performance improvement. Performance appraisal or management is essential to ensure effective performance by assessing the current performance and adopting ways to enhance performance. The first step is to measure the current performance and for this purpose performance measures are developed. It is worth mentioning that performance appraisal is not merely to improve performance but is vital to manage compensation, making informed job placement decisions and to provide feedbacks to employees. There are various methods of appraisals such as narrative technique, management by objective, forced-distribution method, 360-degree feedback method, and behaviorally anchored rating scale (BARS). An amalgamation of performance measurement methods must be used to ensure precise assessment. Performance management is also an imperative function of HR and it enhances many other HR processes. Recent developments have created new challenges and openings in performance management such as legal implications, cross-cultural considerations and preventing biasness.

Human Resources Development

It is noteworthy to mention that performance appraisal is not merely to improve performance but is vital to manage compensation, making informed job placement decisions and to provide feedbacks to employees. It is also the basis of training and development decisions of employees. Human resource development is the HR function dealing with training and career development efforts to enrich employee and organizational efficiency. The goal of HRD is to assist employees in developing competences for the current and future jobs via pre-arranged learning programs. Knowledge is the key to organizational success and training impacts awareness of employees. It adds value to the organization by building intellectual competency of employees. Providing training and development opportunities to employees is a great way to retain and attract talented personnel ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"yemmQLTv","properties":{"formattedCitation":"(Falola, Osibanjo, & Ojo, 2014)","plainCitation":"(Falola, Osibanjo, & Ojo, 2014)","noteIndex":0},"citationItems":[{"id":754,"uris":["http://zotero.org/users/local/orkqtrjP/items/8WRJYBJT"],"uri":["http://zotero.org/users/local/orkqtrjP/items/8WRJYBJT"],"itemData":{"id":754,"type":"article-journal","title":"Effectiveness of training and development on employees' performance and organisation competitiveness in the nigerian banking industry","container-title":"Bulletin of the Transilvania University of braşov","page":"161","volume":"7","issue":"1","author":[{"family":"Falola","given":"Hezekiah Olubusayo"},{"family":"Osibanjo","given":"Adewale Omotayo"},{"family":"Ojo","given":"Ibiyinka Stella"}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Falola, Osibanjo, & Ojo, 2014). Talented employees are on the lookout of employers who offer career development and invest in their people. The performance appraisal system underpins the strengths and weaknesses of workforce and it is also referred to as the training needs assessment (TNA) of employees. Once TNA is completed, the next step is training design i.e. setting training goals and objectives. After training design the following step is development i.e. the answer of “how these goals are going to be accomplished? Different methods can be employed to deliver the training to employees which is followed by an evaluation of training impacts.

Compensation and Benefits

Pay, compensation and benefits are crucial to attract, inspire and preserve talent in an organization. Pay and rewards play a motivational role for the employees and stimulate them to perform better which eventually results in organizational success. Different motivational theories contribute to the factor that pay and benefits are a great way to motivate employees. Maslow’s hierarchy of needs (1943) theory argues that fulfillment of needs is a motivator for the employees. The hierarchy begins with physiological needs and goes up to self-actualization inferring that need of each employee has to be satisfied to keep them motivated. Herzberg’s two-factor theory suggests that absence of compensation and benefits results in decreased satisfaction and motivation ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"JIuHdI95","properties":{"formattedCitation":"(Bryant & Allen, 2013)","plainCitation":"(Bryant & Allen, 2013)","noteIndex":0},"citationItems":[{"id":755,"uris":["http://zotero.org/users/local/orkqtrjP/items/RQG24TDE"],"uri":["http://zotero.org/users/local/orkqtrjP/items/RQG24TDE"],"itemData":{"id":755,"type":"article-journal","title":"Compensation, benefits and employee turnover: HR strategies for retaining top talent","container-title":"Compensation & Benefits Review","page":"171-175","volume":"45","issue":"3","author":[{"family":"Bryant","given":"Phil C."},{"family":"Allen","given":"David G."}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Bryant & Allen, 2013). Several other theories highlight different factors based on employees needs such as goal attainment, fair treatment, need of power and affiliation that motivate employees to exhibit a certain conduct. According to the behavioral perspective, rewards and compensation must be connected with the preferred behavior that could lead to favorite performance. Effective pay structures balance internal and external equity across the factors inside and outside an organization. Employers must also be offered mandatory and non-mandatory benefits to employees linked with the other HR functions such as hiring, training and reimbursement. An organization must address legal, demographic and economic aspects alongside performance while rewarding their employees.

The Role of Performance Management System in Effective Training and Development

The systematic process of performance management and appraisal act as a guide for the employers to design an effective training programs. Appraisal is a method of measuring the strengths and weaknesses of employees so that training programs aimed at removing the weaknesses can be designed. Functions performed in the performance evaluation and management contribute to effective training and development in many ways. In the process of performance appraisal, first of all performance measures are established and their reliability and validity is also assessed. The performance appraisal also helps to determine the training needs and knowledge gaps based on which training and development programs are designed. In this way, training is provided to meet the goal of desired performance. Employees are provided with the feedback to inform them where they stand in terms of performance and in what ways they can improve it. Based on the results obtained from the process of employee evaluation, training programs are directed at improving the areas of deficiency. In addition, development programs results in effective job placement based on employee strengths and appropriateness for a job.

Role of Performance Management System with Other HR Functions in Attracting and Retaining Talent

The ultimate goal of HR of an organization is to enhance the employee performance and effectiveness. An effective performance management system together with reimbursement and benefits motivates employees and persuades them to perform better ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"vBjvFQKt","properties":{"formattedCitation":"(Lawler III, Benson, & McDermott, 2012)","plainCitation":"(Lawler III, Benson, & McDermott, 2012)","noteIndex":0},"citationItems":[{"id":752,"uris":["http://zotero.org/users/local/orkqtrjP/items/TQTTHBJP"],"uri":["http://zotero.org/users/local/orkqtrjP/items/TQTTHBJP"],"itemData":{"id":752,"type":"article-journal","title":"What makes performance appraisals effective?","container-title":"Compensation & Benefits Review","page":"191-200","volume":"44","issue":"4","author":[{"family":"Lawler III","given":"Edward E."},{"family":"Benson","given":"George S."},{"family":"McDermott","given":"Michael"}],"issued":{"date-parts":[["2012"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Lawler III, Benson, & McDermott, 2012). In addition, employees are always looking for employers that not only invest in their careers and provide them training but also rewards them for their excellent performance. The compensation is primary reason a person performs a job while benefits are non-monetary. Benefits and right pay structure has always been a great way to attract and retain talented employees. Benefits and compensation combined with the opportunities to enhance knowledge and skills is something every employee is looking for. Talented employees stick to those employers who fulfils these requirements. In addition, compensation and benefits do not work in isolation. These are linked with the other functions such as recruitment, selection and this integration results in the overall source of competitive advantage.

Employment and Labor Laws

Labor and employment law deals with the laws and rules that govern the relationship between employees and firms. Labor laws mainly governs the relationship between groups of employers and workers whereas the employment law oversees the individual relationship. The he United States Department of Labor enforces about more than 180 laws to regulate the behaviors of employers and various workplace activities such as hiring, wages and compensation decision, employee benefits and other important matters. The Fair Labor Standards Act fixes the minimum wage for employees and also governs matters lined with child labor. The Employee Retirement Income Security Act (ERISA) is responsible for regulating the pay and pension plans of employees. The Family Medical and Family Leave Act gives the right of taking unpaid leave to fulfil family responsibilities and maintain a work-family balance. The Occupational Safety and Health Act (OSHA) oversees the health and safety circumstances and training necessities in dangerous work environments. Several laws protect employees from discrimination grounded on age, gender, and ethnic background. These laws include Equal Pay Act of 1963, Title VII of the Civil Rights Act of 1964, and the Civil Rights Act of 1991. Organizations have to take care of the requirements of these laws and regulations while performing the necessary HR functions to prevent any lawsuit in future.

Laws and Regulations Impacting HR functions

All the necessary HR functions are governed by different labor and employment laws and regulations. The labor discrimination and protection laws protect job candidates from any form of discrimination based on age, color, sex, ethnic background and physical disparity. These laws related to HR Planning, Recruitment, and Selection are governed by the Equal Employment Opportunity Commission. Title VII of the Civil Rights Act of 1964 is also the foundation of training and development and performance appraisal programs ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"63uovnSP","properties":{"formattedCitation":"(\\uc0\\u8220{}Laws Enforced by EEOC,\\uc0\\u8221{} n.d.)","plainCitation":"(“Laws Enforced by EEOC,” n.d.)","noteIndex":0},"citationItems":[{"id":759,"uris":["http://zotero.org/users/local/orkqtrjP/items/YZWT6EPF"],"uri":["http://zotero.org/users/local/orkqtrjP/items/YZWT6EPF"],"itemData":{"id":759,"type":"webpage","title":"Laws Enforced by EEOC","URL":"https://www.eeoc.gov/laws/statutes/index.cfm","accessed":{"date-parts":[["2019",7,31]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (“Laws Enforced by EEOC,” n.d.). Employee Retirement Income Security Act (ERISA) and Fair Labor Standards Act guides an organization in designing compensation and benefits plans. Legal concerns are rising an employers are expected to conform to all the regulatory requirements while performing HR functions. These laws also influence the nature of relationship between an employee and employers.

Role of HRM Functions to Improve Employee and Organizational Conduct

There are eight activities involved in HRM process. The aim of all the eight activities is to motivate, retain, and attract qualified employees. These actives result in excellent performance, reduced production costs, low employee turnover, and greater profitability ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"TOip9keG","properties":{"formattedCitation":"(Noe, Hollenbeck, Gerhart, & Wright, 2017)","plainCitation":"(Noe, Hollenbeck, Gerhart, & Wright, 2017)","noteIndex":0},"citationItems":[{"id":753,"uris":["http://zotero.org/users/local/orkqtrjP/items/B5G33VF5"],"uri":["http://zotero.org/users/local/orkqtrjP/items/B5G33VF5"],"itemData":{"id":753,"type":"book","title":"Human resource management: Gaining a competitive advantage","publisher":"McGraw-Hill Education New York, NY","ISBN":"1-259-25506-9","author":[{"family":"Noe","given":"Raymond A."},{"family":"Hollenbeck","given":"John R."},{"family":"Gerhart","given":"Barry"},{"family":"Wright","given":"Patrick M."}],"issued":{"date-parts":[["2017"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Noe, Hollenbeck, Gerhart, & Wright, 2017). Besides, these activities will align HR with organization's strategic goals, if carried out effectively. The functions of HR department ranges from HR planning, hiring and selection, training and developing and eventually retaining and motivating the employees to perform better. The ultimate goals of all these activities is to attract and retain talented employees by regulating their behavior. The employee behavior is influenced by the HR activities and functions eventually leading to the betterment of an organizational behavior. All the HR activities are linked with the strategic objectives of an organization, for instance, planning and selection is linked with the strategic demand of people in an organization. People are hired according to the organizational needs while training and development will enable to identify and remove any gaps in the performance. Compensation and benefits increases employee morale and motivates them to do better, while training and development enhances their knowledge and skills. In this way employees’ behavior keeps on improving eventually leading to the desired behavior in entire organization.

Conclusion

To sum up the discussion, HR is an essential function of an organization since it deals with managing the human capital, one of the pivotal assets of a firm. This paper has discussed all the essential functions of HR department of an organization along with the rules and regulations that govern these functions and decisions. A detailed overview of each function reveals its standing in keeping employees that make a significant contribution to fulfillment of organizational goals and objectives. HR plays a strategic role in the organizational success by contributing to employee retention, inspiration, self-confidence, productivity, and enhanced performance. However, HR is not only the responsibility of HR department but every manager has some HR responsibilities. HR professionals must closely monitor the changing needs and opportunities in the area to promote organizational success.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171–175.

Falola, H. O., Osibanjo, A. O., & Ojo, I. S. (2014). Effectiveness of training and development on employees’ performance and organisation competitiveness in the nigerian banking industry. Bulletin of the Transilvania University of Braşov, 7(1), 161.

Lawler III, E. E., Benson, G. S., & McDermott, M. (2012). What makes performance appraisals effective? Compensation & Benefits Review, 44(4), 191–200.

Laws Enforced by EEOC. (n.d.). Retrieved July 31, 2019, from https://www.eeoc.gov/laws/statutes/index.cfm

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

Youssef-Morgan, C. M. (2015). Human Resource Management. Lachina Publishing Service.

International And Intercultural Communication

International and Intercultural Communication

Tiffany Reynoso

[Institutional Affiliation(s)]

International and Intercultural Communication

Hofstede’s Six Dimensions of Culture are used as the most popular framework to model the cultural differences between different countries. These dimensions comprises of individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, long-term orientation, power distance, and indulgence ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"sIPUgGkT","properties":{"formattedCitation":"(Hofstede, 2009)","plainCitation":"(Hofstede, 2009)","noteIndex":0},"citationItems":[{"id":567,"uris":["http://zotero.org/users/local/orkqtrjP/items/2HJ6NLXG"],"uri":["http://zotero.org/users/local/orkqtrjP/items/2HJ6NLXG"],"itemData":{"id":567,"type":"book","title":"Geert Hofstede cultural dimensions","author":[{"family":"Hofstede","given":"Geert"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Hofstede, 2009). This paper seeks to compare and contrast Germany and the United States based on these cultural dimensions.

Comparison and Contrast

The first dimension is power distance that is the acceptance of the differences in power among the members. Both countries Germany and the United States are low on this dimension. Germany scores 35 while the US scores 40, which means that both nations emphasize participative communication and control is generally disliked. The second dimension i.e. individualism is relatively high in Germany and it scores 67 while the US has a very high score on this dimension i.e. 91. The individualistic culture focuses on individual goals and objectives. There is a strong belief in the ideal of self-actualization in both nations, but the individualistic culture is higher in the US ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"OBZFpUB9","properties":{"formattedCitation":"(Zha, Walczyk, Griffith-Ross, Tobacyk, & Walczyk, 2006)","plainCitation":"(Zha, Walczyk, Griffith-Ross, Tobacyk, & Walczyk, 2006)","noteIndex":0},"citationItems":[{"id":568,"uris":["http://zotero.org/users/local/orkqtrjP/items/DYACEUX2"],"uri":["http://zotero.org/users/local/orkqtrjP/items/DYACEUX2"],"itemData":{"id":568,"type":"article-journal","title":"The impact of culture and individualism–collectivism on the creative potential and achievement of American and Chinese adults","container-title":"Creativity Research Journal","page":"355-366","volume":"18","issue":"3","author":[{"family":"Zha","given":"Peijia"},{"family":"Walczyk","given":"Jeffrey J."},{"family":"Griffith-Ross","given":"Diana A."},{"family":"Tobacyk","given":"Jerome J."},{"family":"Walczyk","given":"Daniel F."}],"issued":{"date-parts":[["2006"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Zha, Walczyk, Griffith-Ross, Tobacyk, & Walczyk, 2006). It is also reflected in the family system, i.e. German families are smaller and large joint family system is highly discouraged.

The third dimension of masculinity also shows a relatively similar score. Germany scores 66 and the US scores 62, which indicates that both the nations are driven by competition, accomplishment and success. This behavior is also witnessed in the typical American system and the value system of competition that starts in the schools. The commonly shared values include, one must try to be best and success is the great motivator. The next dimension is the uncertainty avoidance, on which Germany scores high i.e. 65 as compared to the US i.e. 46. This is witnessed in the American society that shows a high degree of acceptance of innovations, new ideas and approval of something novel and different. On the other hand, Germans are not always welcoming to new ideas and opinions.

