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Human Resource Policy
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HUMAN RESOURCE POLICY PROJECT: ANNOTATED BIBLIOGRAPHY INSTRUCTIONS
The annotated bibliography for your 4 selected human resource topics must consist of at least 10 reputable, professional, scholarly journals and/or informational venues that deal with the content of the course (i.e., not blogs, Wikipedia, newspapers, etc.), be in current APA format, and contain persistent links so others may have instant access. Include a proper title page.
It is highly recommended that you use Liberty University’s Jerry Falwell Library online resources. A librarian is available to assist you in all matters pertaining to conducting your research, including what constitutes a scholarly article (reputable, professional and/or scholarly journals, and/or informational venues that deal with the content of the course).
The Jerry Falwell Library librarian has asked that the following be shared:
Articles in Business Source Premier have a “Permalink” you can use to post in your assignment. The permalink, in most cases, will allow anyone to access your article. Articles in Business Source Complete have a “Permalink” you can use in your assignment. The Permalink should allow anyone to access your article. To get the Permalink, look the article up in Business Source Complete and click the article title. Then click the “Permalink” link that appears in the right column.
The annotations are designed to help your classmates better understand and more easily learn about your topic. The annotation is not a normal required component of APA; rather, it is a specific additional requirement for this assignment.
Note the following regarding your annotated bibliography:
• An annotated bibliography is a list of the journals and resources you used.
• Each citation is followed by a brief paragraph (at least 150 words) that is descriptive and evaluative—the annotation.
• The purpose of the annotation is to inform the reader of the relevance, accuracy, and quality of the sources cited.
• For more information on annotations, see this link about Annotated Bibliographies.
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Human Resource Training Class
Write a four to seven (4-7) pages paper in which you:
Justify the use of a needs assessment of your company’s proposed employee customer service training, stressing five (5) ways in which such an assessment would expose any existing performance deficiencies.
Develop a customer service training implementation plan and determine the method of training (i.e., presentation, discussion, case study, discovery, role play, simulation, modeling, or on-the-job training).
Justify why you selected the training method that you did.
Propose two (2) ways to motivate an employee who has no interest in attending a training class.
Develop a survey to collect feedback from the employees who attend the training.
Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
•Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
•Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
Please include a introduction and a conclusion.
Human Resource Training
Below is a partial answer to the above homework questions by one of our writers. If you are interested in a custom non plagiarized top quality answer, click order now to place your order.
Human Resource Training Class
Employees training is a crucial aspect in human resource management (Raheja, 2015). This is because employees are an engine of the company and they can steer the company to success or failure. Hence, constant training enable the employees to be informed of the new practices in business and as such able to upgrade their skills. When it comes to customer services, it is important to note that employees are required to be able to constantly communicate effectively to the customers so as to drive customer retention, attraction and satisfaction.
This requirement makes it relevant for customer service employees to be constantly informed on the best ways to handle customers while at the same time drive the agenda of the company. Therefore, constant training remains an essential aspect in terms of realizing and reviewing a company’s objectives (Raheja, 2015).
Justification for the Use of a Needs Assessment
It is imperative that any employee training is preceded by a needs assessment so as to ensure the efficiency and effectiveness of the training program (Lawson, 2015). It is important for an organization to evaluate the reasons of a training so as to maximize its benefits. If a training is just scheduled without a needs assessment, then the organization might lose its time and money.
An analysis will ensure that the organization trains the correct employees, at the correct time with the relevant content. Hence, a training assessment is the sure way that an organization can use to validate the need of the training, the focus, scope and approach as well as the target employees for any training (Lawson, 2015).
Secondly, a needs assessment is relevant to the organization as it helps the company to assess the competencies of its staff in line with recent development. Companies thrive on a competent workforce. However, with time, a competent workforce becomes incompetent due to the adoption of new technologies that render employee skills outdated. Hence, a needs assessment is capable of identifying the obsolete skills and hence inform on the appropriate training.
Thirdly, a needs assessment assists the organization to identify gaps in its human resource. Gaps can be represented by inadequacy in employee skills, discrepancy between practice and company policy and mismatch between present employee performance and the desired performance (Lawson, 2015).
