An introduction to reputation management – week 1 Introduction Reputation management is an important concept to embrace as an individual and as leaders in public relations. As such this unit will take a broad look at reputation management and encompass: · organisations (private companies, government departments and not-for-profit organisations) · individuals (self, public figures, and celebrities) This first topic will focus on the broad spectrum of reputation management and provide you with reference points to investigate further. There are several terms defined and described in this first module that will be covered in greater depth in the remaining topics. This topic draws to your attention the components that help people formulate an opinion about individuals and organisations. A key concept is the importance of ‘reputational capital’. This is something that we should value, measure, build and protect. To do this, we need to engage in dialogue with stakeholders and build relationships. The stakeholder relations topic will focus on the concept and importance of stakeholders. The fragility of reputations is another theme discussed within reputation management; in future weeks we will look at the reactions and responses of individuals and organisations experiencing reputation issues and/or crises. Lastly, you will develop your awareness of the importance of reputation measurement and begin to identify the indexes upon which organisations are ranked.  Definitions Reputation is often intermixed with the terms identity, image and reputation. Boundaries can be drawn between the three terms. Image, reputation and identity are key terms used in the discussion of reputation management. For greater clarity on the relationship between these three factors, please read da Camara (2011). The da Camara (2011) chapter highlights the assertions arising from different disciplines. Image and reputation are two terms used interchangeably in some of the literature, particularly as you read across discipline areas. Image is the perception a person has about an individual or organisation based on the current day. As noted in da Camara (2011) such imagery can be created quickly and may not be based on direct experience with the individual or organisation. Image can be likened to a single snapshot in time. Reputation, on the other hand, can be likened to a collection of snapshots that an individual has pieced together over time to form an opinion. A key differentiation between image and reputation can therefore be linked to the time frame. Reputation is also ‘more durable than image and can act as a positive store of goodwill and support or a negative bank of distrust and avoidance’ da Camara (2011, p. 51).  Reputation and character  Another aspect to consider is the difference between reputation and character and the relationship they have. Character includes the attributes and features that define individuals including ‘the combination of emotional, intell.

1. An introduction to reputation management – week 1
Introduction
Reputation management is an important concept to embrace as
an individual and as leaders in public relations. As such this
unit will take a broad look at reputation management and
encompass:
· organisations (private companies, government departments and
not-for-profit organisations)
· individuals (self, public figures, and celebrities)
This first topic will focus on the broad spectrum of reputation
management and provide you with reference points to
investigate further. There are several terms defined and
described in this first module that will be covered in greater
depth in the remaining topics.
This topic draws to your attention the components that help
people formulate an opinion about individuals
and organisations. A key concept is the importance of
‘reputational capital’. This is something that we should value,
measure, build and protect. To do this, we need to engage in
dialogue with stakeholders and build relationships. The
stakeholder relations topic will focus on the concept and
importance of stakeholders. The fragility of reputations is
another theme discussed within reputation management; in
future weeks we will look at the reactions and responses of
individuals and organisations experiencing reputation issues
and/or crises. Lastly, you will develop your awareness of the
importance of reputation measurement and begin to identify the
indexes upon which organisations are ranked.
Definitions
Reputation is often intermixed with the terms identity, image
and reputation. Boundaries can be drawn between the three
terms.

2. Image, reputation and identity are key terms used in the
discussion of reputation management. For greater clarity on the
relationship between these three factors, please read da Camara
(2011). The da Camara (2011) chapter highlights the assertions
arising from different disciplines.
Image and reputation are two terms used interchangeably in
some of the literature, particularly as you read across discipline
areas. Image is the perception a person has about an individual
or organisation based on the current day. As noted in da Camara
(2011) such imagery can be created quickly and may not be
based on direct experience with the individual or organisation.
Image can be likened to a single snapshot in time. Reputation,
on the other hand, can be likened to a collection of snapshots
that an individual has pieced together over time to form an
opinion. A key differentiation between image and reputation can
therefore be linked to the time frame. Reputation is also ‘more
durable than image and can act as a positive store of goodwill
and support or a negative bank of distrust and avoidance’ da
Camara (2011, p. 51).
Reputation and character
Another aspect to consider is the difference between reputation
and character and the relationship they have. Character includes
the attributes and features that define individuals including ‘the
combination of emotional, intellectual and moral qualities…’
(Brown 2010, p. 57). Reputation, as previously mentioned, is
what other people think you are.
Brown (2010, p. 57) suggests that ‘by aligning your inner
character and values to your outer personal brand, you can
begin designing and controlling the reputation you wish to
develop’. Your personal brand is what Brown (2010, p. 58)
regards as ‘your public face’ and ‘directly influences your
reputation’. Your ‘personal brand connects you to the outside
world and shapes how other people will perceive you’ (Brown
2010, p. 58).
Sometimes individuals have fantastic core personal values and

3. traits that are easily recognisable by external parties. While
there may be other characteristics that people are unaware
of. Brown (2010) lists 41 different ways you can build, maintain
and salvage your reputation using both online and offline
methods. Brown also has an interesting Web
site, http://www.rob-brown.com/ which may provide you with
some thought-provoking reading.
How external attitudes are formed
Doorley and Garcia's (2011, p. 4) reputation equation:
As individuals, we have opinions and images that help to inform
our view of social entities. Such images are based on the
actions, past performance and/or track record of organisations
and individuals. How we form such imagery is linked to the
third component of Doorley and Garcia's (2011)
equation: communication. We learn about the performance and
behaviour through interactions or communication you receive
from an organisation or individual. For example, you may have
developed an opinion regarding your treatment as a customer of
a shop or bank. In this instance, a positive experience may help
you to develop a positive opinion of the organisation,
conversely poor customer service may cause you to develop a
negative opinion.
We often share our experiences with our friends or relatives.
Pre-internet, your opinion may have remained within your
immediate social group yet with the expansion of social media,
your opinions can now be expressed and read by a much broader
audience. Shared experiences or reviews feature through
product review sites, travel and restaurant apps, or dialogue via
social media. Your expressed view contributes to the other
various forms of media reporting the performance and behaviour
of organisations and individuals. The actions or inaction, of
organisations and individuals, can be communicated through
traditional media, social media and personal interactions.
Collectively, such communication is interpreted by the receiver

4. who then forms an opinion.
Communication becomes a critical component of the reputation
equation for as Rolph (2008, p. 172) states, ‘...all reputation,
and consequently all damage to reputation, is mediated, that is,
it occurs through some form of medium of communication’. A
hierarchy of information sources is presented in Elearn (2009,
p. 2), these include:
1) Direct experience,
2) Hearsay from friends,
3) Third-party sources, and
4) Organisation-generated information.
The Elearn hierarchy also identifies the level of control that a
Public Relations Manager has on each source.
Social entities have begun to realise the importance of
managing their reputation and as such, many scholars have
begun to investigate strategies to manage reputation. You will
see in the article by Hutton, Goodman, Alexander and Genest
(2001) the amount of investment into this area.
Reputational value
This leads to the importance of the value of reputation, or as
stated in Doorley and Garcia (2011), ‘reputational capital’.
Discussed over page 4/5, reputation capital is something that
can be built over time and although it is largely accepted that
reputation is a valuable asset, few organisations ‘take a
rigorous, quantifiable approach to reputation management –
measuring, monitoring, and managing the concept of asset
management’ (Doorley & Garcia 2011, p. 5). However, if
organisations measure and plan ahead, they are better positioned
to be proactive in their ‘behaviors and communications to take
advantage of reputational opportunities and minimize
problems...’ (Doorley & Garcia 2011, p. 5).
As discussed from page 4 (Doorley & Garcia 2011), whether the
entity is an organisation or individual, reputation has value. The
example of Kanye West is mentioned by Doorley and Garcia
(2011); for those of you who did not see the media coverage of