A high difference is noticed in the scores of long-term orientation and indulgence. The Germans show a very high score, 83 on this dimension while the US shows a lesser score i.e. 26. This indicates that Germans are very pragmatic and believe that certainty rest on the situation. On the other hand, Americans are very practical and have a can-do attitude. Indulgence refers to the gratification of more human drives. The US society is very indulgent as their score reflects i.e. 68 as compared to Germany that is restraint in nature and shows a score of 40 on this dimension. Such societies do not put a lot of emphasis on leisure and fun activities.

Recommendations to Business Organizations

If a German and American organization participate in business activity, an understanding of these cultural similarities and differences will be helpful for the manager in promoting effective communication. Since both nations do not vary in terms of power distance and masculinity, managers have to take care of some major differences. Since the Germans are low on the individualistic dimension, managers may need to consider their immediate families in business events and while taking decisions about relocation. Cross communication training underlining the cultural differences of both nations can be helpful ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"cFB6BxOS","properties":{"formattedCitation":"(Zakaria, 2000)","plainCitation":"(Zakaria, 2000)","noteIndex":0},"citationItems":[{"id":570,"uris":["http://zotero.org/users/local/orkqtrjP/items/Y2LKHMYU"],"uri":["http://zotero.org/users/local/orkqtrjP/items/Y2LKHMYU"],"itemData":{"id":570,"type":"article-journal","title":"The effects of cross-cultural training on the acculturation process of the global workforce","container-title":"International Journal of Manpower","page":"492-510","volume":"21","issue":"6","author":[{"family":"Zakaria","given":"Norhayati"}],"issued":{"date-parts":[["2000"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Zakaria, 2000). Since Germans avoid taking risks while Americans are high-risk takers, business scenarios involving high risk will be escaped or rejected by the Germans. In this case, communication plays a vital role to demonstrate the benefits of risk-taking. The differences in long-term orientation and indulgence should also be considered by the managers. Germans may take more time in planning and Americans demand quick outcomes and reports which must be communicated between the managers of both companies.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Hofstede, G. (2009). Geert Hofstede cultural dimensions.

Zakaria, N. (2000). The effects of cross-cultural training on the acculturation process of the global workforce. International Journal of Manpower, 21(6), 492–510.

Zha, P., Walczyk, J. J., Griffith-Ross, D. A., Tobacyk, J. J., & Walczyk, D. F. (2006). The impact of culture and individualism–collectivism on the creative potential and achievement of American and Chinese adults. Creativity Research Journal, 18(3), 355–366.

International HRM

RUNNING HEAD: HRM

International HRM

[Name of the Writer]

[Name of the Institution]

Introduction

The process of continuing change in the balanced environment along with maintaining harmony in technological development orientation, resources exploitation, investment direction and change in an institution for enhancement of current and future potential are important to fulfilling human objectives and needs. The scope of competition among businesses is nearly global everywhere as business may face fierce competition from foreign services or products, from subsidiaries that are foreign-owned or from foreign-owned domestic firms. In addition, inputs in businesses like capital, legal services, insurance, parts, ideas, technology, office equipment and human resources are available pretty much from everywhere presenting state-of-art work, speed, quality and technology. Consequently, no business nowadays can hide and make a fallacious depiction as they did not understand and cannot respond to the global market ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"rgUGw5gv","properties":{"formattedCitation":"(Briscoe et al., 2009)","plainCitation":"(Briscoe et al., 2009)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/leydubDW","uris":["http://zotero.org/users/local/uHsb2Xzj/items/P6DGX25T"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/P6DGX25T"],"itemData":{"id":230,"type":"book","title":"International human resource management: Policies and practices for multinational enterprises","publisher":"Routledge","source":"Google Scholar","shortTitle":"International human resource management","author":[{"family":"Briscoe","given":"Dennis"},{"family":"Briscoe","given":"Dennis R."},{"family":"Schuler","given":"Randall S."},{"family":"Claus","given":"Lisbeth"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Briscoe et al., 2009). The business conduct has now become “global” movement including many of the following realities for multinational enterprises:

Use of foreign products and services by the virtue of international travelling and bringing the same back in the country to create domestic demand for these services and products.

Through rapid global technology and communications, like satellite television, movies’ global distribution, CDs, DVDs. global printing media and videos, people have the access to substantial information only on one single click.

All types of quick transfer of latest technology provide an opportunity to create modern classic products and services anywhere in the world.

Developing import and export procedures provides exposure to foreign competition. With the increase in limited exceptions, companies across the world can trade with each other with an objective of decreasing cost and meeting the customized demands of the customer.

Improving awareness, access, knowledge and education everywhere in the world to produce the latest technology products and then raising demand for those products and services.

Immigration of a large number of people every year to raise standards of living worldwide.

In today’s global marketplace characterized by fierce and unsparing competition, many organizations seek a chance for further growth in terms of learning, development and advancement for internationalization of respective businesses. Expansion of businesses in other countries requires extensive knowledge of laws and regulations, characteristics of labor in local market and specifications of cultural, economic and political systems which are the basic reasons to internationalize respective businesses to execute particular modifications with respect to the previous way of doing specific business especially human resource management practices. As a result, local culture is the main focus with respect to designing international human resource management ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"VhNI93tM","properties":{"formattedCitation":"(\\uc0\\u272{}or\\uc0\\u273{}evi\\uc0\\u263{}, 2016)","plainCitation":"(Đorđević, 2016)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/eV5YEnbz","uris":["http://zotero.org/users/local/uHsb2Xzj/items/UBEDNDSG"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/UBEDNDSG"],"itemData":{"id":233,"type":"article-journal","title":"Impact of National Culture on International Human Resource Management","container-title":"Economic Themes","page":"281-300","volume":"54","issue":"2","author":[{"family":"Đorđević","given":"Biljana"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Đorđević, 2016). Such essential are the manifestations of local culture to advance an integrated approach to address the economic, social and political elements included in human resource management and consequent expansion of business ventures amid challenges and impediments. Human resource management does not seem to have a clear role in establishing sustainability across all branches of an organization. The participation and contribution of the human resource management team ranges from making the employees learn about policies and procedures of an organization, participation in high-level tasks of leadership to training execution programs instructed by other functions. In a generalization of management transfer about ideas, innovations and practices between Latin America and Europe, it is important to comprehend that both sides are listening, learning, reading and collaborating which are in turn dependent on stakeholders involved and issues required to be pursued. Keeping in mind influential effect of local culture on the management of human resource content, the goal of this essay is to underpin a link between compatibility of local Australian bank culture and international practices of human resource management observed in Brazil.

International human resource management is the concept that includes various essential specifications in comparison to national human resource management practices which is the need of an organization that has internationalized business while formulating policies from an area of human resource management to consider particulars of the local area. Besides, it offers a potential platform to accomplish the objectives of the organization and cultivate a competitive advantage over the competitors at both international and national level. The dimensions of national culture, which are required to be understood for designing international human resource management, characterizes understanding the time orientation, space (mixed, public or private), human nature, relationship with people and relationship among individuals (linear, collateral or individualistic). The most important factor in designing procedure and policies within international human resource management demands consideration of the fact that dynamics of certain country culture are dynamic and change in accordance with time and as a result, these changes illustrate two directions. One direction decreases the cultural difference between different countries which is called convergence in culture and the second direction are deepening of cultural differences called divergence in culture.

Globalization process, mass media development and people migrating to other countries for the sake of education and economic purpose are the main contributing factors in the convergence of culture. ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"FUGKTY6U","properties":{"formattedCitation":"(\\uc0\\u272{}or\\uc0\\u273{}evi\\uc0\\u263{}, 2016)","plainCitation":"(Đorđević, 2016)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/eV5YEnbz","uris":["http://zotero.org/users/local/uHsb2Xzj/items/UBEDNDSG"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/UBEDNDSG"],"itemData":{"id":233,"type":"article-journal","title":"Impact of National Culture on International Human Resource Management","container-title":"Economic Themes","page":"281-300","volume":"54","issue":"2","author":[{"family":"Đorđević","given":"Biljana"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Đorđević, 2016).

However, not every time there is convergence or divergence in culture, instead of at times crossvergence of cultures occur. Crossvergence of the culture characterizes the dynamic interface of influences that are sociocultural with reference to the ideology of business providing driving power in order to make rapid development of unique systems of values in society. ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"2eey4Rnt","properties":{"formattedCitation":"(Ralston, 2008)","plainCitation":"(Ralston, 2008)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/apTa8Dug","uris":["http://zotero.org/users/local/uHsb2Xzj/items/FP2XP7GP"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/FP2XP7GP"],"itemData":{"id":234,"type":"article-journal","title":"The crossvergence perspective: Reflections and projections","container-title":"Journal of International Business Studies","page":"27-40","volume":"39","issue":"1","author":[{"family":"Ralston","given":"David A."}],"issued":{"date-parts":[["2008"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Ralston, 2008).

International expansions and acquisitions are always inspired and motivated by the desire to access knowledge and transferring the same between acquired and acquiring companies. Factors affecting success or failure of knowledge transfer include the type of knowledge, the strategy of integration, reactions of human resource of organization, communication and expatriates utilization. However cultural factors understanding, which impacts the transfer of knowledge in mergers and acquisitions, is kept limited (Sarala and Vaara, 2010).

Compensation strategies are necessary to be revitalized according to the new penetrated cultural environment (Lowe et al., 2002).

Trillions of dollars have been spent by the organizations in mergers and acquisitions that have profoundly changed them and affected countless lives. Based on acquisitions and mergers, it is seen that failures in acquisitions develop from problems arising due to combining diverse cultures in the phase of integration. Contradictions related to thoughts of organizational value and practices ultimately lead to collaboration lapse and failed opportunities for learning. Problems may arise and even enhance when acquisition, between companies located in different parts of the world, occur. Barriers of foreign languages and national culture work, diverse legal obligations and regulatory obstacles hinder benefits of integration ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"78hfaxDB","properties":{"formattedCitation":"(Bj\\uc0\\u246{}rkman et al., 2007b)","plainCitation":"(Björkman et al., 2007b)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/Opl75AwO","uris":["http://zotero.org/users/local/uHsb2Xzj/items/WT6W3YM7"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/WT6W3YM7"],"itemData":{"id":236,"type":"article-journal","title":"Cultural differences and capability transfer in cross-border acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration","container-title":"Journal of International Business Studies","page":"658-672","volume":"38","issue":"4","author":[{"family":"Björkman","given":"Ingmar"},{"family":"Stahl","given":"Günter K."},{"family":"Vaara","given":"Eero"}],"issued":{"date-parts":[["2007"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Björkman et al., 2007b).

Thus, there are mixed observations and findings of the influence of cultural differences on the integration of acquisition results. The strong cultural differences are due to two factors as first is culture, which is pivot of attention in service organizations because it presents itself as a controlling instrument and second is self-sufficiency removal on extensive basis which is consequence of extreme intervention in decisions of top management which is the acquired team in order to gain synchronization potential ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"lMrJtrsx","properties":{"formattedCitation":"(Weber, 1996)","plainCitation":"(Weber, 1996)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/jXrYvI7U","uris":["http://zotero.org/users/local/uHsb2Xzj/items/L6NSWUDL"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/L6NSWUDL"],"itemData":{"id":237,"type":"article-journal","title":"Corporate cultural fit and performance in mergers and acquisitions","container-title":"Human relations","page":"1181-1202","volume":"49","issue":"9","author":[{"family":"Weber","given":"Yaakov"}],"issued":{"date-parts":[["1996"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Weber, 1996).

With the globalization of giant corporations on a continuing basis and increased level of awareness of employees' significance for the competitiveness of the company, the question regarding management of people in foreign associates has gained considerable importance. For many years, researchers have expressed the proposition that generation of valuable and non-substitutable human assets have been helped and supported through motivation, development and acquisition of employees of firm aimed by human resource management practices. ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"d84JG7aW","properties":{"formattedCitation":"(Bj\\uc0\\u246{}rkman et al., 2007a)","plainCitation":"(Björkman et al., 2007a)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/TtnzUgkH","uris":["http://zotero.org/users/local/uHsb2Xzj/items/6Y33VFZP"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/6Y33VFZP"],"itemData":{"id":239,"type":"article-journal","title":"Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study","container-title":"Journal of International Business Studies","page":"430-446","volume":"38","issue":"3","source":"DOI.org (Crossref)","abstract":"This study sets out to explore HRM practices in MNC subsidiaries within an institutional theory framework. Based on a sample of 158 subsidiaries of multinational corporations operating in the United States, Russia, and Finland, the paper examines factors hypothesized to influence the HRM practices adapted in US, Japanese, and European MNC subsidiaries located in Russia, Finland and the US. The results indicate significant differences in HRM practices used across host countries. Both the status of the subsidiary HR department and the degree to which the subsidiary was involved in knowledge transfer with other parts of the MNC had a significant impact on the selection of HRM practices.","DOI":"10.1057/palgrave.jibs.8400267","ISSN":"0047-2506, 1478-6990","shortTitle":"Institutional theory and MNC subsidiary HRM practices","language":"en","author":[{"family":"Björkman","given":"Ingmar"},{"family":"Fey","given":"Carl F"},{"family":"Park","given":"Hyeon Jeong"}],"issued":{"date-parts":[["2007",5]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Björkman et al., 2007a).

Description

Sustainability in Australian and Brazilian context

Sustainability role of leadership in Australia is exemplified in both environmental and social dimensions. Moreover, progressive rapport of Brazil has been observed with respect to the consciousness of corporate social responsibility and environment. Introduction of the corporate social responsibility concept in Brazil was made in 1998 and since then it has been observed by a considerable number of firms ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"azTaj1rQ","properties":{"formattedCitation":"(Wehling et al., 2009)","plainCitation":"(Wehling et al., 2009)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/8xa2VsiM","uris":["http://zotero.org/users/local/uHsb2Xzj/items/QSAAZFJ5"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/QSAAZFJ5"],"itemData":{"id":240,"type":"article-journal","title":"An exploratory study of the role of HRM and the transfer of German MNC sustainability values to Brazil","container-title":"European Journal of International Management","page":"176-198","volume":"3","issue":"2","author":[{"family":"Wehling","given":"Claudia"},{"family":"Guanipa Hernandez","given":"Andrea"},{"family":"Osland","given":"Joyce"},{"family":"Osland","given":"Asbjorn"},{"family":"Deller","given":"Jurgen"},{"family":"Tanure","given":"Betania"},{"family":"Neto","given":"Antonio"},{"family":"Sairaj","given":"Anu"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Wehling et al., 2009). People of Brazil expect the firms to indulge in corporate social responsibility.

Current and latest arguments in the area of cross-nation management of human resources express the fact that factors and variables affecting both “free culture” and “bound culture” are the important elements of human resource management procedures. ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"JsHEgXLk","properties":{"formattedCitation":"(Budhwar and Sparrow, 2002)","plainCitation":"(Budhwar and Sparrow, 2002)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/wMprAm0f","uris":["http://zotero.org/users/local/uHsb2Xzj/items/2NQ9DTKE"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/2NQ9DTKE"],"itemData":{"id":241,"type":"article-journal","title":"An integrative framework for understanding cross-national human resource management practices","container-title":"Human Resource Management Review","page":"377-403","volume":"12","issue":"3","author":[{"family":"Budhwar","given":"Pawan S."},{"family":"Sparrow","given":"Paul R."}],"issued":{"date-parts":[["2002"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Budhwar and Sparrow, 2002).

