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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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Staffing System
Ingrid’s Audio Haus- ‘Sounds’ like you need a new Staffing System
Introduction
Ingrid’s Audio Haus employs approximately 200 employees and has 2 locations in the Omaha, NE metro. Her speakers are handcrafted and designed for superior audio and aesthetic appeal. She started making speakers and subwoofers by hand. Her business grew when friends heard/saw her ‘home-made’ speakers, and wanted some! She has 2 showrooms and craft centers where the boxes are made by master crafts people.
You are her HR practitioner. Ingrid needs a new strategic staffing system for her sales associate position, and she needs you to design it! She wants a presentation that includes either slides or video. If video, she would like an accompanying Slide/Word document.
Core Learning Outcomes
Choose selection requirements consistent with legal requirements.
Critique validity and reliability measures related to selection.
Manage job analysis and create strategy for applying predictor scores.
Assess external and internal considerations of recruitment.
Create legally defensible structured behavioral and situational interviews.
Evaluate utility of ability and personality tests.
Evaluate utility of work sample and assessment center tests.
Inspect production, personnel, training proficiency, and judgmental data.
Develop Staffing Strategy that aligns with overall Business Strategy
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Directions
Given the scenario above, Ingrid would like you to design a simple staffing plan for the sales associates in her showrooms to include the following specifics:
Strategic Staffing System Proposal
1. Identify her business strategy, e.g. cost-leadership, differentiation, specialization, or growth strategy.
2. Develop and write a Talent Philosophy paragraph
4. Include a short example of a policy statement related to either the ADA, ADEA, or Title VII of the CRA. (A few paragraphs)
5. Decide on a recruitment message and where you would recruit for sales associates.
6. Choose one selection predictor, e.g. interview, cognitive ability test, personality, integrity test, etc. Tell Ingrid why you selected it, and include its general validity coefficient and why this matters to her.
7. Decide on a scoring method for the selection predictor you chose.
8. How would you show Ingrid if the selection system is effective, i.e. what methods of evaluation would you use?
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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 School of Management Theory
The human resources school of management theory is widely accepted and has been in existence for quite some time. However, even though not every manager or company embraces it today, it is undeniable that it has transformed overall management practice not only in health care settings, but in all sectors for better (Dunn, 2010). Human resources management theory, which is often referred to as behavioral management or motivational theory has a different view of the employee compared to the previous management theories that are more autocratic (Dunn, 2010).
In particular, this theory puts more focus on the individuals in a place of work instead of processes, rules and procedures. Thus, in human resources theory employees are not viewed as a mere cog in the wheel of the company, but it asserts that the prosperity of an organization can only be achieved by helping its employees to prosper (Dunn, 2010).
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The human resources school of management theory has various features, but the most important ones include:
1) communication between managers and employees is provided rather than directives emanating directly from an organization’s management, which allows interactions with one another in the decision-making process;
2) instead of employees been given quotas or been required to follow certain procedures, they are exposed to emotional and motivational tactics to promote their motivation for improved productivity;
3) the focus is in ensuring that employees are satisfied, productive and helping them invest and be loyal to the company;
4) empowering employees to be innovative through training and career development; and
5) providing appropriate rewards, appreciation and recognition methods when the company goals are achieved (Dunn, 2010).
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The components of the human resources theory can be effectively used in health care setting today by encouraging motivation of health care practitioners, which subsequently results to improved job satisfaction and increased productivity. The components can also be used to boost employees’ sense of belonging by involving them in the company’s decision-making process, which improves their morale to work and loyalty to the company (Dunn, 2010).