Fourthly. A needs assessment is relevant as it can help the organization to analyze the effects of employee attitudes on the organizational culture. This is an important factors as employees are the ones who represent the company’s culture to the customers, more so customer service staff. Lastly, it is an opportunity for identification of best practices in the organization. A needs assessment can reveal the best employees in the organization who perform their duties in line with the company objectives.
This will set them apart from those who require training. Generally, a needs assessment is an important tool which will reveal the weaknesses and strengths of employees, their behaviors such as absenteeism, productivity and the available motivations. All this factors will inform the kind of training that is relevant for the employees (Lawson, 2015).
Customer Service Training Implementation Plan
Customer Needs Assessment
The first step in the training process will be to identify the needs of the customer in relation to customer service employees. This will enable the firm to understand the expectation of the customers when it comes to the organization’s employees and also to establish the general needs of the customer (Wilder, Collier, & Barnes, 2014). The main method that will be used in this training is issuing a comment card and establishing a feedback option on the firm’s website. This will enable customers to give their reviews regarding their experience on their visits to the store….
Human Resource Training
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Nando’s HR
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Description of Assessment Requirements
As a Human Resource Management Consultant, you have been invited by a NANDOS (refer tohttps://secuforum.com/free-essays/human-resource-management-nandos-case-study-237 for a case study on Nandos but you are expected to do your own research) to advise them on the possibility of taking their HR practices to the next level in order to compete more effectively in the marketplace.
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In particular the Board of Directors would like you to address the following:
Task 1
Drawing on relevant models, analyse the approach of the company to the management of its human resources.
Task 2
Critically discuss its recruitment and selection in relation to strategic human resource initiatives.Make relevant recommendations as to how it could improve this process.
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Task 3
Discuss its approach to HRD and explain how this could be improved.
Task 4
Critically evaluate the classical theories of motivation and from your discussion of these theories propose a hybrid theory which may combine the most meaningful characteristics from a range of these theories and which you believe will have practical value in this organisation.
Task 5
In your advice to the company discuss the characteristics of effective leaders. Draw on relevant models to justify your analysis.
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2. In addition to the interview, you want to add another selection assessment to accompany the structured interview questions you designed. Select one, and give your recommendations, with support, for why it should be chosen above the others.
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Keys to Nonprofit Employee Retention Strategies
After reviewing the Keys to Nonprofit Employee Retention strategies, identify 2 areas that are important for a human services nonprofit agency in order to maximize employee retention. Explain why those areas are important, and provide examples supported by research.
Employee retention is the conclusion of strategic actions that organizational leaders take to motivate and encourage employees to maintain employment and produce within an organization.
Let’s start by looking at why nonprofit organizations face challenges in attracting and retaining employees:
“These individuals (elite university graduates) can disrupt industries and make real change in the world, but they rarely enter the social sector because it “suffers from lower salary scales” and lacks “organizational infrastructure,” making it “less appealing to young people who are entering the workforce”. Even if they work for a non-profit, a majority of these graduates do not stay for long as “55 percent of emerging nonprofit leaders” believed they had “to leave their organizations to advance their careers.”
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People, Management, & Organisations
Introduction
Human resource management (HRM) is one of the most important departments in the operations of an organization. Different entities as well share HRM responsibilities differently depending on the size, situation/context, and the goals of the organization among other functions. HRM in overall aims at improving the performance of the business by extracting maximum value from the capabilities, knowledge and skills and efforts of employees in the most cost effective manner as possible.
To achieve this value, organizations share various responsibilities through shared service centres, HRM department, and outsourcing or through line managers. The paper therefore, focuses on the different ways of sharing responsibilities using the case of Vodafone Company. The paper further deliberates on how this work and ways to improve the same putting into consideration the drivers of trends in service delivery.
People, Management, & Organizations
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Case study
Vodafone is one of the leading multinational corporations in the area of telecommunication companies operating in India. The company ranks second after Airtel in terms of mobile network coverage. The company offers an array of services including services that relates to voice, mobile phones, and internet services such as 3G and many others. The company dominates the mobile telephony market because of the quality of services it renders to its customers. The company has as well managed to grow because of the competitive personnel it has.