Many researches have been published focusing on factors determining organizational and managerial practices. Among all these empirical researches, the theoretical outlooks differ on several dimensions which are imperative. Yet they all share the concept that factors of institution hold significant significance as being antecedents of practices of management than coherent factors such as integration of industry, firm size and technology. Factors of the institution have been evolved as a result of processes in history that have produced considerable regional and national differences. These differences and outcomes illustrate the intricate role of the corporations is strengthened and the objectives are accomplished under the influence of an integrated structure and profound practices of management. The point of closure is the ideology that institutions that are social contribute significantly to the use and development of many administrative procedures in organizations. Integration taking place globally should change according to the extent to which in the context of the local institution, the subsidiary faces dissimilarities and differences from parent organization norms. Through the extension of norms of the parent organization, the intensity of local adaptation will highlight the divergence degree between the context of a local institution and the context of the parent institution. Hence with the perspective of systems of national business, multinational corporations will tend to be possibly sensitive regarding differences in cross-national practices of management. In addition, based upon approach of systems of national businesses, it is quite logical to suggest that the degree of deviation of foreign subsidiary in terms of practices of management will be recorded by the extent to which institutional and national patterns and procedures of originating company deviates in comparison to subsidiary ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"cUWIWLXR","properties":{"formattedCitation":"(Gooderham, n.d.)","plainCitation":"(Gooderham, n.d.)","noteIndex":0},"citationItems":[{"id":6,"uris":["http://zotero.org/users/local/GFCVwQZA/items/VFWYJ234"],"uri":["http://zotero.org/users/local/GFCVwQZA/items/VFWYJ234"],"itemData":{"id":6,"type":"article-journal","title":"National Embeddedness and Calculative HRM in US Subsidiaries in Europe and Australia","page":"35","source":"Zotero","language":"en","author":[{"family":"Gooderham","given":"Paul"}]}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Gooderham, n.d.).

Australia and HRM practices

Earlier in the twentieth century, Australia had developed a system of industrial linkages determined by necessary settlements. This means that in order to settle contradictions and disputes, agencies of state gained authority and made obligatory agreements which explained wages and conditions of work ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"4iOpIG6V","properties":{"formattedCitation":"(Gooderham, n.d.)","plainCitation":"(Gooderham, n.d.)","noteIndex":0},"citationItems":[{"id":6,"uris":["http://zotero.org/users/local/GFCVwQZA/items/VFWYJ234"],"uri":["http://zotero.org/users/local/GFCVwQZA/items/VFWYJ234"],"itemData":{"id":6,"type":"article-journal","title":"National Embeddedness and Calculative HRM in US Subsidiaries in Europe and Australia","page":"35","source":"Zotero","language":"en","author":[{"family":"Gooderham","given":"Paul"}]}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Gooderham, n.d.). Australians have developed a system of bargaining which is collective in nature focusing on combined interactions between industrial tribunals, political processes and parties. Mediation has been one of those procedures through which parties held their linkages. The connection between parties and arbitration is fluid and distinctive. It is not a simple “order and obeys" link.

Sustainability itself is a disputed concept. Essentially, three cornerstones of sustainability dictate the manifestations of sustainability in the corporate settings which are stipulated as the triple bottom line. These elements advance to contribute towards meeting the financial goals or to confront the conflict associated with the paradigm of investment and financial structure. Highly referenced and quoted the definition of sustainability can be obtained from the World Commission on Environment and Development (WCED) which reports on social, environmental, and aspects of economics in development which is sustainable such as the concept of limitations of the resource (land, waste, materials and energy) ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"NMe2ZaJn","properties":{"formattedCitation":"(Stubbs and Cocklin, 2008)","plainCitation":"(Stubbs and Cocklin, 2008)","noteIndex":0},"citationItems":[{"id":8,"uris":["http://zotero.org/users/local/GFCVwQZA/items/3T5B2KB6"],"uri":["http://zotero.org/users/local/GFCVwQZA/items/3T5B2KB6"],"itemData":{"id":8,"type":"article-journal","title":"Conceptualizing a “Sustainability Business Model”","container-title":"Organization & Environment","page":"103-127","volume":"21","issue":"2","source":"DOI.org (Crossref)","DOI":"10.1177/1086026608318042","ISSN":"1086-0266, 1552-7417","language":"en","author":[{"family":"Stubbs","given":"Wendy"},{"family":"Cocklin","given":"Chris"}],"issued":{"date-parts":[["2008",6]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Stubbs and Cocklin, 2008). The key factors required for retention of local capital are as follows:

Organizations which work for the common benefit of several multiple stakeholders.

Organizations which work in synchronizing manner to create synergy in achieving environmental, cultural, social and economic outcomes.

Organizations which set and achieve short term milestones and objectives in order to achieve social, economic, sociocultural and environmental outcomes.

Impact of Australian International human resource management practices on the establishment of the Brazilian subsidiary

AUSSIE Bank is a commercial bank. Local communities can own a community branch of AUSSIE bank. Funds are raised by the community bank's workplace, support and infrastructure. Incorporation of decision, to own and establish subsidiary of bank in Brazil, in accordance with human resource practices demands consideration of locally owned community banks in Brazil in particular vicinity (town, city or district of Brazil) since approval for opening of particular type of bank subsidiary is required to be taken by Central bank of Brazil which would address following questions:

What is the population of that vicinity?

How many branches are already operative n that vicinity?

What is the nature (commercial, agricultural or industrial) of that area?

Availability of means of transportation in that area?

What is business and deposit potential of that area?

Any other major and significant considerations

AUSSIE Bank is a major shareholder of Australian stock exchange, aiming to provide capital to small and medium enterprises that have not been provided good services by the capital markets in history. Funds of regional development of AUSSIE Bank provides a framework for facilitating the investment in regional focused and flourishing businesses requiring additional equity to acquire complete potential.

This practice is in contrast to Brazilian organizational culture where extensive documentation for credit approval is required by the Central bank of Brazil. A credit history of five-year account maintenance is required for loan approval in Brazil banking industry which is in contrast to AUSSIE Bank lending the home loans to tenants of public housing to buy their own homes.

Cultural context must be considered while designing compensation strategies. However, greater consistency has been observed while designing strategies related to compensation in Australia (Gomez, 1991). Regarding compensation strategies, every year in Australia, there is no substantial increase in compensation due to unchanged inflation rates which is in contrast to human resource management practices of Brazil where employees of the banking industry have the only attraction of target bonuses when accomplished. Here the parent bank’s management would need to revitalize their strategies accordingly to the new country's banking regulations. Conflicts, differences, strains and contradictions in transferring of values of sustainability from headquarters of the parent organization or foreign subsidiary can be described as inevitable. Some norms, cultures and values have a different meaning in human resource management practices of Brazil and need to be exemplified through best practices. ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"KpXdcJzh","properties":{"formattedCitation":"(Wehling et al., 2009)","plainCitation":"(Wehling et al., 2009)","noteIndex":0},"citationItems":[{"id":"MDSEMsFl/8xa2VsiM","uris":["http://zotero.org/users/local/uHsb2Xzj/items/QSAAZFJ5"],"uri":["http://zotero.org/users/local/uHsb2Xzj/items/QSAAZFJ5"],"itemData":{"id":240,"type":"article-journal","title":"An exploratory study of the role of HRM and the transfer of German MNC sustainability values to Brazil","container-title":"European Journal of International Management","page":"176-198","volume":"3","issue":"2","author":[{"family":"Wehling","given":"Claudia"},{"family":"Guanipa Hernandez","given":"Andrea"},{"family":"Osland","given":"Joyce"},{"family":"Osland","given":"Asbjorn"},{"family":"Deller","given":"Jurgen"},{"family":"Tanure","given":"Betania"},{"family":"Neto","given":"Antonio"},{"family":"Sairaj","given":"Anu"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Wehling et al., 2009).

Expansion of business operations in Brazil would require AUSSIE Bank to consider different benefits which are derived from sustainability mentioned as follows: Conflicts arise due to the different style of implementation of rules and regulations by the foreign subsidiary or sometimes subsidiary does not know implementation procedure of strategies proposed by the parent company. Consistency and methodical way of implementing the values, norms and culture of parent organization in foreign subsidiary needs to be understood clearly so to avoid hindrance in integration and sustainability vision which are there to complement global trends in human resource management practices. At times conflicts occur due to failure to implement the needful on priority or failure to distinguish between “urgent and important”.

New development of customized consumer products

Contribution towards the value of shareholders

Reduction in costs and increased efficiency in production

Introduction of new and innovative products to the banking industry

Reinforcement of employee commitment

Reinforcement of leadership in the market

Identifying unique selling points according to the new country's environment and building a competitive edge.

Conclusion

Recommendations regarding human resource management activities are as follows with reference to sustainability management:

Facilitating the discussion and clarification of corporate motivation for corporate social responsibility and involvement of sustainability.

Promotion of new ethics of three-layered bottom line within the organization.

Education of employees and top managers on implications of business regarding sustainability including edges in corporate social responsibility and marketing.

Development of creating a sense of commitment and awareness in management at the top level.

Clarification of plans regarding sustainability.

Making “sustainability” extremely important approach in product development.

Creation of compatibility between organizational culture and values of sustainability.

Supporting and helping the people to determine the position of sustainability in the hierarchy of the organization.

Serving in the role of advisory in order to help them implement their vision.

Mentoring trainers and leaders on the subject of change management.

Embedding sustainability in every perspective of the organization as possible.

Maintenance of human resource management audits and systems that are sustainable.

Coaching of employees to make them learn about how to interact with legalities of prevailing situations and regulatory authorities.

Sustainability visions are required to be revitalized for the opening of a subsidiary in Brazil in order to maximize stakeholder’s integration and engagement while going for internationalization. This factor, in turn, demands persistent communication to all stakeholders and awareness of stakeholder’s education with respect to issues of sustainability. Engagement and integration of stakeholders depend on both structural (structure of organization, policies and procedures) and cultural (attitudes, values and norms) which holds significant importance in the success of the organization. Irrefutably, willingness and consent of stakeholders are very important when it comes to integrating and synchronizing organizational processes. The stakeholders will play an instrumental role throughout the execution of the plan and business model. Effective relationships with stakeholders are always based on “trust” including equity, trust, integrity and honesty.

Here, AUSSIE Bank should realize that support of stakeholders is very important in the initiatives of sustainability because this would build long term value for all of them. This may lead to a conclusion that acceptance of lower investment return for a short period of time would direct the efforts of the organization in transferring the profits to cultural and structural development programs to support environmental and social initiatives consequently building long term value for the organization.

The primary aim of an organization ought to be strengthening the elements that underpin long-term advantages and can assist to alleviate the impediments in the execution of the business plan and strategy. This observation suggests that the values of an organization should be well aligned around outcomes of sustainability.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Björkman, I., Fey, C.F., Park, H.J., 2007a. Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study. J. Int. Bus. Stud. 38, 430–446. https://doi.org/10.1057/palgrave.jibs.8400267

Björkman, I., Stahl, G.K., Vaara, E., 2007b. Cultural differences and capability transfer in cross-border acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. J. Int. Bus. Stud. 38, 658–672.

Briscoe, D., Briscoe, D.R., Schuler, R.S., Claus, L., 2009. International human resource management: Policies and practices for multinational enterprises. Routledge.

Budhwar, P.S., Sparrow, P.R., 2002. An integrative framework for understanding cross-national human resource management practices. Hum. Resour. Manag. Rev. 12, 377–403.

Đorđević, B., 2016. Impact of National Culture on International Human Resource Management. Econ. Themes 54, 281–300.

Gooderham, P., n.d. National Embeddedness and Calculative HRM in US Subsidiaries in Europe and Australia 35.

Lowe, K.B., Milliman, J., De Cieri, H., Dowling, P.J., 2002. International compensation practices: a ten-country comparative analysis. Hum. Resour. Manage. 41, 45–66. https://doi.org/10.1002/hrm.10019

Ralston, D.A., 2008. The crossvergence perspective: Reflections and projections. J. Int. Bus. Stud. 39, 27–40.

Stubbs, W., Cocklin, C., 2008. Conceptualizing a “Sustainability Business Model.” Organ. Environ. 21, 103–127. https://doi.org/10.1177/1086026608318042

Weber, Y., 1996. Corporate cultural fit and performance in mergers and acquisitions. Hum. Relat. 49, 1181–1202.

Wehling, C., Guanipa Hernandez, A., Osland, J., Osland, A., Deller, J., Tanure, B., Neto, A., Sairaj, A., 2009. An exploratory study of the role of HRM and the transfer of German MNC sustainability values to Brazil. Eur. J. Int. Manag. 3, 176–198.

It's A Case Study (feel Free To Give It A Title)

Case Study Analysis and Solution

Connell D. Gaskin

Columbia Southern University

Case Study Analysis and Solution

Introduction

Relocating the office can have many benefits for the employees and can be an important step in business success. It is understood that office relocation news is not happy news for most of the employees and the relocating process can have a toll on their motivation. Here the job of a human resource manager is to keep the employee motivation high because the change in location can cause insecurity and uncertainty to flare. Maintaining employee morale is, therefore, a necessary step towards the office relocation.

Motivating Employees to Keep Productivity

In order to motivate the employees throughout the 60 days, the first step I would take is to encourage early communication to the employees. I will encourage Mr Davis to have Mr Woods as soon as possible to share the new time with all the employees in order to keep them informed since the law also requires notifying with a 60-day notice. There are many ways to keep the employee motivation at par so that they keep on producing efficiency for the company. One way to do this is to empower employees by asking them about their opinions. Employees’ opinions are also important to know their expectations of the relocation package and the severance package. If the relocation packages, rewards and incentives will be designed according to the employees’ choice and expectations from the organization, the company will be able to keep all the efficient and productive employees. Inspiring employees towards the greater vision is what motivates them and this is the style of Steve Jobs ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a22gc6fec9u","properties":{"formattedCitation":"(Charisma on Command, n.d.)","plainCitation":"(Charisma on Command, n.d.)"},"citationItems":[{"id":1875,"uris":["http://zotero.org/users/local/FGhKhGPG/items/4G29LGXZ"],"uri":["http://zotero.org/users/local/FGhKhGPG/items/4G29LGXZ"],"itemData":{"id":1875,"type":"motion_picture","title":"Steve Jobs Leadership Skills Breakdown - How To Motivate People","source":"YouTube","dimensions":"692 seconds","URL":"https://www.youtube.com/watch?v=dVLERJ5IdrA&feature=youtu.be","author":[{"literal":"Charisma on Command"}],"accessed":{"date-parts":[["2019",5,16]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Charisma on Command, n.d.).

In addition, the communication must emphasize on the positive outcomes that will be generated for the employees by relocation. As suggested by Herzberg, money is a hygiene factor and cannot motivate all the employees. Sense of achievement, recognition and advancement in a position are the great factors that can motivate employees ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a1ohib9cp72","properties":{"formattedCitation":"(Bassett-Jones & Lloyd, 2005)","plainCitation":"(Bassett-Jones & Lloyd, 2005)"},"citationItems":[{"id":1869,"uris":["http://zotero.org/users/local/FGhKhGPG/items/4ECJ4K3K"],"uri":["http://zotero.org/users/local/FGhKhGPG/items/4ECJ4K3K"],"itemData":{"id":1869,"type":"article-journal","title":"Does Herzberg's motivation theory have staying power?","container-title":"Journal of management development","page":"929-943","volume":"24","issue":"10","author":[{"family":"Bassett-Jones","given":"Nigel"},{"family":"Lloyd","given":"Geoffrey C."}],"issued":{"date-parts":[["2005"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Bassett-Jones & Lloyd, 2005). According to Maslow need hierarchy theory, employees need assessment must be done and if their unmet needs can be a driving factor for motivation. Moreover, if employees are communicated what is expected of them in the case of relocation as well, they will be well informed about what is expected of them. The communication plan must also involve a detail of the assistance plan that will help employees after relocation, in this way employees will stay during the 60 days, owing to the fact that company is well aware of their needs and it cares for them.