5. the incident, this link may remind you:
Referring to the formula,
Doorley and Garcia 2011, p.4.
‘The formula demonstrates that reputation is cumulative. So
when a famous individual behaves badly, he or she cannot
generally make up for it with a press conference, no matter how
sincere or eloquent the apology’ (Doorley & Garcia 2011, p. 5).
Did Kanye West have sufficient reputational capital to recover
from that incident? Consider recent examples where we we
cannot reflect on the outcome (as we can do with the Kanye
West incident) but instead, need to look at what may happen.
Measurement
Some social entities work towards maintaining a clear identity
(see Doorley & Garcia 2011, pp. 5-8) and stakeholders
acknowledge, support such efforts. There are various research
tools that can be implemented to assess what your stakeholders
think of your performance, behaviour and communication. Many
organisations employ research firms to survey stakeholder
opinions; some are very transparent by publicly displaying the
overall findings. Others may conduct thorough media
monitoring; detecting the number of mentions an organisation
receives and whether these are positive or negative. Overall,
there are a range of techniques that can be used to measure
reputation and while there is debate about the best measures,
one way of comparing your overall performance to that of your
competitor is where you are situated in indexes. There are a few
different types of indexes that can be used for comparative
purposes that rank companies according to core criteria. You
may have heard of the Fortune 500 index or ‘Great Place to
Work’.
There are external organisations such as the Reputation Institute
that define and measure reputation. Please visit the Reputation
Institute site to learn how they measure and view the discussion

6. from Dr Charles Fombrun.
Visit: Reputation Institute 2016, About Reptrak, Reputation
Institute, retrieved 10 March 2016,
https://www.reputationinstitute.com/reputation-measurement-
services/reptrak-framework
Summary
This topic has drawn to your attention the components that help
people formulate an opinion about individuals and
organisations. A key concept has been the importance of
‘reputational capital’. This is something that we should value,
measure, build and protect. To do this, we need to engage in
dialogue with stakeholders and build relationships. We have
also looked at the fragility of reputations and in future weeks
we will look at the reactions and responses of individuals and
organisations involved in issues and crises. Lastly, you should
now be aware of the importance of reputation measurement and
begin to identify some of indexes upon which organisations are
ranked.
The influence and impact of traditional and new media – week 2
Introduction
This topic focuses on both traditional media and social media in
the context of reputation management. We will look at the highs
and lows of media and how it can enhance reputations or
contribute to the demise of organisations and individuals. This
topic examines the importance of building relationships with the
media and the different priorities that exist within the sector.
Over time there has been a shift in the nature of the articles
reported and the different mediums used to reach target
audiences. Social media in particular has become a valuable
tool for PR practitioners yet has contributed to the decline in
traditional media. This has obvious consequences for the
changing dynamic between media professionals thus building
and maintaining respectful relationships should remain a

7. priority.
- The communication process. Understand the importance of
clarity in the
communication process.
Changing face of traditional media
Digital news surpasses newspapers, radio
With young
-
newspapers lack relevance
Newspaper free fall continues
Magazine drop continues
TV stable for old, but tumbling with young
Local TV news slips
Reading still popular
Digital growing
Online news is more mobile, or social
· Corporate participation in Social Media
· Social media for brand building & engagement
· Social media to create stakeholders pressure
· Handling bad PR via social media responses
Social Media & Reputation
•
Given the scale of social media today, organizations
—
no matter the
sector, nonprofit or for
-
profit, small or large
—

8. must address social
media as part of the reputation management matrix
•
Social media allows people to connect with organizations and
each
other in ways that were limited or not possible before
Summary
· Relationships with media
· The communication process
· Good to bad news ratio
· Changes in media
· Knowledge of appropriate/effective use & benefits of social
· media
· Consider social media policy
· Celebrities use of social media/media relation
This topic has examined the importance of building
relationships with the media and the different priorities that
exist within the sector. Over time there has been a shift in the
nature of the articles reported and the different mediums used to
reach target audiences. Social media in particular has become a
valuable tool for PR practitioners yet has contributed to the
decline in traditional media. This has obvious consequences for
the changing dynamic between media professionals thus
building and maintaining respectful relationships should remain
a priority.
Stakeholder relations – Week 3
Introduction
All sectors, private, public (government) and not-for-profit

9. should identify their stakeholders and recognise the need to
manage relationships, i.e. stakeholder relations. It is important
to know who your stakeholders are, how your actions impact
upon them, what you can do to address concerns and, ensure
you are behaving as good corporate citizens.
Overall, stakeholders are summarised as those people, or
groups, that have a ‘stake’ in the organisation. The concept of
stakeholders and ‘Stakeholder Theory’ has evolved and
subsequently applied to a range of different fields. The manner
in which you identify, analyseand prioritise stakeholders is
similar across all sectors; the difference depends on
the organisation and issue at hand. Organisationsneed to
consider their actions and determine what type
of organisational values they wish to reflect. The importance of
behaving ethically, meeting stakeholder concerns and
implementing socially responsible behaviour is of growing
importance for many organisations and the individuals they
employ.
Learning Objectives
At the end of this topic you should be able to:
· Define stakeholders and understand how stakeholder theory
has evolved.
· Identify stakeholders, their differing needs, their varying
potential impacts and, the manner in which they interact.
· Comprehend the application of the stakeholder concept across
a different organisations, sectors and industries.
· Examine the relationship between stakeholders and social
responsibility.
Prescribed material
Stakeholder theory with R. Edward Freeman 2009, video,
Darden MBA, 13 May, retrieved 3 February
2020, http://www.youtube.com/watch?v=Ih5IBe1cnQw
Recommended reading

10. Fiedler, L 2011, ‘Reputation management in different
stakeholder groups’, in S Helm, K Liehr-Gobbers & C Storck
(eds), Reputation management, Springer, New York, pp. 127-
149.
So what is a stakeholder?
The term ‘stakeholder’ is often traced back to work by Freeman
(1984) who defined them as ‘any group or individual who can
affect or is affected by the achievement of an organization’s
purpose’ (cited in Fiedler 2011, p. 127). Stakeholders provide
tangible and intangible resources critical to a firm’s success;
they have a ‘stake’ or claim in some aspect of a company
(Ferrell, Fraedrich & Ferrell 2013).
Edward Freeman appears in a You Tube video where he
provides great insight into Stakeholder Theory explaining its
evolution, interpretation, research and adoption. This 49-minute
video is split into segments; the main ones are highlighted in
the Table provided in Table 3.1. Please listen to Edward
Freeman’s discussion to develop your understanding of
Stakeholder theory.
Stakeholder theory by Edward Freeman
Table 3.1 Stakeholder theory by Edward Freeman
Watch Edward Freeman’s video and make annotations about the
various sections he addresses:
Minute
Topic discussed
Notes
0 >
What is stakeholder theory?
3.00
What are stakeholders?
14.49

11. Does stakeholder theory harm shareholders?
17.38
Friedman vs. Freeman
21.20
Strategies for managing stakeholder relationships
26.01
Changing the story of business
33.00
Saints & sinners
35.07
Effects of technology on stakeholder relationships
37.08
Is stakeholder approach universal?
44.00
Building Trust by Stakeholder
47.00
Who do people trust?
Stakeholder Expectations
If the expectations and concerns of stakeholders are known by
the organisation, they can begin to determine if they are
addressing these needs appropriately. Stakeholders have
expectations about an organisation’s performance. As Coombs
(2012, p. 60) states, ‘perception is the key. Even if an
organization has made significant efforts to reduce pollution, if
the stakeholders do not know about it, there is a gap’.
Perceived gaps can turn into reputational threats but many