The nature of HRM delivery the company uses is both outsourcing and HRM department. The company has a HRM department that deals with the affairs of its employees. It as well on various occasions uses outsourcing services to supplement its HRM department functions. Various drivers or trends in service delivery exist such as technological advancement/change, competitive pressures, and globalization and are critical in the operations of HRM systems. These drivers as well have played a key role in the operations and HRM responsibilities of the company.
For instance, competitive pressures have contributed to the innovations and creativity experienced in the company. The company has managed to come up with competitive products and services that have contributed to its success. Globalization has also contributed to the adoption of the HRM strategy in the company. The company has as well adopted best practices embraced by different companies across the world to be competitive.
People, Management, & Organizations
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Advantages and disadvantages of outsourcing of HR mode of delivery the company has adopted
Outsourcing of HR activities is one of the HR service delivery the company uses. Various HR practice areas such as training and development and recruitment, and payroll, and general administration are sourced from various HR specialists. This however, does not mean the company has poor systems, but some of the personnel’s to be recruited requires vigorous scrutiny (Torrington, Hall &Taylor, 2008). Recruitment agencies for instance, possess greater skills and experience concerning suitable caliber of candidates to recruit.
Furthermore, outsourcing reduces costs of operation, especially in the short run because it can be expensive to maintain or retain internal staffs due to employment cost such as holiday pay, office accommodation, and pension pays. Outsourcing removes, potential rigidities as they are not covered (Bresnen & Marchington, 2014). Outsourcing has advantages because it allows the company to buy in external expertise not available in house. It is also useful and appropriate in change programmes, and is cheaper in the long run.
However, using outsourcing as a method of delivery have potential problems that the organization put into consideration to ensure that they does not derail smooth operations and functioning of the organization. This includes loss of internal synergy in the Human resource functions in the company. It also limits the company when it comes to application of best practices and there may cause interference in the process of reaching amicable solutions (Torrington, Hall &Taylor, 2008).
Furthermore, the company faces threat of experiencing additional costs because of monitoring and definition of performance that must be undertaken even after the outsourced experts or specialists leaves the organization (Bresnen & Marchington, 2014).
People, Management, & Organizations
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Advantages and disadvantages of HRM department mode of delivery the company has adopted
HRM department is cheaper to administer and to run because personnel’s are familiar with the internal process of the organization (Torrington, Hall &Taylor, 2008). However, some of the challenges or problems that this company experience using this mode of service delivery is when it comes to policy implementation and implementation of programmes due to long processes created in the organization structure.
These delivery methods as indicated from the discussion are appropriate and help the organization to gain value. The company does not incur huge costs operating on these delivery methods. Furthermore, returns in terms of value are higher.
Outsourcing has contributed to recruitment of skilled and knowledgeable staffs that have contributed to achievement of the objectives and goals of the organization. Furthermore, it has contributed to smooth operations because; the right people that have the requisite skills are employed to help champion the issues of the organization forward.
Other modes of HR service deliver
Advantages and disadvantage of front-line managers
Even though, the company uses outsourcing and HRM department, Purcell & Hutchinson (2007) argues that using other modes such as front line managers and shared service centers (SSC) can as well add value to an entity. According to Bresnen & Marchington (2014), the potential advantages of using front line managers is that is easy to intervene in any HR issues as they are closer to issues that the department of HR perform.
Furthermore, line managers have higher understanding of the business and they own ideas that help them to engage with others (Purcell & Hutchinson, 2007). However, they have some drawbacks such as may not be familiar with the goals of the organization, may lack skills and competencies, may experience work overload that may derail their smooth operations and may as well face inconsistencies when it comes to application of HR rules.
People, Management, & Organizations
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Advantages and disadvantage shared service centers HRM service delivery mode
On the other hand, shared services centres are also becoming popular in entities. This involves a small group of HR professionals that drive the strategic vision of an organization at the same time a call center exists that provides advice to line managers as well as administrators and individual workers (Marchington & Wilkinson, 2011).