Establishing oneself as a Positive Reinforcer

Reinforcement is a great way to encourage the desired behavior and the leader needs to encourage the behaviors that have desired outcome for the company. In this scenario, a leader has to act like a positive reinforcer. In one way or another, the leader has to deliver positive reinforcements, to keep the behavior of employees consistent. Here are some ways in I can act as a positive reinforcer using my plan. The communication plan does not involve huge promises to employees, in fact, less should be said and more should be done ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"abjeqdmukf","properties":{"formattedCitation":"(Daniels, 2014)","plainCitation":"(Daniels, 2014)"},"citationItems":[{"id":1873,"uris":["http://zotero.org/users/local/FGhKhGPG/items/TSZ58I4L"],"uri":["http://zotero.org/users/local/FGhKhGPG/items/TSZ58I4L"],"itemData":{"id":1873,"type":"article-journal","title":"semper fidelis! a recipe for leading others.","container-title":"Supervision","page":"6-8","volume":"75","issue":"9","source":"EBSCOhost","archive":"bth","abstract":"The article discusses qualities of a leader and the role of a leader as a positive reinforcer. Topics include the role of a leader to motivate employees and encourage behaviors that benefit the company, the role of leaders in pairing antecedents and consequences, and details on the role of leaders as students.","ISSN":"00395854","journalAbbreviation":"Supervision","author":[{"family":"Daniels","given":"Aubrey"}],"issued":{"date-parts":[["2014",9]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Daniels, 2014). It is too early to make promises with employees, if the management fails to fulfill those promises, employees trust can be at stake. Therefore, the communication plan must only include what the company is doing rather than what it intends to do.

Before devising the plan, an assessment of employees must be done. However, I have been monitoring employees as per my role requirement. Learning about the employees is very important before proposing them anything as part of the communication plan. This will help identify the positive reinforces of the people. The last step is to identify and use the positive reinforces of the employees. If the positive reinforcers of employees are incorporated in the plan, there is a likelihood that employees will consider myself as a positive reinforcer, which will help me in directing them to behave what is most suitable for the company at this time of relocation.

Leadership Style of Mr Davis

The leadership style of Mr Davis as observed in the case is Laissez-faire or hands-off style. The way he said that the managers are solely responsible for everything, shows that he is not taking responsibility for things. This style is also referred to as a hands-off style, which involves no supervision ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a1pffj40es4","properties":{"formattedCitation":"(Eagly, Johannesen-Schmidt, & Van Engen, 2003)","plainCitation":"(Eagly, Johannesen-Schmidt, & Van Engen, 2003)"},"citationItems":[{"id":1871,"uris":["http://zotero.org/users/local/FGhKhGPG/items/WXVHJFEQ"],"uri":["http://zotero.org/users/local/FGhKhGPG/items/WXVHJFEQ"],"itemData":{"id":1871,"type":"article-journal","title":"Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.","container-title":"Psychological bulletin","page":"569","volume":"129","issue":"4","author":[{"family":"Eagly","given":"Alice H."},{"family":"Johannesen-Schmidt","given":"Mary C."},{"family":"Van Engen","given":"Marloes L."}],"issued":{"date-parts":[["2003"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Eagly, Johannesen-Schmidt, & Van Engen, 2003). Mr Davis clearly shows that he does not want to participate actively in the process of employee dealing and motivation. Neither he prepares for that and exerts the responsibility on regional human resource director to take care of the matter and devise the plan to better deal with employees and keep them motivated to stay with the company. In addition, he just shares a message from the president and Mr Woods without devising any plan.

Leadership theories that will be used in this situation to motivate employees

The leadership theories that can be applied to this situation to motivate employees. studies show that leaders behavior has a high influence on employee motivation, here one of the leadership theories that can work is behavioral theory. Leaders who focus on behaviors linked with charisma are able to motivate employees ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a1ng07uqt5h","properties":{"formattedCitation":"(Webb, 2007)","plainCitation":"(Webb, 2007)"},"citationItems":[{"id":1872,"uris":["http://zotero.org/users/local/FGhKhGPG/items/X6A8XMVP"],"uri":["http://zotero.org/users/local/FGhKhGPG/items/X6A8XMVP"],"itemData":{"id":1872,"type":"article-journal","title":"Motivating peak performance: Leadership behaviors that stimulate employee motivation and performance","container-title":"Christian Higher Education","page":"53-71","volume":"6","issue":"1","author":[{"family":"Webb","given":"Kerry"}],"issued":{"date-parts":[["2007"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Webb, 2007). Another theory that can be used is transformational leadership, which implies the person who inspires them will motivate the employees. Study reveals that transformational leadership has a high influence on employee behavior and motivation. The last theory that can be applied to this case in order to motivate employees is participative leadership, which focuses on getting input from employees. This is a great way to encourage employee involvement and results in employee empowerment, eventually motivating employees.

References

ADDIN ZOTERO_BIBL {"custom":[]} CSL_BIBLIOGRAPHY Bassett-Jones, N., & Lloyd, G. C. (2005). Does Herzberg’s motivation theory have staying power? Journal of Management Development, 24(10), 929–943.

Charisma on Command. (n.d.). Steve Jobs Leadership Skills Breakdown - How To Motivate People. Retrieved from https://www.youtube.com/watch?v=dVLERJ5IdrA&feature=youtu.be

Daniels, A. (2014). semper Fidelis! a recipe for leading others. Supervision, 75(9), 6–8. Retrieved from both.

Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569.

Webb, K. (2007). Motivating peak performance: Leadership behaviors that stimulate employee motivation and performance. Christian Higher Education, 6(1), 53–71.

Job Analysis/job Description

Human Resource Management

Regina

[Institutional Affiliation(s)]

Author Note

Case Study of Shopper’s World

Based on https://www.youtube.com/watch?v=iV7BTx6TCW0

Job Description and Job Analysis

This is the era of Globalization and Fast-Moving Consumer Goods (FMCG). Often, we see that family businesses expand rapidly and that growth spin out of control, resulting in a demise of the said company due to lack of reach and practical experience of the Chief Executive Officer of the company. For my assignment, I have viewed an Episode of a Television Reality Show called “Undercover Boss”, where the boss finds out the deterioration of his company and the incompetence of his senior management. Based on my understanding, I will be discussing the ways that can be used, so that a CEO need not play the part of a vigilante to find out the problems in his company.

Brief Background

The company that we will be analyzing is called "Shopper's World". It was a company that was founded by a closed family association. The management in the company was strictly family-based since the head of the company thought that each family member ought to look after a single store himself. The current CEO of Shopper's World, Sam Dushey expanded the company rapidly, which resulted in a series of serious problems that he, fortunately, found out by one-on-one meetings with his lower staff.

Comparison of two company positions

To understand what the CEO has accomplished I will be comparing two positions at the different stores of Shopper's World. First, let us study the example of the Nalini, a worker in the Shoe Department in the FMCG chain's Queens store. She was at the job for almost eight years without any prospect for promotion. The department that she works for is huge and its sheer size is too much to handle for a single person. Yet she manages to stay on the job as she needs it badly due to several family responsibilities. It seriously shows that the incentive to remain on this job is solely her financial difficulties. She works in unfriendly conditions in the store, which can be witnessed by the fact the undercover CEO had to ask for a tissue as he experienced a slight allergic reaction while arranging the shoe storage. Let us compare to the job of Tanisha, the cashier at the Brooklyn store. It is a whole different story. How often do we fancy the cashier's position during our part-time jobs, but believe it or not, that job is a lot more difficult than a salesperson's job. We can see the equipment failing multiple times on the cash counter. Also, the cashier had to "invent" a way to curtail the practice of poaching goods and later claim compensations or replacements.

Another thing that we observe is the later training and equipment. This is the first thing that Miss Carol, the salesperson at the Cleveland store. She complains about the malfunctioning in her scanner and the lace of security at the store, which could have serious consequences for the employees at the store if the shootout were to happen. Her job is already too difficult, as it is too much work on a single person. Add her age to the mix and the difficulty becomes tenfold. She is past her retirement age, and she only works to feed herself and her husband. We can also observe a severe lack of training when Sharteria, the salesperson at the Atlanta store is concerned. She is not offered any training at all by the upper management of the company. Training and equipment are the lifeblood of any company and a serious deficiency is observed by the CEO when both are concerned. The lack of action regarding these problems places a serious question mark on the reach of the CEO as well as the efficiency of his upper management regarding the affairs of the company.

Methods of Information Collection

How often we are asked to believe that the CEO has eyes and ears everywhere. However, such is not the case. The CEO always relies on his upper management to give him an analysis of the situation of his company, and even the upper management cannot see and hear everything in the company. Thankfully, there are several ways that the CEO can make sure that he is not cut out of the loop CITATION Bar08 \l 1033 (Armstrong, 2008). Firstly, the CEO can set up a Quality Assurance Department (QAD) to be his eyes and ears. The QAD can coordinate with the entire management as well as the entire workforce of the company to help them in their daily work-related needs. A small team of QAD staff can be posted in every store, which can be directly monitored by the CEO himself. If that department exists already, then a major overhaul is required in the QAD for it to fulfill its function. Believe it or not, the QAD is to the company what the CIA is to the US Government, without all the hostility of course. Secondly, he can set up an electronic portal for his employees so that they can give their suggestions and explain their problems a lot more quickly without going through the Red Tape CITATION ByR15 \l 1033 (Burke & Cooper, 2015). The portal can be managed by the QAD, along with a trusted advisor in the Board of Directors so that the information can be filtered down to the point that the CEO would hear the problems of the grave concern.

Adding to the responsibilities of the QAD, the CEO needs to build a training department in every store of Shopper's World, to facilitate the training. The staff can be innovative to solve their daily problems, but a series of individuals trained in the art of marketing can train the staff accordingly according to the latest trends in the market. In this way, the staff can achieve a tremendous amount of progress for everyone working for the company. It is a Win-Win situation for everyone at the company CITATION Ron12 \l 1033 (Sims, 2012). More efficient staff means more sales, which in turn means more profits and more repute and perks for everyone at the company.

Lastly, the CEO can collect information through a security infrastructure as well. Security can help a lot in keeping the surveillance easily for the CEO by establishment of an internet-based monitoring network where the CEO can directly view his employees randomly to observe the highlighted situations, should the need arise. This can be especially useful if he wants to monitor the QAD himself.

Conclusion

To conclude the discussion, the CEO cannot know everything that is happening in his company. But no issue under the sun is unsolvable. With the right set of tools, observations, and manpower, the CEO can overcome these complications to pave a better way for the future of his company and its employees so that no one feels left out of the prosperity and lucrative gains that are enjoyed by the CEO himself.

References

BIBLIOGRAPHY Armstrong, B. M. (2008). The Essential HR Handbook: A Quick and Handy Resource for Any Manager.

Burke, B. R., & Cooper, C. L. (2015). Reinventing Human Resources Management: Challenges and New Directions.

Sims, R. R. (2012). Organizational Success through Effective Human Resources Management.

Job Offer Preparation

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g Job Offer Planning Document

Submit in Canvas by 1159 pm on Nov. 17, 2019

Name

XXXX

The job that you are seeking (the title of job and name of potential employer)

Technical Project Manager at Endeavor

List at least five sources consulted regarding compensation packages

Overtime Pay

Housing or Travel Allowance

Health Benefits (Insurance, medical leaves)

Retirement Saving Plans

Incentives and Bonuses

You

What interests (or needs) would you like to satisfy with your first job List at least 3 in order of importance.

Priority

(Rank)Interest

1Taking challenges2Feel respected on workplace3Work recognition

What issues are most important to you in your compensation package List at least 4 in order of importance.

Priority

(Rank)Issues

(for example, salary)1Executive Compensation2Rewarding and recognizing employee3Internal equity4External Competitiveness

What is your BATNA

I developed my strong BATNA when I learned various skills and earned through different sources both through job and utilizing my freelancing skills when I get the strong BATNA I can leave the job if it doesnt fulfill my terms and conditions. Initially, I separated issues that can be encountered in the organization and then focused more on my interests. Through this, I can develop various offers if my demands are not fulfilled as well as can also discover the employers hidden interests. I have generated various options for avoiding premature judgments.

What is your Reservation Point and Goal (for each issue listed above)

IssueReservation PointGoalExecutive CompensationThe companies who need to disclose the salaries of the five highest-paid employees develop plans in which they highly reward top executives only. I aim to maintain balance while designing plans for executive compensation. Which still attract top executive as well as acceptable for everyone.Rewarding and recognizing employee Companies used to develop programs for motivating their employees but it is also required to also identify ways in which such recognition made the employee feel appreciated.My objective is to identify such areas through which employee feel motivated and appreciated such rewards include both financial and non-financial awards.Internal equityFor the recognition of employees companies used to make differences in the salaries of employees on the same job roles and pay rewards only to high performers. The difference in wages also happens based on gender biases and racial differences. I aim to reduce such gaps as it is against the law to give different salaries to employees in the same role. And not also because the employees are female or a person is non-whiteExternal CompetitivenessCompanies always strive to give competitive salaries to their employees so, that the right talent came in their organization. But such things complicate the process. As the talent competition is different for different seats. I aim to identify what is the right compensation for the right seat.

Potential Employer

What issues do you think are most important to your potential employer List at least 4 in order of importance.

Priority

(Rank)Issues

(for example, salary)1Growth opportunities2Office culture3Team4Passion

What interests are most important to your potential employer List at least 3 in order of importance.

Priority

(Rank)Interest

1Be Authentic2Stay Professional3Potential to enhance skills4Ready to backup

What is your potential employers BATNA How strong is it

My potential employer focused initially on organization values. The employer BATNA is to identify their employee needs and preferences for creating a motivational environment in organization. Most important thing in his BTANA is to be check employee confidence because the salary negotiating process is uncomfortable. So, this is the time when employer check leadership abilities through that they can identify which employee can handle difficult situations and can deal with negative discussions ADDIN ZOTERO_ITEM CSL_CITATION citationIDPaZAnWc3,propertiesformattedCitation(uc0u82207 Things to Research Before Any Job Interview Glassdoor,uc0u8221 n.d.),plainCitation(7 Things to Research Before Any Job Interview Glassdoor, n.d.),noteIndex0,citationItemsid199,urishttp//zotero.org/users/local/vDOrLj7p/items/JY7TBG3J,urihttp//zotero.org/users/local/vDOrLj7p/items/JY7TBG3J,itemDataid199,typewebpage,title7 Things to Research Before Any Job Interview Glassdoor,URLhttps//www.glassdoor.com/blog/7-research-job-interview/,accesseddate-parts2019,11,13,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (7 Things to Research Before Any Job Interview Glassdoor, n.d.).

Strategy

If you were asked to design your job offer, what would you propose (include all of your issues) What objective standards can you use to support this offer

Well motivated and organized employees can utilize my Project Management skills in different types of environments. Passionate to enhance skills, seeking to join Endeavor as a Technical Project Manager ensure to create good communication inside the company with budget and time management.

What will you say about yourself to help your potential employer see your value as a new hire

For me, I must say growth potential is the most crucial thing in any job role. Based on my priority I look for such a role that is better for me in terms of growth potential. I always look for such companies that give new opportunities to clients and are innovative. Secondly, I prefer those companies which have an adaptive and positive culture. Finally, I would prefer a company that provides trust and respect for their clients. It is significant for me that my colleagues give trust and respect to me just as I give them.

In an interview, how would you answer the question What is your salary range in a way that would not begin the negotiation prematurely

I would say that this position is extremely worthy for this company and this information is important for me. As the employer tries to force the candidate to give a number but if the person gives that number he or she might look like a poor negotiator to the employer. So, I would prefer to hold my line and win the situation.

What will you do to reduce your potential employers leverage during the negotiation How can you make the negotiation more integrative

The first and foremost technique is to listen carefully and understand employer interests. Also ask several questions from the employer so, that I will get an idea of his interests and will develop such a model response that the employer must reveal my interests. Another tactic can be used to ask the employer that either they are interested in the quality of services or budget.