12. organisations do not have sufficient resources to ‘address every
expectation gap’; the solution is to 'prioritize
stakeholders' Coombs (2012, p. 61). To determine which
stakeholders should be given priority organizations should look
at the salience of the stakeholder; a stakeholder’s importance to
an organisation. 'Stakeholder salience is a function of power,
legitimacy, and willingness' (Coombs 2012, p. 61).
Power – ‘the ability of the stakeholder to get the organization to
do something it would not otherwise do”, or “to disrupt
organizational operations’ (Coombs 2012, p. 61).
Legitimacy – ‘refers to actions that are considered
desirable, proper, or appropriate according to some system. A
stakeholder concern is more serious when it is deemed
legitimate by other stakeholders’ (Coombs 2012, p. 62).
Willingness – ‘refers to stakeholders’ desire to confront the
organization about the problem’ (Coombs 2012, p. 62).
As some stakeholders are arguably given more prominence by
some organisations. Stakeholders can therefore be divided into
primary and secondary stakeholders. This form of prioritisation
is practicable when trying to identify key stakeholders. Fiedler
(2011, p134) reports that ‘customers and employees’ rank
highest, followed by ‘society as a whole and the media’ then the
financial community (shareholders), business and industry
partners, with ‘the state, universities, competitors and interest
groups’ lower in the ranks. An important
consideration, however, as Ferrell et al. (2013, p. 33) note, is
that although ‘primary groups may present more day-to-day
concerns, secondary groups cannot be ignored or given less
consideration’.
Social responsibility towards stakeholders
Meeting stakeholder needs and expectations leads us to the

13. importance of being socially responsible. Social
Responsibility is 'an organization’s obligation to maximize its
positive impact on stakeholders and to minimize negative
impacts' (Ferrell et al. 2013, p. 39). It can be viewed as a
contract with society taking on four levels of social
responsibility; economic, legal, ethical and
philanthropic (Ferrell et al. 2013).
View the Archie Carroll interview
The steps of social responsibility were portrayed as a pyramid
by Archie Carroll. Please see the video delivered by Archie
Carroll at this link,
Corporate Responsibility: The American Experience -- Archie
Carroll Interview 2012, video, University of St. Thomas
Minnesota, 7 November, retrieved 4 February
2020, https://www.youtube.com/watch?v=k5HANkhPEmQ
Many business people and scholars have questioned the role of
ethics and social responsibility in business because legal and
economic responsibilities are accepted as the most important
determinants of performance. Such people regard abiding by the
laws and government regulations as key and generating wealth
or a profit as the core objective. This is something Edward
Freeman speaks about in the YouTube video. It is important
though to view social responsibility as a framework that
considers the ethical perspective: standards of acceptable
behaviour as judged by stakeholders and philanthropic – giving
back to society and being a good corporate citizen.
It is important to know who your stakeholders are, how your
actions impact upon them and what you can do to address
concerns and ensure you are behaving as good corporate
citizens. Corporations need to consider their values and reflect
on what type of image they wish to reflect. Do they wish to just
meet the legal and economic expectations, or do they wish to
forge ahead and develop Corporate Social Responsibility best

14. practice and be considered in the list of top ethical companies
(or be somewhere in between)?
The importance of behaving ethically, meeting stakeholder
concerns and implementing socially responsible behaviour is of
growing importance for many industries and the individuals
within those industries. If we select the sports industry for
example, there are exemplars of best practice in social
responsibility situated alongside those who struggle to meet
ethical standards and expectations. There is a growing body of
literature on the sports industry and their social responsibility
towards stakeholders. In the context of our discussion about
stakeholders, the community, athletes, government and media
are a handful of groups that have a ‘stake’ in the sports
industry. If we focus sportswear manufacturer, such as Nike, we
can see their journey of meeting stakeholder needs and
managing stakeholder expectations. Nike's journey has been
summarised By Ewing (2015, pp. 334 - 335 and 344 - 346) in
Chapter 12 of Doorley and Garcia's edited book. Whilst Nike’s
journey is something we will revisit when we discuss Corporate
Social Responsibility, it is important to note at this point,
Nike’s realisation that constructive engagement with
stakeholders is very important (Ewing 2015).
Summary
The concept of stakeholders and ‘Stakeholder Theory’ has
evolved and subsequently applied to a range of different fields.
The manner in which you
identify, analyse and prioritise stakeholders is similar across all
sectors; the difference depends on the organisation and issue at
hand. Organisations need to consider their actions and
determine what type of organisational values they wish to
reflect. The importance of behaving ethically, meeting

15. stakeholder concerns and implementing socially responsible
behaviour is of growing importance for many organisations and
the individuals they employ. Some organisations are leading the
way in stakeholder orientation and demonstrate the importance
of acting socially responsible. For some organisations, this
realisation occurs after poor stakeholder management. These
examples demonstrate the value of stakeholder engagement and
the overall impact reputation can have on the sustainability of a
business.
Acting ethically and responsible – week 4
Introduction
There are several words that people attribute to ethical
communication such as honesty, trust, truthfulness,
transparency, credibilityand integrity. This topic focuses on the
factors that underpin an ethical organisation, the discrepancies
that arise between legal and ethical boundaries and, points of
consideration when practicing ethical communication.
Learning Objectives
At the end of this topic you should be able to:
· Understand ethical considerations
· Understand the influencing factors on ethical decision making
· Recognise the importance of ethical leadership
· Recognise the overlap between legal and ethical behavior
· Acknowledge the practice of ethical communication
Prescribed Reading
Doorley, J & Garcia, HF 2015, Reputation management, The
Key to Successful Public Relations and Corporate
Communication, 3rd edn, Routledge, New York
Chapter 2: Ethics and Communication, pp. 45 – 91.

16. How ethical decision-making is influenced
To be able to understand what constitutes an ethical decision, it
is first important to reflect on what factors influence an
individual’s decisions. Individuals are subject to 'spheres of
influence' when confronted with ethical choices. The level of
influence will depend on the level of importance the decision
maker perceives the ethical issue to be and their level of moral
intensity (Ferrell et al. 2013). Moral intensity is the decision
maker’s perception of the social pressure and harm that may
have on others as a result of their individual decision (Ferrell et
al. 2013).
Here are a few individual factors that influence decision-
making.
· Basing decisions upon your own individual values/your
principles of what is right or wrong behaviour.
· Nationality or culture influences an individual in terms of the
legal relationship between a person/country in which he/she is
born/resides; such differences may contribute to differing value
systems.
· Whilst one individual might stick to a promise made; another
individual may lower their standards and rationalise this by
saying “everyone does it”.
· Researchers investigating gender and ethical decision-making
suggest that women are generally more ethical than males.
· Education and work experience are both positively correlated
with making ethical decisions.
· Research on age and ethical decision-making reveals a
complicated relationship. Younger managers are far more
influenced by organizational culture than are older managers.
· Locus of control relates to how an individual is affected and
makes decisions based on the whether they feel they are in
control of events or they feel controlled by external events.
(Ferrell et al. 2013, pp. 130 -132)
Apart from individual factors outlined above, there are

17. also organisational factors that contribute to ethical decision-
making. Ferrell et al. (2013, p. 132) suggest that an
organisation’s values can have a greater influence on decision
making than an individual’s own personal values. Opportunities
abound within the workplace to become involved in
conversations and discussions with people of differing
backgrounds, beliefs, values etc… 'Ethical choices in business
are most often made jointly', whether working on a joint project
or on a committee with others' (Ferrell et al. 2013, p. 132). The
strength of an individual’s personal values, the opportunity to
behave ethically or unethically, and the exposure to others
behaving ethically or unethically can influence decisions.
Ideally, a positive corporate culture exists where an individual
can learn from positive behaviours that align, and do not
compromise their own personal values.
'A corporate culture can be defined as a set of values, norms,
and artefacts, including ways of solving problems that members
(employees) of an organization share' (Ferrell et al., 2013, p.
133).
The 'ethical culture reflects whether the firm also has an ethical
conscience' and includes 'corporate policies on ethics, top
management’s leadership on ethical issues, the influence of co-
workers, and the opportunity for unethical behaviour' (Ferrell et
al. 2013, p. 133). As such, if there is a dominance of people that
can be considered a bad influence then this can have a
detrimental effect on the organisation and its culture.
Conversely, with a positive culture, with effective
communication and empowerment employees are less likely to
make unethical decisions (Ferrell et al. 2013).
Importance of Leadership Within a Corporate Culture
The actions of CEOs, Managing Directors and, other individuals
leading organisations help guide, influence and encourage
acceptance of the values they are trying to generate through the