Some benefits of this include higher customer satisfaction, efficient processes, and economies of scale, transparency of costs, among others. Potential problems using this kind of delivery mode is increased workload to line manager that may affect service delivery, higher than expected costs and staffs may experience IT problems among many others.
Wider theoretical perspectives
Various theories provide wider perspectives on the functioning of different organization. Resource based view is one of the theories that explains how the key drivers of HRM and organization performance are shaped (Bresnen & Marchington, 2014). In Vodafone, the primary forces that impacts on its performance is based on the inside out approach. The internal capabilities including the skills of employees and processes as well as employment relation play a critical role in its success (Lepak & Snell, 2007).
The organization therefore has used different individuals in different areas they cause greater impacts. Practices or goals that are ascertained to be are, valuable, not easy to copy, and not easy to substitute are given preferential treatment. Therefore, HRM architecture has as well been of greater value in the functioning of HRM as the modes of delivery is based on centrality to the mission of the company (Bresnen & Marchington, 2014).
People, Management, & Organizations
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Ways of improving delivery and alternative HRM service delivery modes recommendations
Based on the literature and discussion, delivery can still be improved to ensure that the organization achieves higher performance. One way of improving delivery is applying various models of delivery that suit the company and which help achieve the goals and visions of the organization (Lepak & Snell, 2007).
It is also important to select the mode of delivery that is cost effective, ensure that problems are solved and those that ensure adoption of best practices in the functioning of the organization. It is also important to utilize resource based view theories by incorporating internal capabilities that can add value to the organization. I recommend use of HR departments and outsourcing of HR in circumstances where an organization wants to save costs and to attract talented individuals.
Conclusion
Human resource management is critical in the operation of the organization. It is prudent that organizations adopt suitable service delivery modes that can help them meet their goals. Organization such as Vodafone uses HR department and outsourcing and this has contributed to its success. In dealing with various problems entities encounter, it becomes prudent to adapt to most suitable and appropriate modes of service delivery.
People, Management, & Organizations
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Other modes that entities can use include front-line managers and Shared Service centers. It is also important to consider the drivers of factors of service delivery such as globalisation, technological changes, and competitive pressures in deciding the appropriate service delivery mode to use. Theoretical views such as resource based and architectural modes are important to consider in service delivery.
Using inside approach by considering internal capabilities of individuals can go extra miles in ensuring that an entity remains competitive. It is therefore recommended that organizations make appropriate decisions on the modes they want to use by weighing their benefits against drawbacks and putting into consideration the context or the situation they are operating in.
Lepak, D, & Snell, S 2007, ‘Employment subsystems and the ‘HR architecture’, in Boxall, P.,Purcell, J. and Wright, P. (eds), The Oxford Handbook of Human ResourceManagement, Oxford University Press, Oxford.
Marchington, M, & Wilkinson, A 2011, Human Resource Management at Work (4th Edition), London: CIPD.
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Human Resource Management Case Study
Question one
Positive impact- it legally covers your back. An employee is responsible for certain actions that are described under their role
Helps the management identify any problems that may occur in any business setting since failure to accomplish a certain task can be easily traced
Negatives – are easily amenable to include other roles
Question 2
Mathew, the manager responded in a right way. The role of the barback and the bartender are completely different and as a result, the barback may not fit in the new job descriptions due to lack of certification of holding some products and lack of educational qualifications. However, a temporary job involved assisting the bartender whenever a break was needed. It was not something .permanent that would affect the barbacks job
Certain factors such as the academic qualifications will be looked at. Mathew wants the Barback to assist the bartender in some of the function at the bar. Most of the activities require professional qualifications that are not required in the barback previous role. The second important aspect that Mathew may have to deal with is licenses and certification that go hand in hand with the bartenders job especially the Alcohol awareness certification.
Additionally, the manager may be forced to look at the job functions since the bartenders role requires more attention especially since it involves mixing of alcoholic drinks, an aspect that is clearly not defined in his job. Lastly, the manager will have to look at the salary. An increase in roles results in an increase in pay of the services offered.
Human Resource Management Case Study
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Case 14.