What is your concession strategy What aspects of your dream offer will you concede first

Throughout my experience, I noticed that the most successful concession strategy which is cheapest but most valuable is giving respect to others. First thing is to develop the concession list by ranking most important to least important. I will never make any concessions without taking any return of equal value. Through this, your employer will understand if I made concession I will take anything in return as well. I must have the understanding of concessions so, that other person appreciates my concession and provides a valued reciprocal. Finally, I will make concession slowly as concession done too easily and quickly doesnt seems a real concession. As the concession ends when both parties use to give and take strategy for that I will keep some extra things in my offer ADDIN ZOTERO_ITEM CSL_CITATION citationIDvf7kvSZf,propertiesformattedCitation(uc0u8220Top Job Interview Questions Monster.com,uc0u8221 n.d.),plainCitation(Top Job Interview Questions Monster.com, n.d.),noteIndex0,citationItemsid197,urishttp//zotero.org/users/local/vDOrLj7p/items/T58HL5LQ,urihttp//zotero.org/users/local/vDOrLj7p/items/T58HL5LQ,itemDataid197,typewebpage,titleTop Job Interview Questions Monster.com,URLhttps//www.monster.com/career-advice/article/100-potential-interview-questions,accesseddate-parts2019,11,13,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Top Job Interview Questions Monster.com, n.d.).

Reference

ADDIN ZOTERO_BIBL uncited,omitted,custom CSL_BIBLIOGRAPHY 7 Things to Research Before Any Job Interview Glassdoor. (n.d.). Retrieved November 13, 2019, from https//www.glassdoor.com/blog/7-research-job-interview/

Top Job Interview Questions Monster.com. (n.d.). Retrieved November 13, 2019, from https//www.monster.com/career-advice/article/100-potential-interview-questions

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Keith V. County Of Oakland

Keith v. County of Oakland

Keith v. County of Oakland

In Keith v. County of Oakland, the sixth court of appeal reversed the court ruling of Michigan state district court. It mentioned that the deaf applicant’s rights under the “Americans Disabilities Act (ADA)” have been violated. This violation took place when the county revoked his job offer of hiring him as a lifeguard.

Case study review of Judge Griffin’s opinion

In Keith v. County of Oakland case, the circuit Judge Griffin argued that the burden of evidence is required to decide if Oakland County has given Nicholas Keith the due rights or not? He remarked that the evidence will suggest that whether Nicholas has been discriminated on the basis of his disability. He argued that if this disability gets prove, it will also be the violation of ADA. Prior to this, the county authorities refused to hire Keith as the lifeguard. The Court, later on, gave the county authorities the summary of judgment so that the can prove that how Keith was differently qualified for the position of Lifeguard in their pool. The Court guided, the County authorities to also make this clear that whether Keith was eligible for accommodation or not ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ba11GmBC","properties":{"formattedCitation":"(Schaff et al., 2013)","plainCitation":"(Schaff et al., 2013)","noteIndex":0},"citationItems":[{"id":1771,"uris":["http://zotero.org/users/local/s8f0QVnP/items/LDR2X5IH"],"uri":["http://zotero.org/users/local/s8f0QVnP/items/LDR2X5IH"],"itemData":{"id":1771,"type":"article-journal","title":"Addressing the social determinants of health through the Alameda County, California, place matters policy initiative","container-title":"Public Health Reports","page":"48–53","volume":"128","issue":"6_suppl3","source":"Google Scholar","author":[{"family":"Schaff","given":"Katherine"},{"family":"Desautels","given":"Alexandra"},{"family":"Flournoy","given":"Rebecca"},{"family":"Carson","given":"Keith"},{"family":"Drenick","given":"Teresa"},{"family":"Fujii","given":"Darlene"},{"family":"Lee","given":"Anna"},{"family":"Luginbuhl","given":"Jessica"},{"family":"Mena","given":"Mona"},{"family":"Shrago","given":"Amy"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Schaff et al., 2013).

What are the legal issues presented in this case? Did the plaintiff establish a valid claim of failure to reasonably accommodate? What did the appeals court decide?

The following are the legal issues which were presented in this case

Keith was not given this position and was discriminated on the basis of disability

It is not clear that the County had made an individual inquiry or not

Whether Keith was eligible for the job if provided with reasonable accommodation

Whether or not the county engaged in the individual case analysis of Keith.

A separate inquiry was, therefore, necessary to be done by the ADA especially in cases involving persons with such disabilities. The legal problem with this case was that County failed to provide the accommodation for Keith which was deaf. He was also denied the position both in 2007 and 2008. Keith, therefore, adopted the valid claim that the county has not provided him reasonable accommodation. Since Oakland County knew that the person requires special accommodation without the request of the applicant ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"KfWSpR4S","properties":{"formattedCitation":"(Walsh, 2015)","plainCitation":"(Walsh, 2015)","noteIndex":0},"citationItems":[{"id":1778,"uris":["http://zotero.org/users/local/s8f0QVnP/items/RCTR62PY"],"uri":["http://zotero.org/users/local/s8f0QVnP/items/RCTR62PY"],"itemData":{"id":1778,"type":"book","title":"Employment law for human resource practice","publisher":"Nelson Education","source":"Google Scholar","author":[{"family":"Walsh","given":"David J."}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Walsh, 2015). The court also noticed that Keith also remained to fail in proving that due to his cochlear plant he requires an interpreter during only the classroom instructions, and these will be sufficient accommodations. This led the District Court to make his opinion.

What accommodations was Keith requesting? Was it reasonable? Support your opinion with an argument based on the course concepts and existing legal evidence or precedents.

The accommodations Keith wanted was using a notecard, the permission to use an interpreter/ signer which he wanted to use during the meetings and classrooms. I think that these were some viable demands since he had the ability to detect voices through his cochlear implant. He can also detect the alarm bell, the noise of people calling him, and whistles. Even though he was not able to speak, therefore he just needed the help of an interpreter. Considering the EEOC (2018) instructions, an employer is bound to provide any such accommodation to an employee with such disabilities. If an employer remains to fail in providing such accommodations, it can result in significant difficulties for the employer ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"p1CNX4pJ","properties":{"formattedCitation":"(Malos, 2015)","plainCitation":"(Malos, 2015)","noteIndex":0},"citationItems":[{"id":1775,"uris":["http://zotero.org/users/local/s8f0QVnP/items/VITMU27X"],"uri":["http://zotero.org/users/local/s8f0QVnP/items/VITMU27X"],"itemData":{"id":1775,"type":"article-journal","title":"Overt Stereotype Biases and Discrimination in the Workplace: Why Haven’t We Fixed This by Now?","container-title":"Employee Responsibilities and Rights Journal","page":"271–280","volume":"27","issue":"4","source":"Google Scholar","title-short":"Overt Stereotype Biases and Discrimination in the Workplace","author":[{"family":"Malos","given":"Stan"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Malos, 2015). Appeal court suggested that since the County has valid concerns about the duties of the employees, therefore, Keith's disability is not alone and is therefore not the right reason to justify non- employment.

Did the county follow the interactive process required by the Americans with Disabilities Act (ADA)? What did they do well? What could they have done differently?

There had been no such proofs that the County followed some interactive processes. Malos argued that ADA wants the employers to take actions, different from stereotype and generalization about disability ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"oyknj7i4","properties":{"formattedCitation":"(Malos, 2015)","plainCitation":"(Malos, 2015)","noteIndex":0},"citationItems":[{"id":1775,"uris":["http://zotero.org/users/local/s8f0QVnP/items/VITMU27X"],"uri":["http://zotero.org/users/local/s8f0QVnP/items/VITMU27X"],"itemData":{"id":1775,"type":"article-journal","title":"Overt Stereotype Biases and Discrimination in the Workplace: Why Haven’t We Fixed This by Now?","container-title":"Employee Responsibilities and Rights Journal","page":"271–280","volume":"27","issue":"4","source":"Google Scholar","title-short":"Overt Stereotype Biases and Discrimination in the Workplace","author":[{"family":"Malos","given":"Stan"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Malos, 2015). In cases pertaining to specific disability and its effect on individual ability to do a certain job, the ADA suggests the follow the most appropriate set of guidance. In the case of Keith, County went much ahead in providing him every kind of medical support and more than that.

Works Cited:

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Malos, S. (2015). Overt Stereotype Biases and Discrimination in the Workplace: Why Haven’t We Fixed This by Now? Employee Responsibilities and Rights Journal, 27(4), 271–280.

Schaff, K., Desautels, A., Flournoy, R., Carson, K., Drenick, T., Fujii, D., … Shrago, A. (2013). Addressing the social determinants of health through the Alameda County, California, place matters policy initiative. Public Health Reports, 128(6_suppl3), 48–53.

Walsh, D. J. (2015). Employment law for human resource practice. Nelson Education.

Leadership Development

Leadership Development

[Name of the Writer]

[Name of the Institution]

Leadership Development

Table of Contents

TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc9522360 \h 3

Background and Analysis of Business Need PAGEREF _Toc9522361 \h 4

Overview of the interventions PAGEREF _Toc9522362 \h 5

Learning Theory PAGEREF _Toc9522363 \h 7

Evaluation of the Development interventions PAGEREF _Toc9522364 \h 9

Level 1 PAGEREF _Toc9522365 \h 11

Level 2 PAGEREF _Toc9522366 \h 11

Level 3 PAGEREF _Toc9522367 \h 11

Level 4 PAGEREF _Toc9522368 \h 12

Transfer of learning PAGEREF _Toc9522369 \h 12

Employee Characteristics PAGEREF _Toc9522370 \h 13

Training Design PAGEREF _Toc9522371 \h 13

Work Environment PAGEREF _Toc9522372 \h 13

Cost and Projected Benefits PAGEREF _Toc9522373 \h 14

References PAGEREF _Toc9522374 \h 16

Appendix I PAGEREF _Toc9522375 \h 18

Appendix II PAGEREF _Toc9522376 \h 19

Appendix III PAGEREF _Toc9522377 \h 20

Appendix IV PAGEREF _Toc9522378 \h 20

Executive Summary

Organization is an amalgamation of different ideologies that collectively make up the working place. There are some necessities that must be fulfilled in order to create a homogenous working environment. Within the realms of an organisation, a leader plays the most crucial role, he is more like an orchestra head that helps others to achieve the required goals. The assistance of a leader is not possible without communication because inadequate communication or gap in communication can lead to misunderstood ideas and mitigated professionalism. It would not be wrong to say that communication plays a central role in the engagement of employees in an organization so that they can share knowledge, ideas and experiences. Communication is itself a diverse idea, taking into account that it paves the way for promotion of motivation, support socialization, alter the attitude of individuals and it is an equal source of controlling the unrequired actions. Woodward, (2019) has highlighted that the organization where there is effective communication between employees is 8 times more practical and successful that the other companies in which employees face barriers in communication. (Woodward, et, al. 2019, pp. 71-87).

Taking into account the task of designing a leadership development plan in which employees would be trained in terms of communication and leadership skills, “Coaching Skill for Manager course” will be formulated in which training and recommendation for effective communication would be given in order to promote collaboration, sustainable management and development. The aim of the plan would be to infer "Culture Change", taking into account strategies concerning with development and learning. Major objectives of this training session would be

Initiative effective and adequate communication in the organization

Train and educate managers so that they can utilize the development and learning opportunities within an organization

Initiate and empower coaching culture for sustainable development

In order to create leadership plan, ten managers will be chosen belonging to different departments taking into account that each of the managers would serve as a stakeholder of the department in the learning session as well as a cultural leader in the department. The leadership plan will comprise of the training session and other learning opportunities that could expose managers to the challenging and complex projects taking into account that andragogical learning theory, action learning theory and other learning platforms would be used to make it equally effective. The aim of the plan is to prepare and train managers with subject tools and resources adhering to drive a change in an organization and create a culture that can empower learning. The ultimate outcome of this plan is to improve communication, empower learning opportunities, re-establish bonds of communication and learning within an organization.

Background and Analysis of Business Need

With increasing competition in the timeline of business, employees are one of the greatest assets, taking into account that an organization has to make numerous efforts in order to retain the employees. Learning and knowing is a continuous process because it is the responsibility of an organisation as well to make efforts that can make an employee learn. In accordance with the subject organisation, there are a number of employees who actually belong to a different culture and they have an entirely different spectrum towards learning and knowledge. (Subramony, et, al. 2018. pp.120-129). For such employees, it is necessary to organise learning and training session so that they can overcome the gaps and play their part in the organization. These objectives can only be achieved by adhering to core principles of Human Resource Development. There are four main stages of human resource development, termed as, Investigation, Design, Implementation and Evaluation. It is significant to note that the practical implication of the HRD program cannot be achieved without the analysis of the needs of an organization. In order to get information regarding the needs of the employees and the organization, Human Resources Development Need Investigation would be conducted. (Shamir, et, al. 2018, pp. 51-76).

In order to proceed with Human Resource Development Need Investigation, focus group discussions would be made, taking into account that managers would be collecting data from their specific departments with mutual collaboration so that those needs could be addressed in the training session. (Raelin, et, al. 2018). It will also include collecting information about the type of training and guidance that the employees want to be added to the training. After an analysis of the focus group discussions, results would be analyzed manually so that action plan could be formulated. (Raelin, et, al. 2018). The analysis of the results highlighted the following points

Many employees highlight ineffective communication channel

There is a lack of reflection that could motivate employees

There is a lack of attention towards employee engagement and learning opportunities

All this information will lay down the foundation of learning and development plan.

Overview of the interventions

In order to develop a successful leadership program, it is necessary to connect learning outcomes with the learning strategies and assessment. It is significant to note that the aim of learning outcomes is to articulate abilities with required knowledge and skills that are the ultimate goal by the end of program. The leadership development plan will have a sole aim of considering the needs of the organisation, parallel to the needs of the employees so that plan is developed in such a way that there is a synchronization between the set goals and availability of the resources. (Dion, et, al. 2019).

Mustafa, (2019), has asserted that the organization can achieve cultural change by the use of action learning theory taking into account that it will engage both organization and individuals by making them work in groups also known as action sets. The aim of formulating such groups is to solve organizational problems. (Mustafa, et, al. 2019. pp.77-91). It allows individuals to solve problems by working in groups and create solutions to their problems themselves. These sets would be a tool to incorporate cultural change because communication would be supported and individuals will assist one another in performing their jobs.

The plan will be initiated with an introductory session by the CEO of the organization. He will address the trainees and highlight the aim of training. CEO will highlight the factors required from both sides, trainees and trainers in order to achieve the set goals. The required expectations and future of training will be shared taking into consideration the current status and status after the successful completion of training. After the introductory address, proper training pattern would be followed. The first section will proceed by making two groups in which each of the group will be given the task to address the topic of cultural change. Each group will have to find out the cause that paves the way for negative identification and gap in the adequate working of the employees adhering to cultural realms, and then practical and workable solutions would be suggested by each of the group that they wanted to be included as part of organisational behaviour. Employees would be made to work randomly and in crossed groups so that they can share both knowledge and experience. The aim of this session is to practice and impart the essence of being a manager, highlighting that a manager should have all the competencies that can help others feel a part of the organization by assisting them. It would not be wrong to say that a manager should have certain skills of coaching, inclusion diversity and leadership skills. In order to infer the practicality of these skills, the GROW model will be used along with role play techniques so that employees can feel engaged both physically and mentally.

Understanding of diversity and catering to diversity is also one of the major objectives and it would be fulfilled by making employees have a session regarding diversity. Each of the employees will reflect and demonstrate biases and strategies that could address these biases. After that there would be a meeting of CEO with each of the participants at different times, taking into account that each of the employees will serve as a stakeholder and representative of his department. The program will end at a panel discussion in which employees will give certain suggestions and other information that could increase workability in an organization. After that, there would be a concluding session by the CEO along with dinner. Employees would be asked to reflect on what they have learnt and how the training session has contributed to their understanding of employee management and leadership. In a nutshell, the program will conclude on a review session in which each employee will reflect what they want to be improved or the narration of the unaddressed aspects taking into account that further implementations can be made.