18. organisation (Ferrell et al. 2013). Top managers have the
ability, power (or authority), the vision, influence to shape a
positive corporate culture. There are some positive, ethical
leaders who are exemplars of positive leaders with ethical
leadership traits. Ethisphere has a good listing of ethical
leaders, visit http://ethisphere.com/.
The following points are identified as important traits in an
ethical leader:
· Strong Personal Character
· Have a Passion to Do Right
· Proactive
· Consider Stakeholders’ Interests
· Role Models for the Organisation’s Values
· Transparent and Actively Involved in Organisational Decision
Making
· Competent Managers Who Take a Holistic View of the Firm’s
Ethical Culture
Code of Ethics:
· Public Relations Society of America (PRSA)
· International Business Association of Business
Communicators (IABC)
Code of Conduct:
· International Public Relations Association (IPRA)
Summary
Inattention to ethics risks significant harm to reputation and to
other important intangible corporate assets - including employee
morale and productivity, demand for a company's products,
confidence in a company's executives, and stock price
performance. Ethical lapses also lead directly to changes in
senior leadership of a company. Inattention to ethics and the
consequences of unethical behavior can even affect an
organization's ability to survive.
(Doorley & Garcia 2015, p. 49)

19. Ethical communication can be considered an important factor
towards the integrity and sustainability of organisations. While
there are several key points to arise from this topic, such as, the
importance of setting guidelines and creating positive corporate
culture, these are mere starting points. This topic has guided
you towards further reading which includes some practical
guidance on ethical communication.
Corporate Social Responsibility – week 5
Introduction
Corporate Social Responsibility (CSR): 'The social
responsibility of business encompasses the economic, legal,
ethical, and discretionary expectations that society has of
organizations at a given point in time' (Carroll 1979, p. 500).
The emphasis in this topic is on CSR. CSR has developed over
the years with several organisations taking the lead and
inspiring others to follow. There are a variety of reasons (or
rationales) as to why organisations adopt a CSR strategy. Some
may be guided toward the business case others for more
altruistic reasons; many may become involved for a range of
reasons. Regardless of motivation, there are different
mechanisms to become involved but core to a successful
strategy is to identify stakeholders, ascertain stakeholder needs
and, align core objectives to meet those needs. Lastly, in order
to determine if your CSR initiatives have achieved their aims,
measurement is essential.
This topic is divided into the theoretical components of CSR
and the practical application. Included within this are factors
that influence the motivations for becoming involved in CSR
and the strategic direction CSR initiatives take. As such, a
discussion on the various forms CSR may take and, best
practice exemplars will be incorporated into the discussion.
At the end of this topic you should be able to:

20. · define Corporate Social Responsibility (CSR) and associated
forms of social responsibility,
· identify how organisations enact socially responsible or
sustainable practice,
· understand why organisations engage in or embed socially
responsible and/or sustainable practices, and
· examine best practice examples and structure of social
responsibility.
CSR defined
Archie Carroll was seminal in his definition of CSR which has
become an expansive field of research amongst academics and
practitioners. The concept has been investigated in terms of the
whether it has a return on investment, and the best practical
application of CSR.
Returning to Carroll’s (1979, p. 500) definition, engagement in
CSR is a way in which organisations can meet 'economic, legal,
ethical, and discretionary expectations that society has of
organizations at a given point in time'. Society as we
investigated in when we investigated the ‘Stakeholder’ topic, is
made up of multiple stakeholders that all have different
expectations, needs and wants. 'Meeting the non-financial
expectation of stakeholders helps a company manage risk,
protect its reputation, attract and retain employees, grow its
markets and improve its financial performance for shareholders'
(Ewing 2011, p. 338).
The definition of CSR has been debated over the years. Ewing
(2015, p. 336) describes one of the first hurdles in CSR is its
flexible terminology. He states that companies use the following
terms interchangeably,
. Corporate responsibility
. Corporate Social Responsibility

21. . Corporate citizenship
. Business ethics
. Sustainability
(Ewing 2015, p. 336)
Reasons or motives to become involved in CSR
The Business Case
There are several reasons to become involved in CSR when
focusing on the business case. Ewing (2015, pp. 337-340)
discusses the business case in more depth but the following list
is a summary of key reasons:
. Managing and mitigating risk
. Protecting and enhancing reputation, brand equity and trust
. Attracting, motivating and retaining talent
. Improving operational and cost-efficiency
. Ensuring a license to operate
. Developing new business opportunities
. Creating a more secure and prosperous operating environment
(Ewing 2015, p. 339)
Stakeholder pressure
Refer back to the Stakeholder Topic for more discussion of what
constitutes a stakeholder. Organisations may take a reactive
approach or a proactive approach. Grayson and Hodges (2004)
and Gunningham (2007) refer to the term ‘trigger’. Often
pressure from stakeholders if the first (or most influential)
‘trigger’ that causes organisations to act and ‘a trigger in the
form of a crisis is often compelling enough to 'shake the players
free from their customary behavior' forcing them to find
alternative methods or solutions to problems (Gunningham
2007, p. 127, cited in McDonald, 2010, p. 26).
Ethical CSR vs altruistic CSR vs strategic CSR
Please read the Lantos (2001) article to develop your

22. understanding of the distinctions between these three types of
CSR.
Enacting Social Responsibility
Some forms of CSR appear to be token efforts while other
organisations recognise the importance and value of fully
integrating CSR into their decision making and business
operations.
Social partnerships are one of the most integrative forms of
CSR organisations can demonstrate. Social partnerships are 'the
voluntary collaborative efforts of actors from organizations in
two or more economic sectors in a forum in which they
cooperatively attempt to solve a problem or issue of mutual
concern that is in some way identified with a public policy
agenda item' (Waddock 1991, pp. 481-482).
There are other forms of social responsibility that attempt to
improve the conditions/lives of communities, reduce or reverse
the impact on the natural environment or engage with other
stakeholders.
These are the most common examples of corporate social
responsibility:
· Reduce carbon footprints to mitigate climate change
· Improve labor policies and embrace fair trade
· Engage in charitable giving and volunteer within your
community
· Change corporate policies to benefit the environment
· Make socially and environmentally conscious investments
· Reduce carbon footprints and climate change
(Sickler 2017)
This Website provides some examples for the bullet points

23. listed above and identifies the top organisations investing in
CSR:
Sickler J 2017, Powerful Corporate Social Responsibility
(CSR) Examples, Reputation Management.com, retrieved 4
February
2020, https://www.reputationmanagement.com/blog/corporate-
social-responsibility-examples/
Every year, the Reputation Institute produce a list of the best
performing organisations in CSR. You can download a list by
visiting their website.
To access the 2018 list, please visit this
link: https://www.reputationinstitute.com Search for: '2018
Global CSR' and you will find a
link: https://insights.reputationinstitute.com/reptrak-
reports/2018-global-csr-100-reptrak-data
You will need to enter your name and email; RepTrak® allow
you to download the CSR list.
The title of the 2018 report is:
Reputation Institute 2018, Raising the Stakes on Corporate
SocialResponsibility; Global CR RepTrak®100, Reputation
Institute, retrieved 4 February
2020, https://insights.reputationinstitute.com/reptrak-
reports/2018-global-csr-100-reptrak-data
Best Practice CSR
There are 7 factors Ewing (2015, p. 346) attributes to best
practice,
. Demonstrate responsibility; do not assert it
. Get the facts
. Engage critics
. Earn credibility

24. . Define the company’s “sphere of influence”
. Connect corporate responsibility to business strategy
. Be transparent
For more detail, please read Ewing (2015, pp. 346 -353).
Register and Larkin (2008, p. 90) provide a checklist of CSR
best practice that you could consider. They then provide a four-
phase approach for CSR (Register & Larkin 2008, p. 91-93).
Look at the CSR reports of organisations for which you are a
stakeholder. Based on the advice presented this week, do you
feel they present the information well?
How do they rate? Use the ACCSR CSR Hub
link: https://www.csrhub.com/CSR_and_sustainability_informat
ion/Amazoncom-Inc
Summary
CSR has developed over the years with several organisations
taking the lead and inspiring others to follow. There are a
variety of reasons (or rationales) as to why organisations adopt
a CSR strategy. Some may be guided toward the business case
others for more altruistic reasons; many may become involved
for a range of reasons. Regardless of motivation, there are
different mechanisms to become involved but core to a
successful strategy is to identify stakeholders, their needs and
align core objectives to meet those needs. Lastly, in order to
determine if your CSR initiatives have achieved their aims,
measurement is essential.
Environmental Scanning and tools to measure reputation. Week
– 6
Introduction
‘Scanning is the communication activity through