Question 1
Those who hold the greatest power bring about incivility. Dan being the leader asks for more time to do a presentation something that was completely not planned for in the agenda of the meeting. Because of the position, he holds he manages to get away with. Dan asks Judith to speak up during the meeting well knowing that Judith is normally shy when in front of people.
Additionally Dan rules out the ideas proposed by another member as being brainless. This shows high levels of indecency when answering a suggestion by some members of the group. Lastly, Carlos and Lori bring their personal issues involving their conflict at the work place.
Question 2.a
Several issues are identified in the meeting. They include a lack of rapport between members, influence by certain members of the group for their voices to be had, poor planning or organizational structure, poor feedback method, lack of authority and assertiveness.
Question 2b
Dan should ensure all members stick to the required time. Additionally he should not allow personal issue on the floor of the agenda. Lastly, Dan should set aside time for questions and new ideas.
Question 3.
Various ways can be used to interject a person who is too talkative. First, the chairperson of the meeting can directly interject her by telling her that her time is out. Additionally, you can choose to utilize nonverbal cues that tell her that time is not in her side. Lastly, you can choose to give each member a given amount of time so that they know that they are under a time limit.
Human Resource Management Case Study
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Question 4
To avoid incivility in meeting, the person heading the meeting should be authoritative and assertive. In addition, the person should ensure that no instances of personal conflict are noted in the meeting.
Case 19
Question one
I would approach the employees with an open mind and assist them in understanding the various types of leadership styles that are used in different scenarios. Co-ercive leadership would involve a question like or phrase that sounds like “ Do what I tell” while authoritative leadership will involve a commanding tone such as “ come with me”.
Affiliative leadership will involve a phrase that welcomes people such as “ you can enter the room first” while democratic leadership may involve a phrase such as “ what do you think” while pace setting leadership will involve a phrase such as “ do as I do now’ lastly the coaching style would involve phrases such as “ try this”
Question two
Coercive leadership style will work best where there are many problems associated with the employees or where there is need to turn certain problems around. Authoritative leadership is used where direction is required or where things are not running according to expectations. Affiliative leadership involves creating a harmonious environment while democratic leadership creates a participative climate. Lastly , coaching provides a learning environment.
Human Resource Management Case Study
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Question three
Coercive , authoritative, and coaching role will make the employees perceive her as a harsh leader while the remaining leadership styles portray a picture of a friendly and socially interactive leader.
Case 27
Question one
Lack of motivation and rewards for the employees
Question two
Motivating staff always comes in form of monetary or monetary form. However most employee prefer monetary forms that are not readily accessible for those in leadership positions
Question three
Shakia should identify a reward and motivation scheme for the employees of the company.
Question four
Intrinsic forms of rewards may come in form of tips from the customers while extrinsic rewards may come in form of increased pay from the management.
Human Resource Management Case Study
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Case 28
Question one
The roles become repetitive and therefore boring
Question two
Staying at the same position for many years provide enough experience in one section and would be easily eligible for any other role
Question three
People loose interests in their jobs due to repetition of the same task over and again. Additionally people there are less opportunities for career development
Question four
It results in low input in job places since the employees at a given section are too tire of the repetitive nature of their job.
Questions five
Asking them to undertake professional academic short courses
Human Resource Management Case Study
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Case 30.
Question one
Mr Kunz is making a mistake by praising every member of staff even in issues that do not relate to the company.
b) Employees feel more pleased as one of the managers has finally seen the important role they play in the company. They feel valued
c) To minimize praising each individual at every place he visited.
Question two.
Employees need to be praised if they have achieved something outstanding they do need to be praised for small tasks
Question three
Some employee do not like praises since they believe it their role to fulfill their responsibility to the company and therefore praises do not affect them in anywhere , they prefer a system that is tangible like rewards
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Human Resources Policies and Procedures
In this paper, how the Joint Commission has influenced Human Resource Management’s essential functions is examined exhaustively and the significance of collaboration between department and human resources managers when filling vacant job posts is analyzed. Moreover, this paper provides an in-depth outline of a training program for human resources managers, Human Resources Policies and Procedures. Lastly, the most effective performance assessment technique for the hospital organization is recommended.