Learning Theory

Action Learning Theory is defined as leaning strategy that emphasizes learning by analyzing the crux of learning. Learning Theory is actually a theory that allows trainees to work by adhering to the core principles of practicality. It is also defined as a facilitator that could allow the transfer of learning by using sets of groups. (Clapp-Smith, et, al. 2019. pp.10-34). The groups are made to work on the projects under study and certain issues related to problem-solving that are relevant to the organization. It allows the participants to undergo an analysis of the platform by making the groups and other sets to support unstructured sets in the stages of the action learning program. Learning Development Program allows a manager to analyse different settings involving complex situation and other issues by using different strategies such as discussions and other review methods to discuss ideas and challenges and provide learning opportunities to empower the working of the employees such as bringing about a change in the culture. (Dion, et, al. 2019).

Critical Thinking is a platform that can be utilized in order to incorporate experimental learning adhering to programme knowledge for managers. It includes analysis of different issues and presents different solutions that can reveal the organisational issues and then required goals can be achieved. It is significant to note that the sole aim of this platform is to assert possible solutions to organizational issues. It is highlighted that the aim of such platforms is to highlight the underlying issues and resolve them, taking into account the emotional and practical support from the facilitators and peers. (Koka, et, al. 2019). It is significant to note that the setting of such platforms is complex and challenging taking into account that it requires the learner to engage in the activities that can ignore analytical, reflective and explanatory ideologies along with other attributes to impart emotional intelligence. (Mc Carthy, et, al. 2019. pp.245-255).

It is asserted that by the conclusion of Learning Development Plan, the constructive alignment would be achieved between the set goals and the learners taking into account that such changes can be made that are competent with the set objectives. It is more added that structured learning will also be used as a tool that could impact certain set of learning programs among adults. It is significant to note that structural learning would be designed by using instructional methods, facilitating learners about what is the aim of material that would be taught and how more practical approach can be applied to whatever is learnt. Adult learning is also a concept that is much close to the structural learning and it can be used to solve the problems taking into account that if a problem is successfully solved then certain intrinsic and extrinsic awards are given. It is asserted that the aim of this practice is to incorporate such goals that can impart clear cut rules and dimension to achieve the desired goals. It is important to note that the aim of such goals is to infer helpful strategies. It is highlighted that there are certain set attributes to which a trainer would adhere such as, the necessity of learning, self-conceptualization, pre-operation and positive enforcement of learning and the orientation to incorporate learning that can help a trainer to achieve the desired goals. (Shamir, et, al. 2018, pp. 51-76).

In a nutshell, it can be highlighted that both theories, action learning and andragogical model is a potent tool to incorporate learning and make efforts to achieve the set goals,

Evaluation of the Development interventions

Evaluation is one of the major steps that can help and assess either set goals are achieved or not. It is also a major tool to identify the strengths and weaknesses related to specific learning intervention. It is significant to note that evaluation is a major tool to measure the impact of newly learnt strategies and skills to the requirements of a workplace. It is an opportunity of offering feedback that could improve the core structure by modifying goals and reach out to internal and internal stakeholders. Although evaluation is the most neglected tasks taking into account that organisation find it much time consuming and hard to evaluate things, side by side, many of the organizations find it financial adhering to taxing and other complexities. It is significant to note that evaluation is one of the most reliable options that can incorporate the required goals and measure the success of an organization.

In accordance with the directions of HR developer and CEO, Learning Development Program would comprise of seven steps and it will be a five-month training session. Different opportunities such as role plays, discussions, panel discussions, group elaborations, action learning and reflective evaluation will incorporate the set goals within the realms of an organizational framework. See Appendix II. It is important to note that none of the training sessions can be successfully completed without adhering to the set rules of training such as availability of the resources and the appropriate ratio of the trainees. (Dion, et, al. 2019). After deciding numeric, the choice of participants also plays a significant role in the effectiveness of training. It is asserted that employee from different departments should be included in the training so that diversity can be assessed side by side there would be cohesiveness between the employees and the departments, highlighting that knowledge can be shared between the groups.

Kirkpatrick Model is another approach that can be used for the evaluation of the Learning Development Plan because it will assert a simple and practical framework that would be applicable to a number of settings and platforms. (Sosik, et, al. 2018).  See Appendix I This model can be applied to a number of setting such as government, health, military and business entities. The multi-level and sequential framework impart guidance in terms of evaluation. This approach is asserted in terms of certain stages such as reaction, learning, behaviour and results. It is significant to note that Learning Development Plan is more like an approach that provides holistic analysis from the commencement of the project to completion accompanied by rich feedback that can covey strengths and weaknesses. There are three levels of evaluation of the Kaproicks Model.

Level 1

This level will result from the collection of qualitative data that would comprise of the information collected from the set of groups by the need of learning session by using post-session questionnaires and other reviews that could add to the satisfaction of the results. In this stage, feedback is given to adjust the course of content and other techniques of learning that are necessary for the achievement of desired goals. It is a one-way procedure in which the trainees can help to modify or shift the stance of the material and other accessories that are used by the trainer.

Level 2

It is the second stage of evaluation, taking into account that will ensure evaluation would be successful only with the evaluation of the qualitative data of pre and post-training skill test and other objectives of the written tests. In this stage, the participants will be given some concrete platform so that they can share their feedback and provide concrete written and oral skill-based assessment in order to identify the current skills, attitude and knowledge of the participants that could be a source of measuring the increased learning. It is asserted that the success of any project can be made by the analysis of the action of the participants such as if the participants will repeat whatever is assigned to them in the most directed and feasible form. It is more like a repetition of level 1 but it is a more modified form where there are pre-planned tests and a simplified qualitative and quantitative data is provided.

Level 3

It is one of the most difficult section to evaluate taking into account that there is great complexity in the collection of data and uncertainty when a change will occur in the realms of a workplace. It is significant to note that the validity of the data is one of the major tools in the effectiveness of the training session. This step is a more complex form of evaluation as compared to level 1 and level 2, taking into account that it involves the collection of techniques to indicate a change in the culture of the workplace. Such techniques include using pre and post-training performance appraisals and feedback forms. This evaluation is made effective by the inclusion of online surveys of the department managers in order to make observations and independent analysis of the behavioural change that is the result in behavioural change in the workplace.

Level 4

Level 3 is then proceeded by level 4 which is considered even more difficult than the level 3 taking into account that time constraints and complexity of the data analysis taking into account that the same measures are employed to assess the changes in the participants It refers to both pre and post Human Resource Development Need Investigation measures in order to know the change in terms of culture, communication and approach towards the productivity. It is significant to note that the features of business analysis will be added to seek and know changes that can highlight the strengths and weaknesses along with the value of investing in the Learning Development Plan. In a nutshell, it is highlighted that the sole aim of certain measures and these levels of evaluation is to indicate the hidden attributes that can highlight strengths and weaknesses.

Transfer of learning

Transfer of learning is the core ideology behind any learning plan taking into account that despite a lot of intervention, knowledge and abilities of the workplace, there is no apparent change and modification in the collective results. It is inferred that there are a number of cases in which the aim and objectives of the training are not fulfilled. According to research, the measure of the transfer of learning within an organization is only 20 to 25%, where ample money is spent on the achievement of certain goals. (Shamir, et, al. 2018, pp. 51-76). It is significant to note that learning theory and learning plan can only be treated as a successful approach only if there are certain changes observed in the overall setting and there is an evidence of the application of techniques. It is asserted that the sole aim of learning transfer is not just to transfer whatever is learnt in fact it is a stance to bring a shift in the behaviour and cognitive skills taking into consideration that it can improve employee’s performance along with a change in the organizational culture.

It is asserted that there are a number of factors that influence learning transfer and they are classified into three major categories

Employee Characteristics

It refers to the inclusion of attributes such as motivation to learn, characteristics of the employees and work environment taking into account that it has a direct influence on the working efficiencies of the employees.

Training Design

Training Design highlights opportunities that can infer opportunities for the modelling of behaviour, discussion regarding the application of certain attribute in the workplace using content that is relevant and helpful to achieve the desired goals.

Work Environment

It is another aspect that plays a major role in the analysis of the transfer of learning because a positive workplace can transfer learnability environment in which both managers and peers will support each other in order to apply to learn and achieve desired goals.

It is highlighted that the collection of these factors will not only be relevant to adult learning, in fact, it is also a stance that can incorporate the transfer of learning by adhering to the set pattern of strategies and techniques. All these factors can play a significant role in the analysis of the strategies and techniques that are used for achieving set goals from the program design. There are different stages in the training program and each stage reflect a different ideology, taking into account that the CEO session will highlight the engagement of participants by explaining their feedback and final review with an aim to empower self-efficiency and goal setting. It is important to know that the GROW model and role plays also play a significant role in the transfer of learning. Role plays are a tool to practice new behaviours by the achievement feedback when an individual is made to act in a particular stance of the role. Role plays are a major tool because it infers real-life situations that can help develop self-efficacy. GROW model, on the other hand, increases the transfer of knowledge in the workplace by building the desired coaching culture. It is asserted that evaluation also facilitates transfer or learning because participants will focus on the learned behaviour and opportunities that can impart the desired behaviour. (Shamir, et, al. 2018, pp. 51-76).

Cost and Projected Benefits

Cost and projected benefit is an illustration of the idea that connects the aim of the project to the availability of the resources. Traditionally, it is assumed that a lot of investment is required for the execution of the training program. It is significant to note that both direct and indirect cost will be engaged in the execution of training taking into account that the CEO has to shun his normal routine in order to participate in the training session because the participation of CEO is necessary to reinforce productivity and an analysis of the goals. Another indirect cost is the inclusion of ten managers taking into account that the involvement of these managers will also a negation of the daily work routine. It is one of the significant cost factors because the employees will learn new skill and ideas that can add to the productivity of their work. It would not only communicate the skills but it will also identify the area in which the organization has to put in more efforts in order to achieve the required results. The training of the employees will be more like a revival of knowledge in the organization because the employees will forward the learnt skills to their departments and it will be an ultimate profit to the organization.

An analysis of the direct cost highlights that “inclusion of external trainer” would be one of the major expense to the organization. It is necessary to hire an external trainer so that the gaps within the organization can be overcome by certain strategies and opportunities. Although it is a cost factor, still there are a number of benefits that are associated with hiring external trainers taking into account that it will pave the way for the development of training schedule within an organisation and it will facilitate the upcoming recruitment of the organization. It is also important to note that the invitation of an external trainer is a platform to unite the stakeholders and managers for the realization of the necessity of the training program.

Evaluation cost can be analyzed in terms of four major stages such as investigation, designing the platform, implementation of the set goals and adequate methodology and the evaluation of applied strategies to know the effectiveness. These four stages outline a complete procedure of Learning development plan as well as the management of the steps that are to be taken in order to facilitate employees.

Investment is an undeniable part of any training plan, taking into consideration that the total investment of the leadership development program termed as, "Coaching for Managers" is $28,088. It includes the cost that is required for all set goals and necessities such as resources.

References

Clapp-Smith, R., Hammond, M.M., Lester, G.V. and Palanski, M., 2019. Promoting Identity Development in Leadership Education: A Multidomain Approach to Developing the Whole Leader. Journal of Management Education, 43(1), pp.10-34.

Dion, S., 2019. Leadership Development in a Virtual Work Environment.

Koka, S., Mutluay, M.M., Garrett, N., Felton, D. and Avivi-Arber, L., 2019. Leadership education in prosthodontics: Development and impact of the Future Leaders in Prosthodontics (FLIP) workshops. The Journal of prosthetic dentistry.

Mc Carthy, V.J., Murphy, A., Savage, E., Hegarty, J., Coffey, A., Leahy‐Warren, P., Horgan, A., O'Connell, R., Marsh, L. and Drennan, J., 2019. Development and psychometric testing of the clinical leadership need analysis (CLeeNA) instrument for nurses and midwives. Journal of nursing management, 27(2), pp.245-255.

Mustafa, S., Farver, C.F., Bierer, S.B. and Stoller, J.K., 2019. Impact of a Leadership Development Program for Healthcare Executives: The Cleveland Clinic Experience. Journal of Health Administration Education, 36(1), pp.77-91.

Raelin, J.A., 2018. Leadership Development in the Collaborative Era.

Shamir, B. and Eilam-Shamir, G., 2018. “What’s your story?” A life-stories approach to authentic leadership development. In Leadership Now: Reflections on the Legacy of Boas Shamir(pp. 51-76). Emerald Publishing Limited.

Sosik, J.J. and Jung, D., 2018. Full range leadership development: Pathways for people, profit, and planet. Routledge.

Subramony, M., Segers, J., Chadwick, C. and Shyamsunder, A., 2018. Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital. Journal of business research, 83, pp.120-129.

Woodward, I.C., Shaffakat, S. and Dominé, V.H., 2019. Uncovering, Understanding, Unleashing, Overcoming: Exploring Drivers and Blockers in Leadership Development Practice. In Exploring Leadership Drivers and Blockers (pp. 71-87). Palgrave Macmillan, Singapore.

Appendix I

Appendix II

Appendix III

Leadership Development Program

Session

Action Learning Set

Time

Session I

Introductory session by CEO.

8 Hours

Session II

Demonstration of “Communication and leadership skills”. Orally and the use of presentation slides

8 hours

Session III

Coaching at the internal venue by using the GROW model

8 Hours

Session IV

Internal venue session of complications that employees may face while business communication

4 hours

Session V

Addressing organization diversity with learning sets

4 Hours

Session VI

Speech by CEO at an eternal avenue, dinner and suggestions and review

4 Hours

Appendix IV

Single Session Plan

Session I

Learning Objectives

Effective communication

Addressing diversity and employee management

Organizational culture and homogeneity

Resources

PowerPoint Presentation Slides

Flashcards

YouTube Videos

Note Pads

Time

Topics for discussion

Action

09:00 – 09:30

Introduction

09:30 -10:00

Communication and complications in an organization

What is communication, how to do effective communication

Group discussion regarding biases in the workplace

10:30 – 11:00

Break for tea

11:00 - 11:45

Employees and Employers

Culture of organization

How employees are crucial to the organization

Role of employers in maintaining the culture of an organisation

11:45 – 12:15

Organisational Behaviour

Using motivational video and a story

https://www.youtube.com/watch?v=GVG4wgCqeEQ

12:15 - 01:00

Lunch Break

01:00 – 01:45

Learning theories in an organisation

Action Learning and Andragogy in Practice: Clarifying the Andragogical Model of Adult Learning

01:45- 03:00

Gaps in organizational culture and how to address them

Discussing biases and giving solutions to them

03:00 - 04:00

Winding up and Evaluation

Suggestion, reviews and casual discussions

Leadership Development Program

Leadership Development Program

[Name of the Writer]

[Name of the Institution]

Table of Contents

TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc7070406 \h 2

Background and Analysis of Business Need PAGEREF _Toc7070407 \h 3

Analysis PAGEREF _Toc7070408 \h 4

Overview of the intervention PAGEREF _Toc7070409 \h 5

Theoretical implication PAGEREF _Toc7070410 \h 6

Learning Theory PAGEREF _Toc7070411 \h 9

Structural Learning PAGEREF _Toc7070412 \h 11

Evaluation of the Developmental Interventions PAGEREF _Toc7070413 \h 11

Kirkpatrick Model PAGEREF _Toc7070414 \h 12

Evaluation Levels PAGEREF _Toc7070415 \h 13

Transfer of learning PAGEREF _Toc7070416 \h 14

Factors PAGEREF _Toc7070417 \h 14

Employee characteristics PAGEREF _Toc7070418 \h 14

Training design PAGEREF _Toc7070419 \h 14

Work Environment PAGEREF _Toc7070420 \h 14

Cost and Project Benefits PAGEREF _Toc7070421 \h 16

References PAGEREF _Toc7070422 \h 18

Appendix 1 PAGEREF _Toc7070423 \h 22

Appendix II PAGEREF _Toc7070424 \h 24

Leadership Development Program

Executive Summary

Within the realms of an organization, it is impossible to achieve goals and objectives without bringing all the employees on the same platform of "adjacent ideologies". Being a leader, one of the basic obligations that are required of an employee is to facilitate employees and stakeholders in terms of organizational goals. A culture is termed as one of the major elements that can highlight and assert the importance of “understanding employees” that cannot be achieved without communication. Culture performs a two-way process, either it acts as a tool to increase and enhance organizational development or it mitigates the organizational achievement by posing certain hindrances of understanding, quality and quantity learning along work. The exchange of ideas is not only an abstract concept, but it is a clear and practical manifestation of workplace ethics. Communication is not only the code for the sharing of ideas, but it also heeds to both qualitative and quantitative learning. It is significant to note that learning is an automatic process that initiates with exposure and demonstration.