25. which organizations learn about trends and events in their
environment’ (Lauzen 1995, p. 187).
Environmental scanning is an important data collection exercise
that should be conducted on a continual basis to help
organisations become aware of any trends, events or issues that
they should be proactively managing or planning for. There are
many sources of freely available information that practitioners
can utilise and analyse to help make informed choices. This
topic will help navigate the various sources and tools available.
At the end of this topic you should be able to:
· Understand the rationale for monitoring the media’s
representation of an organisation.
· Identify how monitoring can be conducted and the sources and
tools available for this purpose.
· Identify methods used to analyse data once the information
has been collected.
Environmental Scanning
At the start of this process, it is important to know what the
problem is and how you can obtain relevant information.
A good starting point when conducting environmental scanning
is to address the following questions:
. How can monitoring the media help an organisation?
. How many issues can/should be monitored at any one point in
time?
. Where can you obtain sources of information?
. With so many sources, where do you start and finish data
collection?
. Once you have your information, how do you analyse it?
. Can issues and crises be predicted?
'Arguably, organizational survival rests on the ability of

26. organizations to monitor, interpret, and respond to the myriad
issues that both threaten and enhance survival and growth'
(Lauzen 1995, p. 187).
How can monitoring the media help an organisation?
There are various reasons why monitoring the media can be
useful for an organisation and why it should be conducted.
Dowling and Weeks (2011) identify eight valid reasons listed
in Table 6.1.
Table 6.1: Measuring an organisation’s media reputation
Measuring an organisation’s media reputation
Measure the effectiveness of a public relations or marketing
initiative
Track the competitive landscape
Provide a barometer of sentiment
Provide an early warning signal of trouble
Provide insight into the mental models of media opinion leaders
Shed light on the influence factors that lie beyond the direct
control of the company
Monitor the performance of communications during a crisis
Help the managers who are tasked with protecting and
enhancing their company’s desired reputation
(Source: Dowling and Weeks 2011, p. 111)
Apart from monitoring the media, there are other ways you can
obtain information. Your organisation or client may conduct
annual surveys and you can assess what changes have occurred,
what issues have arisen or what may be developing as an issue
to address. There are other research methods you may be able to
utilise such as interviews or focus groups.
When considering the role of the public relations practitioner in
environmental scanning there are a number of tasks they may

27. undertake (see Figure 6.1).
Figure 6.1: Issue identification and monitoring
Source: (Coombs, 2012; Lauzen, 1995)
Where can you obtain sources of information?
Coombs (2012) provides you with an indication of further
sources of information (see Figure 6.2).
Figure 6.2 Source of information to monitor
Issues Management Sources
TRADITIONAL
News Media: Newspapers, television news, news and business
magazines
Trade journals: Medical and science journals
Newsletters: Government publications
Public opinion polls: Public opinion experts
Stakeholder actions
ONLINE
News and business wires
Online newspapers, magazines, and trade publications
Archives for professional associations, special interest groups,
and government agencies
Consumer-generated media: Websites, blogs, and discussion
groups
Newsgroups
Risk Assessment Sources
Total quality management
Liability exposure
Natural disaster exposure
Environmental crisis exposure
Criminal exposure
Product tampering exposure
Legal compliance audits
Financial audits
Ethical climate surveys

28. Workers compensation
Safety, accident records
Behavioral profiling exposure
Internet use monitoring
Reputation Sources
Consumer-generated media: Web sites, blogs, and discussion
groups
Stakeholder comments sent to the organization
Source: Coombs 2012, p. 53
Additional sources of information generated within an
organisation may also help; these include,
. Organisation’s mission, values, goals and other formal
documentation such as relevant policies and procedures, and
internal records such as databases of contacts etc.
. Material on the products, services and program under review
. Figures on the organisation’s resources, budgets, staffing,
sales, profits, details of major shareholders, etc.
. Summary of internal communication tools
(Harrison 2011, p. 302)
Dowling and Weeks (2011) discuss how the media landscape
(which includes mass media, corporate media and, social media)
are three overlapping domains which can present differing
impacts to an organisation’s reputation. Social media, in
particular, 'can act as a lead indicator for reputation trouble'
(Dowling & Weeks 2011, p. 113).
With so many sources, where do you start and finish data
collection?
Start with your goal. Refer back to table 6.1; some specific

29. examples may include,
· Rate the success of your campaign, product launch, event….?
· Gauge the opinions of your key stakeholders?
· Monitor the community reaction to a crisis event?
· Monitor how the media portrays your brand/client?
You can therefore narrow the parameters by focusing on, for
example, the surveys you annually conduct with a specific
stakeholder group and monitor changes over time. Perhaps it is
the reach of an organisation you are measuring therefore you
may wish to monitor the media coverage your organisation
achieved over a specified timeframe. Electronic news services
can help achieve this type of search.
Some of these articles may be copies of other journalist pieces,
you may count these to determine the number of articles that
featured (and make a note if they were replications). You would
then read the articles and start to determine if an issue appears
to exist. When reading media articles, Dyer suggests noting,
1. Sources used; write these down along with the source’s
qualifications;
2. Terms used in reference to your client subject; how is the
news copy treating your subject?
3. Issues; what are some of the key issues that are appearing
time and time again?
4. The length of articles. Count the number of paragraphs per
article. While you are reading, record significant quotes. Note
especially value laden phrases (either very positive or very
negative) and set these aside for your report.
(1993, p. 36)
Once you have your information, how do you analyse it?
As Lauzen (1995) points out, environmental scanning is merely
information gathering. For this information to help form

30. strategic decisions, it is what you then do with this information,
i.e. how it is translated and the analysis.
Content analysis is useful to manage and analyse data. Content
analysis is defined as 'the study of recorded human
communications” and is generally used to address questions
related to “who says what, to whom, why, how, and with what
effect?' (Babbie 2005, p. 328-9).
Content analysis 'involves the systematic coding and
classification of written materials' (Coombs 2012, p. 56). Using
the sources obtained, each piece of information can be placed
into a coding category (Coombs 2012). To ensure consistency
and ‘reliability’ coding should be undertaken by experienced
researchers. A definition would be provided/assigned to each
code. A coder should be consistent in the manner in which they
classify a piece of information. If another person should code
the same information (or use the same categories) the
definitions should be accurate so that they too would code the
information in a similar way. Reliability is thus maintained, and
accurate comparisons can be made (Coombs 2012).
Aligned to your sampling process, you can also classify your
analysis according the lifecycle phases in which they occurred
(as per Hainsworth 1990 and Regester and Larkin 2008) (see
Table 6.2). An example is discussed by Dyer (1993) where the
client is an organisation whose product launch backfired. This
can be applied to product launches that failed to deliver in
recent months. Consider the release of a failed mobile phone or
movie release for example.
Table 6.2 The lifecycle model and media coverage
(Adapted from Dyer1993; Hainsworth 1990; Regester & Larkin
2008)

31. In relation to the third row of Table 6.2 (above), it is
recommended that you read the chapter presented by Dowling
and Weeks (2011); they present some valuable information in
measuring the reputation of organisations and provide a method
in their appendix. Dowling and Weeks assert that numerical
measurements have a role, but greater value can be gained from
a combination of 'thematic and message-centric analytics in
addition to simple counts of inputs (such as media releases) and
outputs (such as press coverage)' (2011, p. 123).
Complementing Dowling and Weeks (2011) is Dyer’s (1996)
discussion on measuring content through 'three content
dimensions' (see summary Table 6.3):
Table 6.3: Three content dimensions
Content dimension
Definition
Measurement
Interpretation
Salience
The stated or implied personal relevance or importance of news
content to audience needs
Public opinion poll or market survey on every issue being
monitored
Positive: audience believes issue is important to them
Negative: audience believes issue is not important to them
Neutral: audience believes issue neither relevant or irrelevant to
them
Visibility
The amount or prominence of coverage afforded an actor event