How the Joint Commission has influenced HRM basic functions
One significant way in which the Joint Commission has influenced Human Resource Management’s basic functions is that the Joint Commission has created policies, standards and procedures that hospital HRM professionals must adhere to in the management of human resources.
In essence, the objective of the HRs function is to make sure that the health care organization determines the competencies as well as qualifications for every staff position – individuals like contractors, workers, or impermanent agency personnel who offer their services in the health care organization – basing upon the hospital’s population, mission and treatment, care and services. To meet the needs of patients, a health care organization should provide the right number of competent staffs (Joint Commission on Accreditation of Healthcare Organizations (JCAHO), 2016).
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Human Resources Policies and Procedures
The specific Joint Commission standards on the management of human resources include:
Planning – the hospital: should have a sufficient number and combination of staffs who are in line with the staffing plan of the hospital; and should have a process for ensuring that the qualifications of a person are consistent with that person’s job responsibilities. The hospital should also utilize data on service/clinical screening indicators together with HR screening indicators in assessing the effectiveness of staffing (JCAHO, 2016).
Orientation, Training and Education: the hospital should ensure that orientation offers initial job training and information; there should be an ongoing education, which includes in-services, training and other activities; sustains and enhances employee competence; and every employee including volunteers, students, licensed independent practitioners and staff members should be able to demonstrate or describe their responsibilities and roles, basing upon job responsibilities and duties (JCAHO, 2016).
Competence Assessment: the hospital has to carry out performance evaluations periodically; and competence to carry out responsibilities of the job should be evaluated, demonstrated and upheld.
The possible impact of the procedures and policies at my acute healthcare facility is that the hospital would at all times have the right number of employees who are competent that will allow the hospital to meet the needs of its patients. Furthermore, the acute hospital will always have to provide continuous in-service and other training and education in order to increase staff knowledge of particular work-related issues.
Also, the impact of these procedures and policies is that the hospital would carry out periodic, ongoing, competence assessment to evaluate the continuing abilities of staffs to perform during their association with the healthcare organization as required by The Joint Commission.
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Human Resources Policies and Procedures
Importance of collaboration between HR and department managers
The HR department in an organization serves as a vital link between its people and every other department in the organization. It is important for department managers and human resource managers to collaborate when filling any open posts in the company because this will enable the human resources department to employ the right people needed to fill positions in every department.
In other words, as a result of the collaboration, the HR would be able to hire the most appropriate personnel who are needed in every department to fill in the vacant positions (Flynn et al., 2015). The main function of the HR department of an organization is certainly to support the organization’s workforce needs. Human resources and department managers need to communicate frequently and regularly in order to determine the qualifications and skills that are needed for seamless operation of department functions within the organization.
For instance, whenever there is a vacant position in the department of a line manager, the line manager and a human resources manager review the job description for completeness and accurateness. In the process of recruitment and selection, the human resources managers will advise the line manager on how to identify competent applicants as well as department staff capabilities (Flynn et al., 2015). The human resources department has to be the epicentre of collaboration as this would enable several branches in the organization to come together for the greater good.
One of the main reasons as to why HR managers and department managers need to collaborate is because all of them have a vested interest in making sure that the organization attains success. The most probable impact of this collaboration on the process of hiring is that the company will ultimately achieve success. On the whole, the more that human resources managers and department managers collaborate in filling vacant positions in departments, the more appropriate, suitable and competent staff members the company will get and the more the organization will ultimately accomplish its objectives and mission, and succeed.
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Human Resources Policies and Procedures
Outline of a training program for managers
The following is a thorough outline of a training program for managers. It includes techniques for interviewing which assist managers in identifying the most suitable applicant for the job vacancy. It meets the prerequisites of appropriate employment regulations and laws.
A. Identify vacancy, evaluate need and develop position description: determine whether a new job post is required in the organization. In developing position description, the HR manager should identify responsibilities and duties including general information, purpose of the position, main functions, minimum requirements for the position and the preferred qualifications.
B. Post the job position: the job description should be posted in the organization’s career site. The recruitment activity should be monitored continuously.