In accordance with request of CEO to design a “Coaching Skills for manager course”, it is necessary to adhere to “academic platform” that can help to incorporate leadership attributes accompanied by positive ambitions of qualitative and quantitative learning. In order to incorporate the required goals of learning, positivity, and adequate communication, it is necessary to initiate the concept of "Culture Change". The underlying strategies of the report refer to the following

Incorporating organizational culture

Implication and entailment of adequate leadership skills

Provision of leadership attributes

Inferring both, quantitative and qualitative learning.

10 managers were chosen who were performing managerial roles in different departments of the organization and were asked to participate in the coaching. The aim of such participation is to make managers comprehensible towards complex organizational activities, taking into account the stance of cooperation and leadership abilities. Side by side, qualitative and quantitative learning skills would be imparted, coaching would allow these managers to transfer learning through both direct and direct channels and bring a “culture change” in the organization. Some potential outcomes of coaching would be, “leadership attributes”, “better communication”, “qualitative and quantitative learning” and positive attitude towards change.

Background and Analysis of Business Need

Business is equally hard and easy, taking into account that it is one of the most competitive timelines of their world. It would not be wrong to say that business is all about an underlying competition regarding innovation, technology, asset and the analysis of consumers in terms of adequate upgradations. There are two aspects of business, either an analysis of employees could be made or an integral approach could be imparted that could include diverse employees. It is not easy and possible to incorporate similar culture because diversity has become a potent part of organizational behaviour. (Northouse, et, al. 2018). 

In order to formulate a design "Coaching Skills for Managers Course”, it is important to note that there are four major stages to be considered, Investigation, Design, Implementation and Evaluation.

Analysis

Human Resource Management Needs Investigation plays a major role in the investigation of the needs of employers and employees. This investigation is necessary to ensure that all needs are identified so that development can be incorporated. There are different methods of obtaining an analysis of the required needs; comprehensive interviews would be taken by using a template that can allow gathering certain comprehensive details. Interviewing ten managers of organization and the analysis of the views that each individual hold in terms of development and coaching in an organization. It serves as one of the major elements in Human Resource Development Needs Investigation. After the accumulation of results from the interviews, SWOT analysis would be made, taking into account that the core areas of research would be assessed and analyzed.

Managers felt that there is a lack of resources that can impact learning and developmental opportunities

Managers are of the view that there is a dire need of coaching kit and coaching staff that can actively participate in culture change

Managers think that they feel alienated and void of a communicative environment

The implication of findings from HRDNI and other areas of concern highlight gaps that managers are facing in acquiring leadership skills that can facilitate communication and coaching of direct reports.

Overview of the intervention

An overview of intervention can be asserted by step by step approach to the analysis plan. Adhering to the design stage, it can be concluded that constructive alignment can be achieved by developing learning process that can directly approach learning outcomes, proposed objectives and the assessment of needs that should be considered while designing a successful leadership plan. The aim of interventions is to impart required knowledge, abilities and skills. In terms of goals, the intervention would inculcate better communication skills that can allow employees to participate. Employees would acquire leadership attributes that will encourage them to negotiate collective strategies that can facilitate qualitative and quantitative learning. Successful interventions will lead to the implication of human resources, taking into account that internal factors can facilitate the transfer of knowledge and coaching. (An, et, al. 2019).

Theoretical implication

In order to achieve cultural change, “Action Learning Theory” can be used. It refers to the implication of setting that can allow both organizations and individual to improve their stance of practices. There are different strategies to incorporate active learning in an organization such as, “working in groups”, “transitional groups” and “formulation of learning sets”. All these activities require active participation from employees adhering to the mitigation of barriers that are posing threats to success. (White, et, al. 2019. It is important to note that incorporation of culture change can be implemented by practising any of these activities. As it is a major project with critical problems that need to be resolved, it is asserting that employees will ask to formulate action and solve problems by the utilization of cultural shift. It refers to the analysis of those shifts of culture in which learning and development would be fostered. Employees would be asked to incorporate all relevant skills that could help to support a solution and intervene in a particular resolution.

Action learning is a great stance to incorporate communication because all the trainees are required to take part in the discussions regarding problem, its solution and the analysis of facts and figures that could address the problem at first hand. It is affirmative that communication is required to address the stance of problem leading to the implication of cultural shift that could address a problem from a different perspective. Leadership attributes are also a byproduct of action learning, taking into account that it allows employees to incorporate win-win strategy. (Sidwell, et, al. 2019). It not only allows employees to adhere to a core standard of professionalism, but insight is also provided to the problems that are faced by a majority of people. (Komives, et, al. 2016). .It is significant to note that action learning incorporates leadership skills that allow employees to assist others and help them perform their task with full ability and confidence. Side by side, employees are exposed to a differencing setting that infers them to retrieve both qualitative and quantitative knowledge that can assist in caching others. By-product learning not only increases knowledge it also stresses innovation and novelty.

The proposed program will proceed in synchronization with a formal setting such as an address by the CEO of an organization. CEO will make employees clear about the aims of the program, taking into account that he will highlight the factors that are necessary for bringing the required change. The narration of HRDNI results will help the employees to understand current happenings and current status of the organization. It is significant to note that the analysis of HRNI will allow the employees to understand future goals of organization adhering to the analysis of culture change taking into account role that is required from others, side by side a discussion would be made with participants.

Proper proceeding of the session will involve certain actions. In the first place, the participants will be classified into five learning sets, one of the strategies of action learning. It refers to the participation of two groups from the five sets, addressing the challenge of working on the project, “culture change”. The aim of the project is to allow the participants to undergo an analysis and identify major drivers of negative culture along with an analysis of the possible solution. it is highlighted that there are different groups who are actually engaged, side by side there would be an analysis of action learning strategies, meant to address the current scenario. There would be splits in the action plans and the duration of plans, concerning major skills that are developed by the cooperation of people who are working together, side the employees will come to learn a number of things from each other. (Frich, et, al. 2015).

The second step of the session will allow different participants to come in contact with the CEO, at different intervals. This will lead to a varied response and a different approach towards the analysis of the employees in accordance with a particulate setting. It is significant to note that this aspect will allow the individual to reflect back taking into account an analysis of the program in terms of individual actions.

In accordance with, Frinch, (2015), it has been highlighted that in order to be great manager, an individual should have the attributes that could reflect management taking into account that he should have the ability to create a positive relationship with others. Adhering to mutual goals that can help to build long terms practices that could impact the organization as well as the individual goals will be incorporated. It is significant to note that the aim of “development plan” is to impart a practical essence to all these attributes. These skills and attributes will be developed as a byproduct adhering to the long terms goals of the session. Such attributes include better communication skills, adhering to leadership qualities, business analysis and the accumulation of diversity accompanied by practicality. (Lacerenza, et, al. 2018).

It is significant to note that as long as employees are directed to negotiate and meet with each other, there would be positive enforcement to the communication skills taking into account that employees would like their idea and view in terms of problem. The analysis of the problem from an individualistic point of view will allow an individual to incorporate leadership goals and attributes. The section of individualistic and human development will allow an individual to assert certain models and theoretical framework so as to ensure practicality. A common instance of this fact can be found in the utilization of GROW model and role plays to highlight that all learned attributes will be transferable and supportive in achieving the desired goals. It would not be wrong to say that the GROW model is a direct approach that can appeal the realms of the workplace in the form of adequate and central cultural change. (Smylie et, al. 2018).

In order to understand the impact of diversity within the workplace, it is necessary to highlight facts and figures that can impart positivity. Inclusion is one such concept taking into account that it is a vital element to provide a conducive environment to people. It helps individuals to feel valued and contribute to major part of the workplace. In order to support session on diversity, it is necessary to incorporate and address different biases and cultures that can lead managers to find their own mistakes and make efforts to overcome them, affirming and paving way for better and positive organizational culture. (Lucas, et, al. 2018).

At the end of the program, the sets initially formed will present their findings taking into account the skills and attributes that they have learnt over time. A positive conclusion will allow employees to know such actions that have contributed to a cultural shift in an organization. In a simplified form, it is the analysis of the code of conduct that can allow employees to bring positive cultural change. The use of Leadership Development Program will facilitate the inclusion of such items such as, coaching, action learning program, learning and developing the mindset, shift in prevalent culture and get actual transfer of learning to the workplace. (Chang, et, al. 2019).

Learning Theory

“Action learning theory” will be used to incorporate culture change. Lucas, (2017) has defined this theory as a strategy that is unstructured in nature and it emphasizes the question and needs to implement whatever is learned”. The basic notion of this theory is further expanded, referring to the action learning theory as a facilitator that can facilitate the transfer of learning by using group sets to work and practice problem-solving issues and current projects that are relevant to an organization. (Hopkins, et, al. 2018).

It is significant to note that action learning theory brings facilitators and working groups together in order to support unstructured states in the early stages of learning. In accordance with the aim of LDP, managers are challenged with a complex situation having ideas, discussions and challenges as drivers of learning opportunities, taking into account that they can improve organizational performance and bring cultural change. These sets are then used as a tool to enhance learning and adhere to complex issues by using certain strategies such as, challenges addressing, set groups, discussions, panel collaborations and the other collective approaches that could facilitate learning. (Tingle, et, al. 2019).

Learning Development plan is more like an experimental platform for managers through which critical thinking is used to explore issues and reflect on certain solutions to current and relevant issues. It is significant to note that the goals of cultural changes are retrieved by adhering to the practical and emotional support of both facilitators and peers. Learning Development plan concludes with the cohesion of certain constructive alignment between learning strategies, learners and learning objectives of an organization that are achieved with the formulation of core groups of managers that are competing to bring change by keeping long terms goals in the foresight (Rudnick, et, al. 2019).

Structural Learning

Structural learning is defined as another learning approach that can incorporate certain skills among adults. Structural learning is designed by using “instructional method” taking not account that instructional material comprises of the code of conduct that is to be taught to the students. It is significant to note that instructional material and structural learning is more career and work oriented, that is the reason such learning is called structural leaning and adult learning. It is based on the core concepts of problem-solving, adhering to extrinsic and intrinsic awards. Structural learning is accompanied by certain evident rules that can impart clear direction regarding work. Each of the rules is a direction that could facilitate the clear picture of the task, side by side structural leaning helps to increase the efficiency of workers within an organization. (Smith, et, al. 2019)

Evaluation of the Developmental Interventions

Evaluation is one of the crucial steps in determining the strengths and weaknesses of a certain learning intervention. It is a scale that can measure the impact of any newly learnt knowledge, attitudes and skills. Evaluation is the direct use of feedback, taking into account that it improves future curriculum and analysis of the structure in terms of stakeholders either external or internal. Many of the organizations find evaluation as something that is complex, taking into account certain factors such as taxing, time and the systematic approach. (Hampton, et, al. 2019).

In the context of the Learning Development Program formulated by HR developer, there would be seven learning sets that will continue for the time span of about five months. The curriculum for the coaching plan has already been designed, it will offer an avenue in which participants will address organizational issues and certain complex projects with the help of activities, action learning, role plays and reflection based evaluation. (Zare et, al. 2019). It is significant that all the participants will be made to take an active part so that learning development program can be successfully implemented. It is important to note that choice of participants would be diverse so that a wide range of departments can be engaged, and made to change attitude towards knowledge and skills, adhering to a holistic understanding of organizational operations. (Smylie et, al. 2018).

Kirkpatrick Model

In order to evaluate Learning Development Program, the Kirkpatrick model is considered as the most appropriate choice. This model is simple with a practical framework that is applicable to a number of industries and training interventions. (Zare et, al. 2019). Kirkpatrick model comprises of certain sequential multi-level frameworks that can offer guidance for the evaluation by defining evaluation criteria through four different paradigms such as, learning, behaviours, results and reaction. It is important to note that the model is a holistic approach that can offer contextualized and fixed feedback to determine if LDP is serving a purpose and is it financially justified. (Komives, et, al. 2016). 

Evaluation Levels

There are four levels that are associated with the evaluation of Learning Development Program. Level 1 highlights qualitative data that is collected by the end of learning set by using research tool such as questionnaires. It will provide quick and certain feedback regarding course content and techniques of learning. (Majee, et, al. 2018).

Level 1 refers to the evaluation of qualitative data that is collected from pre and post-training skill tests along with certain objective tests. It requires participants to complete written and skill-based assessment that could identify skills, attitude and current knowledge of the participants. It is important to note that Level 2 requires a more detailed and time-consuming analysis that is cost effective. Level 3 is considered as one of the most difficult states to evaluate because of the complexity of data collection taking into account that the validity of data can be a true stance of effective training. It involves certain techniques such as training performance appraisals that an asses a change in the workplace. HR will conduct certain online surveys that can engage different department manager for independent analysis and observation of behavioural change in the workplace. (Ilie, et, al. 2017). Level 4 is considered as one of the most difficult section to evaluate taking into account external factors such as complexity of data analysis and time constraints. It requires a combination of several techniques that can collectively be used to evaluate an organizational change. This incorporates certain measures of business analysis that can help to evaluate changes in terms of organizational functions such as profit, cost-benefit analysis and absenteeism, taking into account that it is a direct approach to investigate LDP. (Lindebaum, 2018).

Transfer of learning

Transfer of learning highlights that during training session, all knowledge is not transferred to the workplace, in fact, it is encapsulated in the learning situation. According to research, only 10-20% learning is transferred, taking into account that organizational training is not actually fully maximized, learning transfer is considered as one of the successful paradigms that facilitate an effective and continuous application of what is learned by an individual during job tenure. (Zare et, al. 2019). Transfer of learning is not only a critical stance to maximize the training environment, in fact, it is a cognitive and behavioural change that can improve the performance of employees and result in an empowered culture. (Mulatu, et, al. 2018).

Factors

There are a number of factors that can have an influence on the transfer of learning. These factors can be categorised as,

Employee characteristics

It refers to the traits of an employee such as motivation, self-efficacy and a perceived usefulness of the ranking.

Training design

It refers to the opportunity of behavioural modelling, adhering to workplace application, secession and goal setting.

Work Environment

It refers to the e-learning transfer were a workplace act as a platform of manager and peer support, time to learn and implication of opportunities to apply to learn.

An analysis of these factors highlight that all external factors collectively form learning principles such as meaning full transfer and learning theories such as social learning and experimentation. The theoretical framework has lamented that action learning is an effective paradigm of leaning. Research asserts that if participants are given the time and opportunity for the implication of new skills in the context of workplace learning transfer is enhanced. (Zare et, al. 2019). Action learning sets formulate peer support that incorporates mutual goals, accompanied by sharing concerns and quick feedback. In the final program session, action learning set will; deliver a presentation that can infer how learned experiences can be practice accompanied by a reflection. (Zare et, al. 2019). The CEO will discuss and address HRDNI results that aim at engaging participants from the beginning, adhering to the feedback that highlights a problem and a relative solution. It is significant to know that expectation time will be assigned for learning from CEO.