32. or object in the media
Count number of articles.
Define source categories.
Positive: many articles in right outlets = more/positive visibility
Negative: articles in wrong outlets = negative visibility
Neutral: no coverage at all
Valence
The general sense of favor (positive), neutrality, or disfavor
(negative) associated with the portrayal of a given object/media
issue
Determine if news item is positive, negative or neutral through
coding.
Positive: media coverage favourable
Negative: media coverage unfavourable
Neutral: balanced media coverage
Dyer (1996, p. 139-143).
By reading Dyer’s (1996) article you can see how his
articulation of the coding and analysis process through a model.
Accessing Newsbank and creating Lifecycle Diagrams

33. You can access Deakin Library's collection of electronic
newspapers from around the world. Click here for a
short PDF help guide to help you begin your search.
As part of your assessment, you will adapt Hainsworth’s (1990)
lifecycle model to your own specific case (see Figure 6.3). Your
specific case curve will vary depending on how quickly the
problem/crisis developed (and escalated).
Figure 6.3: Hainsworth's issue cycle
Source: (Hainsworth 1990, p. 87).
If you read Regester and Larkin (2008) you will see that they
have adapted Hainsworth’s model for their cases. On
page 32 they replicate the model for the ‘Phthalates in toys
case’, on page 105 the model is used for the 'Shell Brent Spar'
case, and on page 70 they have a detailed version for the
'Ribena' case (see Figure 6.4) (please see Regester & Larkin
2008 for detail surrounding each case).
Figure 6.4: Example of a detailed Lifecycle Diagram
Source: (Register and Larkin 2008, p. 70)
Please view these examples to help you prepare your own
adaptation. It will also give you an idea of how the phases
differ in duration depending on how quickly an issue escalates
into a crisis and then how quickly the crisis is resolved for
example.
Summary
Environmental scanning is an important data collection exercise
that should be conducted on a continual basis to help
organisations become aware of any trends, events or issues that
they should be proactively managing of planning for. There are
many sources of freely available information from which
practitioners can utilise and analyse to help make informed

34. choices.
Surname 1
Student’s Name
Professor’s Name
Course
Date
Metrics and Analytics; 360-Degree Feedback;
Internships/Apprenticeships
Selection and recruitment are vital processes of employing
individuals who meet a predefined criterion. Organizations
hiring individuals on merit are more likely to attract and retain
top talents. According to Khandelwal and Kumar, recruitment
makes a difference by distinguishing potential candidates and
enhancing their authenticity. At the same time, selection
ensures that only individuals fulfilling specific criteria find
their way working in an organization (413). Hence, recruitment
and selection not only creates a pool of talents and improving
the succession rate, but also ensure that established criteria
guide the hiring process and the existing labor laws are
followed. Based on this knowledge, the following candidates are
proposed in the first phase of the interview for consideration by
Judith and Eric Sultan.
Candidate dd
The individual has HRM-related certification, practice
experience of 16 years, undertaken 20 consulting jobs in labor
relation, and 21 consulting jobs in total rewards administration.
The candidate graduated from an accredited institution. Having
jointly attained a Juris Doctor degree (JD) and a Master of
Business Administration degree (MBA) places the candidate at a

35. better position of understanding the labor laws and presenting
the hiring organization when related lawsuits rise and offering
consultation services to employers. The candidate will help
employers manage employees according to labor laws.
Candidate ff
An individual is also worth consideration based on the fact that
he/she has a Ph.D. degree in Organization Management &
Leadership. Besides, the candidate has a remarkable experience
of 21 years in military logistics. Other aspects that place the
applicant in the interview list for consideration is graduating
from an accredited learning institution and the high capacity to
complete 25 and 10 consulting jobs in total rewards
administration and labor relations, respectively.
Candidate ii
The applicant is also suitable personnel that Judith and Eric
Sultan may consider to fill one of the three regions in the
position of an HR consultant. An individual as unmatched work
experience as a CEO of an insurance company, having worked
for 21 years. Other areas increasing the credibility of the
candidate include achieving a Ph.D. in Human Resource
Management from an accredited institution, having completed
an HRM-related certification, and undertaken two jobs in labor
relations.
Candidate ll
Despite lacking an HRM-related certification, the applicant
possesses a relatively recognizable working experience of 11
years in HR management. Besides, the candidate has undertaken
20 and 18 consulting jobs in total rewards administration and
labor relations, respectively. Attaining a Ph.D. in HRM from an
accredited institution is also an important qualifying factor for
this candidate.
Candidate oo
The individual has a management certification from an
accredited institution. Having graduated with a Ph.D. in
Information Systems Management and working experience of 12
years in a landscape business confirms that the candidate can

36. offer the consultation services expected in HRM Analysis
Services. The ability to perform 10 and 16 consulting jobs in
total rewards administration and labor relations, respectively, is
a crucial factor for his/her selection.
Candidate pp
The applicant, like the others, has an HRM-related certification.
This individual graduated with a Ph.D. in Human Resource
Development from an accredited institution. The candidate also
has a working experience of 15 years. Besides, having
participated in 4 and 6 consulting jobs in total rewards
administration and labor relations, respectively, increases the
candidate’s odds for consideration.
Analysis of the Selection and Recruitment Criteria
An applicant’s education level emerges as one of the top
qualifying factors. In this case, Judith and Eric Sultan seem to
have access to a large pool of knowledgeable candidates based
on their educational achievements. All candidates selected for
the first phase of the interview have unquestionable educational
degree directly related to HRM. According to Graham, cognitive
abilities demonstrate one’s ability to solve problems, apply
knowledge to emerging situations, reason logically, and
communicate clearly (38-9). In an empirical study, Guerra-
Carrillo et al. found that higher education predicted improved
performance and regulated such cognitive domains as the
reasoning and the processing speed of an individual (1). With
this, it could be argued that higher levels of education hone
cognitive functioning. Hence, candidates dd, ff, ii, ll, oo, and pp
all stand better chances of qualifying based on their academic
achievements.
The qualification criteria narrow down to one’s working
experience. The applicants all have at least 11 years of working
experience. This gives them the upper hand of scanning the
environment of the employer, proposing the most informed
strategies of solving issues at hand (Graham 38). Besides, the
candidates graduated from institutions with accredited
education programs. Apart from candidate ll, all other

37. applicants possess HRM-related certification. Hence, it could be
generally viewed that these candidates have been equipped with
appropriate knowledge related to strategic HRM practices. Their
working experience compounds their capacities to offer top-
notched HR consultation services to interested employers. The
selection of the expertise, HRM-related certification, and
program accreditation is assessing whether the candidates have
been equipped with the right knowledge to handle the dynamic
HRM landscape.
The other area that may contribute to consideration is the
performance appraisal score. Apart from candidate ii, all other
applicants have a score of at least 2 out of 4, which means they
are average. However, candidate ii possesses an excellent work
experience, which gives him/her the benefit of the doubt.
Lastly, working at HRM Analysis Services is a factor for the
qualification of a candidate. Again, candidate ii is the only one
who has never worked with the HRM Analysis Services. While
whether one has worked in the same environment or not, one’s
experience and academic achievements present prime factors.
Nevertheless, working with the same company that wants to fill
the identified position(s) presents an added advantage that could
not be underestimated. According to Rivera, organizations may
prioritize candidates who have worked with them in the past
merely because they understand their corporate culture. Hence,
while this is the last factor to consider, its role cannot be
ignored. Figure 1 below illustrates a summary of the selection
criteria
Experience
HRM-Related Certification
Working Place
Educational Qualifications

38. Performance Appraisal
Program Accreditation
Figure 1: A Flowchart Showing the Levels of Selection and
Recruitment Criteria
Conclusion
The selection and recruitment is a critical function of an
organization since it influences its ability to attract and retain
talents. Devising competitive strategies of hiring individuals
based on the defined criteria and merit determines how the
selected individuals align with their job positions, deliver to
expectations, and remain committed to helping organizations
achieve their objectives. Judith and Eric Sultan are facing the
same challenge of placing suitable HRM consultants at the San
Francisco, Philadelphia, and Miami regions. Candidates dd, ff,
ii, ll, oo, and pp have been proposed for consideration during
the first phase of the interview due to their appraisal
performance, attainment of HRM-related certification, higher
education, and work experience. The selection of these aspects
of job requirements is their relevance to the position to be
filled. Working at HRM Analysis Services was the last
qualifying factor for consideration since one’s experience might
go beyond working at the same hiring company.