C. Review the job applicants and develop a short list: after posting the vacant position, applicants would apply. Those who apply after the application period has ended would be regarded as expressions of interest, and their applications would not be viewed. All the candidates should be reviewed and a short list developed, which has to represent an adequately diverse pool of applicants (Marler, 2012).
D. Interview Questions: the questions asked during the interview must be pertinent to the job post and seek information on particular abilities and skills to carry out the job. The questions that do not relate to the present requirements of the job post should not be utilized – for instance a question regarding supervisory experience if the job post would not be supervising workers. Using competency-based and/or behavioural-based questions during the interview is very much encouraged. This is largely because when they are crafted properly, they would allow the individual being interviewed to get more meaningful data to establish his or her ability to perform the job’s responsibilities and duties (Brewster, Gollan & Wright, 2013).
E. Select hire: after completing the interviews, the human resource manager should evaluate the degree to which each job applicant has met the selection criteria. Carry out reference checks. Moreover, the HR manager should ensure that: the most appropriate applicant for the job post is picked basing on qualifications; and the selected candidate would help in carrying out the mission of the department and that of the organization at large.
F. Finalize recruitment: after completing the process of recruitment, the manager should make an offer to the chosen finalist. A verbal offer of employment by the manager and the verbal acceptance by the finalist will create a contractual relationship. The total compensation package should be discussed with the selected finalist (Armstrong, 2013). The recruitment should be closed properly, and this includes notification of the candidates interviewed but not picked.
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Human Resources Policies and Procedures
Significant factor to consider in developing a benefit and compensation plan
Compensation is understood as all the rewards that staff members in an organization earn in return for the labour they provide. This includes non-monetary compensation like opportunities for recognition and opportunities for career development and advancement; indirect monetary compensation like retirement plans, education, leaves, and benefits; as well as direct monetary compensation such as commissions, bonuses, salaries and wages given regularly (Brewster, Gollan & Wright, 2013).
In developing a benefit and compensation plan which is competitive, fair and aligned with the strategic goals of the organization, the most important factor that has to be taken into consideration is employee motivation. Armstrong (2013) reported that in this more and more competitive environment, employers who wish to succeed need to have a benefit and compensation plan which not only ensures fairness and controls compensation costs, but one that also motivates the organization’s staff members.
The impact of this factor on the elements is that when employees are motivated to work, their job performance will certainly improve which would in turn boost productivity and the organization’s return on investment in employee compensation and benefits would be maximized. Employee motivation will ensure that employees have a high morale, are satisfied with their job, and turnover rates remain low.
Organizational effectiveness will also improve (Marler, 2012). In essence, employee motivation affects both the happiness and productivity of workers, in addition to the ability of the organization to effectively accomplish its goals. It is to the organization’s advantage to make sure that its workers are compensated creatively as this will motivate them very much.
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Human Resources Policies and Procedures
Performance appraisal method
The most effective performance appraisal method for the organization is the 360 degree feedback appraisal system. This performance appraisal method is the most suitable one for the organization since the employee is evaluated by his or her subordinates, suppliers, customers, workmates, peers, and supervisors.
This method is particularly advantageous given that it provides the staff member with a glimpse of how other people view her performance in different relationships that are crucial to her job (Brewster, Gollan & Wright, 2013). In addition, this technique allows a better chance for comparing dissimilar viewpoints in the process of evaluation.
In essence, collecting feedback from a number of different sources is an essential way of ensuring that staff members are rated truthfully, correctly and justly. Since the broad feedback is obtained from many sources, it would provide a multi-dimensional picture of performance which could actually cancel the influence of outlying data points or the influence of bias.
The objective of using this technique is basically to paint a correct picture of the weaknesses and strengths of staff members (Armstrong, 2013). However, this performance appraisal technique also comes with quite a few weaknesses. For example, negative employee feelings, poor alignment with the organization objectives, and biased evaluators are some of the shortcomings of this method.
Strategy for managing behavioural-based and performance-based employee problems
Every staff member is expected by the organization to carry out their duties effectively and efficiently. Even so, when it becomes quite apparent that the ability of the worker to be effective or efficient in performing his/her job is compromised, it is the manager’s responsibility to step in and address that situation. When a worker exhibits poor job performance, the manager should promptly address such inefficiencies.