The session will end with a casual session that can enable participants to build positive and cooperative relationships with each other. A questionnaire will be distributed for participation on a personal level, taking into account that individual development areas would be defined. All participants will be taking part in the coaching session originated by CEO in order to discuss challenges and reflection. It is significant to note, the strategies to be used by an organization should rely on the strong basis of self-efficacy. It is important to note that employees should be made to work in accordance the peer support. It is asserted that the aim of session 3 is to focus on the utilization of the GROW model and significance of role plays. Role play is one of the basic strategies of learning transfer because it imparts critical thinking and critical reflection. Side by side, the GROW model allows the enhancement of knowledge transfer to the workplace. In a nutshell, it is asserted that program evaluation is a code of learning transfer that will focus on learned behaviours and infer opportunities by adhering to the screening of job behaviour.

Cost and Project Benefits

Usually, the cost is management in terms of the return of investment to the organisation that is in the form of currency. it is one of the basic accessories to cost the leadership training program, taking into account that it would be a coaching of managers. It is a stance that can employ both financial benefits along with other goals that are not easily measured much like intellectual capital, company culture and job satisfaction. It is significant to note, despite the high indirect cost to the leadership development programs can infer responsibilities that could be part of the program at several stages. (Zare et, al. 2019). Removing the CEO from his day to day responsibilities outweighs the cost, making it an integral part of the program's success. Another indirect cost is ten managers, being away from their working schedule. Side by side, managers will be engaged in training that will ultimately benefit the company. (Gelbhart, et, al. 2019).

A cost of an external trainer would be a direct consumption. The trainer would cast a great project benefit because it will be an increased intervention of learning towards the organization. An internal organizational training lineage would be started, that will not only benefit the managers but the company as a whole. It is significant to note that the cost would be kept at a minimum combination of both learning sessions and a range of training that is to be delivered. There are several other benefits, taking into account that certain core skills would be formulated that could facilitate skills required to incorporate effective coaching in the workplace. There would be an increased retention rate that could restore cultural values taking into account that a leadership pipeline would be formulated that could facilitate both employee and the employers. There is a higher ratio of “indirect” cost of leadership that is associated with this program, taking into account the fact that there is both direct and indirect ratio of cost that is aimed at asserting that although there would be an increased stance of “absence”, it will also lead to an increased ratio of profit. (Sosik, et, al. 2018). 

The cost of evaluation would be assessed on four major paradigms; implementation refers to the implication of the set rules, adhering to the stance of sustenance of organizational culture. Investigation refers to the analysis of the cost and economic paradigm that could contribute to the organisational setting and future goals. Design refers to the actual outline of the organization, adhering to the framework of cultural attributes, it also refers to the analysis of economic designs. Evaluation is a comparative study of the costs, referring to the consumed resources and the outcome that is left behind.

After ensuring the analysis of the resources such as investment of time and money, it could be analyzed that all stages should be accompanied by the subject evaluation. SWOT analysis is also one of the major tools that can be incorporated taking into account other relevant learning interventions. In a nutshell, the overall cost could be $ 30, 155 which refers to an investment of about $3,100 per participants.

References

An, S. H., Meier, K. J., Bøllingtoft, A., & Andersen, L. B. (2019). Employee perceived effect of leadership training: Comparing public and private organizations. International Public Management Journal, 22(1), 2-28.

Chang, A., Lundebjerg, N. E., Abrams, J., Barnes, D. E., Fain, M. J., Hall, W. J., ... & Ritchie, C. S. (2019). Leadership, Inside and Out: The Tideswell‐AGS‐ADGAP Emerging Leaders in Aging Program. Journal of the American Geriatrics Society, 67(3), 437-442.

Drugman, T., Pylkkonen, J., & Kneser, R. (2019). Action and semi-supervised learning in asr: Benefits on the acoustic and language models. arXiv preprint arXiv:1903.02852.

Frich, J. C., Brewster, A. L., Cherlin, E. J., & Bradley, E. H. (2015). Leadership development programs for physicians: a systematic review. Journal of general internal medicine, 30(5), 656-674.

Gelbhart, R., & El-Yaniv, R. (2019). The Relationship Between Agnostic Selective Classification, Action Learning and the Disagreement Coefficient. Journal of Machine Learning Research, 20(33), 1-38.

Hampton, D. C. (2019). Development of Psychological Empowerment over Time and with Experience.

Haslam, S. A., Steffens, N. K., Peters, K., Boyce, R. A., Mallett, C. J., & Fransen, K. (2017). A social identity approach to leadership development. Journal of Personnel Psychology.

Hopkins, J., Fassiotto, M., Ku, M. C., Mammo, D., & Valantine, H. (2018). Designing a physician leadership development program based on effective models of physician education. Health care management review.

Ilie, C., Cardoza, G., Beechler, S., & Hugas, J. (2017). Designing leadership development programs for high impact in Emerging Economies: The case of Spanish Multinationals in Latin America. Available at SSRN 3064353.

Komives, S. R., & Wagner, W. (Eds.). (2016). Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons.

Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517.

Lindebaum, D., Al-Amoudi, I., & Brown, V. L. (2018). Does Leadership Development Need to Care About Neuro-Ethics?. Academy of Management Learning & Education, 17(1), 96-109.

Lucas, R., Goldman, E. F., Scott, A. R., & Dandar, V. (2018). Leadership development programs at academic health centers: results of a national survey. Academic Medicine, 93(2), 229-236.

Majee, W., Reed Adams, J., Goodman, L., Sethi, T. K., & Anakwe, A. (2018). Why are we not winning? An exploration of causes for continued disengagement among graduates of low-income community leadership development programs. Community Development, 49(1), 83-100.

Mulatu, M., & Bezabih, W. (2018). The Effects of Teachers’ Perceptions on the Implementations action Learning in EFL Classroom. Global Journal of Human-Social Science Research.

Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.

Rudnick, J., Niles, M., Lubell, M., & Cramer, L. (2019). A comparative analysis of governance and leadership in agricultural development policy networks. World Development, 117, 112-126.

Sidwell, A., & Perry, M. (2019). Self-leadership Training Review.

Smith, D. A., Arnold, W. L., Krupinski, E. A., Powell, C., & Meltzer, C. C. (2019). Strategic Talent Management: Implementation and Impact of a Leadership Development Program in Radiology. Journal of the American College of Radiology.

Smylie, M. A., & Eckert, J. (2018). Beyond superheroes and advocacy: The pathway of teacher leadership development. Educational Management Administration & Leadership, 46(4), 556-577.

Sosik, J. J., & Jung, D. (2018). Full range leadership development: Pathways for people, profit, and planet. Routledge.

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Appendix 1

Leadership Development Program

Session

Action Learning Set

Time

Session I

Cultural Project will be discussed, orientation by CEO.

8 Hours

Session II

Adherence to “Communication and leadership skills”. Analysis of perosality traits

Reading certain flashcards

8 hours

Session III

Coaching at internal venue. Helping and cooperating in achieving goals and enlightenment to GROW model

8 Hours

Session IV

Analysis of coaching effforts, group discussions and discussion of possible challenges that an employee can face.

All these activities will be held at an internal venue.

4 hours

Session V

Employyes and organizational outcome. Incorportaing coacjhingmehodology that can inculcate values and discussion of organizational diversity.

4 Hours

Session VI

Conclusion of training session. Speech by CEO at an eternal avenue. A casual lunch as well as giving certificates to employees who participated.

4 Hours

Appendix II

Single Session Plan

Session I

Leraning Objectives

Fcailitating communication

Incorportaing culture

Inferring adequate and friendly artnosphere

Employee management

Resources

Power point Presenattion

Youtube Videos

Note Pads

Time

Topics for discussion

Action

09:00 – 09:30

Intrduction

09:30 -10:00

Organization

What is an organization

Attributes of a good organization

10:30 – 11:00

Break for tea

11:00 - 11:45

Employees and Culture

Status of employees

Cultiural coaching,

Difference between coaching, traiing and mentoring

11:45 – 12:15

Motivation

Using motivational video, employees will be taught about tsregth of hardwork

https://www.youtube.com/watch?v=d9gwmyPMByM

12:15 - 01:00

Lunch Break

01:00 – 01:45

Cultural Theories and Implication

Action Leraning

01:45- 03:00

Cultural Complications

How employes can address cultural complications

How cultural complications affect organizational attitude

(Using Flash-cards)

03:00 - 04:00

Winding up and Evaluation

Reviews will be taken regarding today’s session, there would be a short recap.

Leading

Project 3: Leadership

(Your Name)

BMGT 364 (section number)

(Instructor’s Name)

Author Note

Leading

Introduction

PureLife Foods is a distributor of organic vegetarian food to a number of retailers around the country, such as Safeway and Giant. These retailers, in turn, supply the public with these organic vegetables. At present, PureLife has decided to start producing and distributing the all-natural energy bars among the clients it holds contracts with. However, they aim to expand this supply chain through an outreach program to reach a wider number of people. In order to do that, the head of R&D at PureLife Foods, Grace Polk, reached out to Greenline Consultants in an effort to seek a candidate for the Executive Director position in the Fitness and Nutrition division.

The senior lead consultant at Greenline Consultants put an associate on the job, in an effort to find a candidate that would not only be a right fit for the company and the department he or she would be assigned to, but this person should also be open to developing innovative and unique ways to ensure that sustainable and green products are marketed at an optimal level and develop the traditional PureLife Food Customer base. This new executive director will also be the face of the company with regard to the marketing of a number of products, thus it is essential that the company markets the products not only to it's current demographic but expands it as well.

Management and Leadership Skills/Style

The first of three choices that Greenline Consultant have to judge on the basis of their transcripts is Beth Jordan. Beth has 25 years of experience working with Star Lite Foods, where she served as the Vice President of Operation and Marketing in the company. During her term, the company gained a 12% increase year-over-year. She also has 10-year experience working as a Regional Director in Maine, where she was tasked with ensuring that the farms in the area were complying with the federal and company regulations. Her suggestions, with regard to the Energy Bars industry, was to focus on providing quality products to the masses since this market is a little difficult for new entrants to make a name for themselves. In her opinion, once the energy bars take off, company can initiate the process making the product sustainable and environmentally friendly. With regard to her leading skills, Beth believes that she is old school, and has a rather hands-on approach with regard to her experience as an executive.

The second candidate is Sharron Tulles. She had been working as the Deputy Executive Director at the West Coast division of the company and has primarily been focused on making the Meatless Hamburger Patty more environmentally, as well as human-friendly. She primarily holds a BS in chemical engineering and also served as a production manager in Arizona. Her research was responsible for getting the ascension of PureLife foods in environmentally, as well as human-friendly companies. According to her initial screening, she admitted not to have any marketing experience. However, she expresses a strong desire to work on these skills and believes that she has the necessary leadership and managerial qualities needed to guide the team to success. In her opinion, her familiarity with the core values of PureLife Foods and her experience will be an asset to the company especially with her in the executive director position. She also plans on making the PureLife Foods and their energy bars a leader in quality in this category.

The third candidate on the list is the owner of Bigsby Frozen Foods, Jack Tillson. The company has been recently purchased by PureLife Foods and Terry Schinn, the COO of the company, believes if Tillson could run an entire company, he should be able to run a new division. In his opinion, while the marketing side of things for his company was being managed by Rico Manuel, Jack’s long-time expert Frozen Foods Director, he was responsible for the exponential growth of the company. Thus, he believes that since he has been leading Bigsby’s through its growth that he could easily manage PureLife Foods into a new venture.

Candidate Recommendation

Management and leadership may alike, especially with regard to the responsibilities assigned to an individual, but these two traits are definitely not the same ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"bn61SjFm","properties":{"formattedCitation":"(Azad et al., 2017)","plainCitation":"(Azad et al., 2017)","noteIndex":0},"citationItems":[{"id":1042,"uris":["http://zotero.org/users/local/0omESN17/items/6GCSRY2V"],"uri":["http://zotero.org/users/local/0omESN17/items/6GCSRY2V"],"itemData":{"id":1042,"type":"article-journal","title":"Leadership and management are one and the same","container-title":"American journal of pharmaceutical education","page":"102","volume":"81","issue":"6","author":[{"family":"Azad","given":"Neelam"},{"family":"Anderson Jr","given":"H. Glenn"},{"family":"Brooks","given":"Amie"},{"family":"Garza","given":"Oscar"},{"family":"O’Neil","given":"Christine"},{"family":"Stutz","given":"Misty M."},{"family":"Sobotka","given":"Jenelle L."}],"issued":{"date-parts":[["2017"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Azad et al., 2017). Leadership is a quality of influencing others, whereas management is the process of directing and coordinating people in order to accomplish a goal ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ub7edSeN","properties":{"formattedCitation":"(Hao & Yazdanifard, 2015)","plainCitation":"(Hao & Yazdanifard, 2015)","noteIndex":0},"citationItems":[{"id":1041,"uris":["http://zotero.org/users/local/0omESN17/items/C8QR5KMJ"],"uri":["http://zotero.org/users/local/0omESN17/items/C8QR5KMJ"],"itemData":{"id":1041,"type":"article-journal","title":"How effective leadership can facilitate change in organizations through improvement and innovation","container-title":"Global journal of management and business research","author":[{"family":"Hao","given":"Moo Jun"},{"family":"Yazdanifard","given":"Rashad"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Hao & Yazdanifard, 2015). A leader holds a more people-oriented position and is responsible for influencing the people around him ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"YExaXXdk","properties":{"formattedCitation":"(Kurec, 2016)","plainCitation":"(Kurec, 2016)","noteIndex":0},"citationItems":[{"id":1040,"uris":["http://zotero.org/users/local/0omESN17/items/FTLUR293"],"uri":["http://zotero.org/users/local/0omESN17/items/FTLUR293"],"itemData":{"id":1040,"type":"article-journal","title":"Follow the Leader: Developing Great Leadership Skills","container-title":"Critical Values","page":"24-27","volume":"9","issue":"4","author":[{"family":"Kurec","given":"Anthony"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kurec, 2016). On the other hand, a manager holds formal power in a situation, with his job being more task-oriented.

For PureLife Foods, at present, the executive director needs to be both an innovative leader, that can navigate the right path for the company and lead the new division to new heights. On the other hand, this executive director also needs to be a manager that can give his or her team a direction to focus on and keep them on the task at hand. Compared to all the aforementioned candidates, Beth Jordan is the right fit for the company as compared to any other candidate. Jac Tillson may have run his own company, and Sharron Tulles may have been a part of PureLife Foods for a long time now, neither of them is aware of the nitty-gritty involved in not only launching a new product and making a name for oneself in the field but also of the hands-on approach that Beth does. From the get-go, she made the right call by suggesting that PureLife Foods needs to focus on producing quality energy bars as opposed to focusing on sustainability at present.

Conclusion

Choosing the right candidate from a list of brilliant candidates is never an easy choice. Sometimes, people that look good on paper do not perform as well as others. On the other hand, some candidates prove to be a diamond in the rough, even if their approach is orthodox and conventional at best. However, if they provide results, they are the very best choice on the matter. The same can be said for Beth Jordan. She may have proclaimed herself to be old school, but she is the best choice for the position at PureLife Foods.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Azad, N., Anderson Jr, H. G., Brooks, A., Garza, O., O’Neil, C., Stutz, M. M., & Sobotka, J. L. (2017). Leadership and management are one and the same. American Journal of Pharmaceutical Education, 81(6), 102.

Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation. Global Journal of Management and Business Research.

Kurec, A. (2016). Follow the Leader: Developing Great Leadership Skills. Critical Values, 9(4), 24–27.