39. Works Cited
Guerra-Carrillo, Belén et al. "Does Higher Education Hone
Cognitive Functioning and Learning Efficacy? Findings from A
Large and Diverse Sample". PLOS ONE, vol. 12, no. 8, 2017,
pp. 1-17. Public Library of Science (Plos), doi:
10.1371/journal.pone.0182276.
Graham, Leviss K. The Perfect Hire: A Tactical Guide to
Hiring, Developing, and Retaining Top Sales Talent.
Entrepreneur Press, 2011.
Khandelwal, Anju, and Avanish Kumar. "A Study On
Recruitment and Selection Process with Reference to Current
Scenario in Organizations". Malaya Journal of Matematik, vol.
7, no. 3, 2019, pp. 412-418. Malaya Journal of Matematik,
doi:10.26637/mjm0703/0008.
Rivera, Lauren A. "Hiring as Cultural Matching: The Case of
Elite Professional Service Firms". American Sociological
Review, vol. 77, no. 6, 2012, pp. 999-1022. SAGE Publications,
doi:10.1177/0003122412463213.
What Management Analysts Do
Although some management analysts work for the company that
they are analyzing, most work as consultants on a contractual
basis.
Management analysts, often called management consultants,
propose ways to improve an organization’s efficiency. They
advise managers on how to make organizations more profitable
through reduced costs and increased revenues.
Duties
Management analysts typically do the following:
· Gather and organize information about the problem to be
solved or the procedure to be improved.
· Interview personnel and conduct onsite observations to
determine the methods, equipment, and personnel that will be

40. needed.
· Analyze financial and other data, including revenue,
expenditure, and employment reports.
· Develop solutions or alternative practices.
· Recommend new systems, procedures, or organizational
changes.
· Make recommendations to management through presentations
or written reports.
· Confer with managers to ensure changes are working.
Although some management analysts work for the organization
that they analyze, most work as consultants on a contractual
basis.
Whether they are self-employed or part of a large consulting
company, the work of a management analyst may vary from
project to project. Some projects require a team of consultants,
each specializing in one area. In other projects, consultants
work independently with the client organization’s managers.
Management analysts often specialize in certain areas, such as
inventory management or reorganizing corporate structures to
eliminate duplicate and nonessential jobs. Some consultants
specialize in a specific industry, such as healthcare or
telecommunications. In government, management analysts
usually specialize by type of agency.
Organizations hire consultants to develop strategies for entering
and remaining competitive in today’s marketplace.
Management analysts who work on contract may write proposals
and bid for jobs. Typically, an organization that needs the help
of a management analyst solicits proposals from a number of
consultants and consulting companies that specialize in the
needed work. Those who want the work must then submit a
proposal by the deadline that explains how the consultant will
do the work, who will do the work, why they are the best
consultants to do the work, what the schedule will be, and how
much it will cost. The organization that needs the consultants
then selects the proposal that best meets its needs and budget.
Source: United States Department of Labor (2019).

41. Occupational Outlook Handbook. What management analysts
do. Retrieved from https://www.bls.gov/ooh/business-and-
financial/management-analysts.htm#tab-2.
Individuals Applying for HR Management Analyst:Applicant
(no specific order):Average number of months worked for
Sultan Services (in past 3 years):Performance Appraisal Rating
by Sultan Services:
1 = below average
2 = average
3 = above average
4 =excellentHRM-Related Certifications:
SHRM, HRCI, or WorldatWork# of Publications in past 5
years:Terminal Degree:Degree Granting Institution—Regional
Accreditation?Total # Years Classroom Experience (teaching
college or facilitating training courses): Total # Consulting Jobs
in HRM strategy formulation:Total # Consulting Jobs in HR
metrics analysis:Total # Consulting Jobs in Base Wage and
Salary Admin:Total # Consulting Jobs in Total Rewards
Admin:Total # Consulting Jobs in Labor Relations:Other
Practitioner Experience:Comments:aa42y1PhD—
Managementn11.513--1041212 yr. HR
managementbb42.5n8PhD— Managementy101043638 yrs. Army
HRcc0 (external applicant)n.a.y--DBA—Intl. Businessy98
612212016 yrs. HR managmentdd42y--JD; MBAy1022418518
yrs. HR managementee53y3EdDy3025 --51969 years mfg.
operationsff82.5y4PhD—Org. Mgt &
Leadershipy1818811251021 years military logisticsgg0
(external applicant)n.a.n7PhD—Managementn6303811845 years
mfg. QA mgr.hh43n6PhD—Business/HRM n1730--55819 yrs.
Accounting mgt.ii0 (external applicant)n.a.y6PhD--
HRMy61718--221 years CEO Insurance companyjj0 (external
applicant)n.a. n2EdDy10222106115 yrs. hair dresserkk62y--
DBA--HRy615 --4--33 yrs. Gymnastics coachll43n2PhD—
HRMy1215 116201811 yrs. HRM mgt.mm0 (external

42. applicant)n.a. y3PhD—Management n139 4610236 yrs.
pastornn73y6PhD--Businessn1428113115Studio artist 30
yearsoo72y3PhD—Mgt. Info Systemsy12--12101612 yrs.
Landscape businesspp6 3y2PhD--HRDy2012394615 mgt. temp
staffing agencyqq0 (external applicant)n.a.n4DBA, JDy822 --
682011 yrs. FMCS Arbitratorrr0 (external applicant)n.a.y3PhD-
Businessy10313--14119 yrs. IRS auditorss0 (external
applicant)n.a. y2PhD—Business, HRMn1522 51110263 yrs. 3rd
grade teachertt0 (external applicant)n.a. y5JD; PhD—
Management y3010-1220318 yrs. Retail clothing store manager
Module 3 – Background
Metrics & Analytics
For the past several years, HR has been all abuzz about metrics
and analytics. Everyone is talking about how to measure the
effectiveness of HR programs and assess their impact on
organizational outcomes. Well, what’s this talk all about? What
are metrics? What are analytics? What is benchmarking? How
are metrics, analytics, and benchmarking developed and used in
the HR context? Also, what are scoreboards and dashboards?
Answers to these questions will come from the reading and
research in this module.
Required Material
ASQ.org. (n.d.) What is a decision or Pugh matrix? Retrieved
from https://asq.org/quality-resources/decision-matrix.
Higgins, J. (2014). Bringing HR and finance together with
analytics. HR Magazine, 59(11), 44-46. Retrieved from
ProQuest in the Trident Online Library.
Lowisz, S. (July 2008). Six good metrics. Recruiting
Intelligence (ere.net). Retrieved from
http://www.ere.net/2008/07/07/6-good-metrics/.
Mahoney-Phillips, J., & Adams, A. (2010). Getting the measure
of HR. Strategic HR Review, 9(1), 5-9. Retrieved from
ABI/INFORM Global in the Trident Online Library.