Usually, the problem could be corrected, hence the manager needs to at all times give the worker sufficient notice and chance for improving before the yearly performance assessment and before removing him or her from the job post (Gould, 2013). The manager needs to take a formal unsatisfactory performance process and it includes giving the worker a written warning notice of unsatisfactory job performance.
Even though a worker’s inability to meet the expectations of the job or his/her decline in job performance is handled via the unsatisfactory performance process, there are a number of performance problems which call for disciplinary action. These include the following: a worker who deliberately refuses to perform a given assignment or forgets to perform a job task; failure to fulfil a crucial job commitment or responsibility or failure to meet a deadline; making a major error or mistake which has a harmful impact; and completing a task incorrectly or presenting a vital job task incorrectly (Gould, 2013).
To effectively manage a behavioural-based employee problem such as safety violations or rule-breaking, the manager should first give the employee sufficient warning: he/she should know that the poor behaviour can result in disciplinary action. Before taking any disciplinary action, the manager should ensure that the worker actually breached the rule. Prior to initiating the disciplinary process, the manager should carry out an exhaustive investigation of the circumstances and facts (Gould, 2013). In essence, such workers must stop certain behaviours or else suffer the consequences.
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Human Resources Policies and Procedures
Conclusion
In conclusion, a significant way that the Joint Commission has influenced Human Resource Management’s crucial functions is that it has actually created policies, standards and procedures which must be followed by hospital HRM professionals in managing human resources. When a staff member shows poor job performance, the manager needs to quickly address such inefficiencies.
Before taking any disciplinary action against behaviour-based and performance-based employee problems, the problem employees have to be given adequate warning. Through collaboration, the HR would hire the most suitable individuals who are required in every department to fill in the available job posts.
References
Armstrong, M. (2013). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.
Brewster, C., Gollan, P. J., & Wright, P. M. (2013). Guest Editors’ Note: Human Resource Management and the Line. Human Resource Management, 52(6), 829-838. doi:10.1002/hrm.21594
Gould, T. (2013). Poor performance, bad behaviour: Handling 2 very different problem employees. Business & Legal Resources, 55(8): 65-72
Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.
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Retaliation
Critical Legal Thinking Case Study
In this case, Miriam Regalado files a sex discrimination charge against North American Stainless (NAS). Her fiancé Eric Thompson is later fired and proceeds to file a charge against NAS for alleged third party retaliation. He claims that he was fired in retaliation because his fiancée had filed a case against the company.
The U.S. District Court and the U.S Court of Appeal rule that Thompson is not protected by Title VII as third party claims are not permitted. The U.S. Supreme Court however rules in his favor, stating that Thompson is protected under Title VII and that employers should not perform actions aimed at dissuading a worker from filing or supporting a discrimination charge.
Retaliation claims are allowed under Title VII in a bid to protect employees from unlawful termination, based on an action that is protected by federal law. This also includes third party retaliation which encompasses protection of a close friend, colleague, relative, partner or other relation from termination for being associated with the person in question.
The law recognizes that an employer may terminate an individual related to the affected person as a form of ‘punishment’ and in a bid to dissuade them from making a claim or supporting discrimination charge and thus seeks to protect such individuals. The absence of such a law would make employees susceptible to unlawful termination for being involved in activities that are protected under the law such as filing for discrimination or supporting violation of such endeavors. Employee relations would also be at risk of termination without any fault. (Nacua, 2006).
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North American Stainless was unethical in its decision to fire Thompson and he should not have been fired just because Regalado was his fiancé. The case however does not clearly state the reason for Thompson’s dismissal, leading to a question of whether he may have been fired for a different reason other than retaliation.
This case sets precedence for increased possibility of employers being sued for retaliation following firing other relations such as girlfriends, boyfriends, co-workers, relatives and friends. The decision by the Supreme Court makes it clear that an individual can file a retaliation claim if he is fired due to activities, protected under the law, that a person they are related to is involved in.
On the other hand, the possibility of being sued may decrease because employers are now more aware of the risk of retaliation based on this case. It therefore means that they would be more cautious when dismissing staff.
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