43. Roberts. M. (Nov. 17, 2018). How hiring managers screen job
applicants. Retrieved from
https://www.thebalancecareers.com/how-do-hiring-managers-
screen-job-applications-1669574.
Shah, S.; Horne, A.; and Capella, J. (April 2012). Good data
won’t guarantee good decisions. Harvard Business Review.
Retrieved from https://hbr.org/2012/04/good-data-wont-
guarantee-good-decisions
Zielinski, D. (2014). Get analytical. HRMagazine, 59(11), 61-
62. Retrieved from ProQuest in the Trident Online Library.
Optional Material
Boyd, N., & Gessner, B. (2013) Human resource performance
metrics: methods and processes that demonstrate you care.
Cross Cultural Management 20.2 (2013): 251-273. Available in
the Trident Online Library.
Chhinzer, N., & Ghatehorde, G. (2009). Challenging
Relationships: HR Metrics and Organizational Financial
Performance. Journal Of Business Inquiry: Research, Education
& Application, 8(1), 37-48. Available in the Trident Online
Library.
Five steps to effective metrics. (2005). Strategic HR Review,
4(3), 7. Retrieved from ABI/INFORM Global in the Trident
Online Library.
Mirza, B. (2011). Cost-per-hire metric standard open for
comment. HR Magazine, 56(3), 80. Available in the Trident
Online Library.
Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8),
30-31. Retrieved from the Trident Online Library.
360-Degree Feedback
Required Material
Custom Insight (2018). What is 360 Degree Feedback?
Retrieved from https://www.custominsight.com/360-degree-
feedback/what-is-360-degree-feedback.asp
Hudson Global (2018). What is 360 degree feedback? Retrieved
from https://www.youtube.com/watch?v=eT4tohLWeUw.
<br />

44. (Hudson Global, 2018)
Performance Experts (2017). 360 Degree Feedback. Retrieved
from https://www.youtube.com/watch?v=FDgtrg7k8Y4.
(Performance Experts, 2017)
Optional Material
Bracken, D. W., Rose, D. S., & Church, A. H. (2016). The
evolution and devolution of 360° feedback. Industrial and
Organizational Psychology, 9(4), 761-794. Retrieved from
ProQuest in the Trident Online Library.
Brett J, Atwater L. 360° Feedback: Accuracy, Accuracy,
Reactions, and Perceptions of Usefulness. Journal Of Applied
Psychology [serial online]. October 2001;86(5):930-942.
Available from: Business Source Complete in the Trident
Online Library
Nguyen, T., & Massingham, R. (2011). Using 360 degree peer
review to validate self-reporting in human capital measurement.
Journal of Intellectual Capital, 12(1), 143-74. Retrieved from
ProQuest in the Trident Online Library.
Internships/Apprenticeships
Required Material
10 Benefits of Starting an Internship Program. Retrieved from
http://www.internships.com/employer/resources/setup/benefits
The American Apprentice. (2013). HR Magazine, 58(11), 32-36.
Retrieved from ProQuest in the Trident Online Library.
Career and Professional Development Center (2016). Tips on a
successful internship, sponsored by General Electric. Retrieved
from https://www.youtube.com/watch?v=QHhV3_AxRLE.
Houston, L. (2014, Apr 23). Top law company hails benefits of
on-the-job training. Belfast Telegraph. Available in the Trident
Online Library.
Intern Queen Inc. (2016). How to run a successful internship
Program?|The Intern Queen. Retrieved from
https://www.youtube.com/watch?v=hnSqhSaLFW8.
&nbsp;

45. (Intern Queen, 2016)
Jones, D. A. (2011). Apprenticeships back to the future. Issues
in Science and Technology, 27(4), 51-56. Available in the
Trident Online Library.
Optional Material
10 Internship Characteristics that Attract Exceptional Interns.
Retrieved from
http://www.internships.com/employer/resources/setup/10-
internship-characteristics-that-attract-exceptional-interns
Apprenticeship. (1992). Occupational Outlook Quarterly, 35(4),
26. Retrieved from ProQuest in the Trident Online Library.
Blackhurst, J. (2013). Collaborative training. Training Journal,
9-12. Retrieved from the Trident Online Library
Google (2013). Google Interns’ first week. Retrieved from
https://www.youtube.com/watch?v=9No-FiEInLA.
&nbsp;&gt;
(Google, 2013)
Lerman, R. I. (2011). In support of apprenticeships. Issues In
Science & Technology, 28(1), 12. Available in the Trident
Online Library.
Module 3 - Case
Metrics & Analytics; 360-Degree Feedback;
Internships/Apprenticeships
Assignment Overview
Signature Assignment: Quantitative Reasoning, Reinforced
Level
In this assignment, your quantitative reasoning skills will be
assessed at the “reinforced” level. The Quantitative Reasoning
rubric will be useful for this purpose. In MGT511, quantitative
reasoning skills were assessed at the “introduced” level.
Finally, in HRM599 your skills will be assessed at the
“emphasized” level.
Case Assignment
Background: Judith and Eric Sultan own a business providing

46. HR decision-making expertise to employers across the nation.
The name of their business is HRM Analysis Services. Their
business is located in Phoenix and has grown exponentially
since 2005. Up to this point they have not had their own
employees, but instead hired established consultants (often
called management analysts) to work on a project-by-project
basis.
They want to hire three full-time management analysts to work
in three different locations: San Francisco, Philadelphia, and
Miami. The analysts would scout out work in their designated
regions and manage the contracting and oversight of contractual
consultants.
Judith and Eric plan to keep ownership of the company but want
to step away from the day-to-day as soon as the business is
working well enough without them.
The focus of this assignment is to assist Judith and Eric with the
selection of three Management Analysts by coming up with a
weighted formula of important selection factors. The Job
Applicants Table(see attachment) shows the applicants who
applied for the position. See What Management Analysts Do(see
attachment) for a description of the position.
Your task is to:
1. Develop a formula to quantify the merits of each applicant
based on the factors provided. Justify why you gave heavier
weight to some factors over others.
2. Develop your own visual/graphic showing how each applicant
fared.
3. Discuss your visual/graphic in essay format.
4. Recommend 6-8 applicants to proceed to a panel interview
phase.
5. Critique the process of identifying best candidates to proceed
in a selection process by using a custom-designed formula
applied to each candidate.
Use at least 3 library sources to help strengthen your
discussion. Reference all material cited.

47. Your paper plus table(s) should be at least 4-5 pages (not
including cover sheet and reference page).
Note: There is no right or wrong formula to use. Use your best
judgment for a formula based on the factors in the table given.
Be sure to also spend time on the critical-thinking/analysis
phase of this assignment.
For instruction on writing papers, citing sources, proper
referencing, and so forth, use Trident University's Student
Guide to Writing a High-Quality Academic Paper.
Upload your paper plus table by the module due date.
Assignment Expectations
Critical Thinking: Expresses quantitative analysis of data to
support the discussion showing what evidence is used and how
it is contextualized.
Interpretation: explains information presented in mathematical
terms (e.g., equations, graphs, diagrams, tables, and/or words).
Presentation: Able to convert relevant information into various
mathematical terms (e.g., equations, graphs, diagrams, tables,
and/or words).
Conclusions: Draws appropriate conclusions based on the
analysis of factual information/data.
Timeliness: Submits assignment on time or with professor’s pre-
approved assignment extension.
Essay Question
Critically analyse how top private sector
organisations proactively respond to issues.
A private sector organisation = a company or for-profit
organisation.
Your essay must demonstrate the following:
a) Select at least one private sector organisation and investigate
issues they have responded to in the past.
b) Select and identify one current issue, where they
demonstrated responsibility and sought to resolve the problem.
c) Describe the nature of the problem and how this impacted the

48. organisation's stakeholders.
d) Critically evaluate how they addressed the current
issue/problem and how successful their response was.
e) Include a minimum of four (4) academic journal articles.
Overall, your essay will need to demonstrate an understanding
of theories/concepts covered in this unit from weeks 1 - 6.
Please note, the four academic sources must discuss
theories/concepts discussed in this unit. The reading list and
materials within the ALR704 site are your starting point.
Word Count: 2000 words (+/- 10 %)
Format:
· Essay format
· In English
· Size 12 font
· 1.5 spacing
· ‘Normal’ margins settings (2.54cm)
· Page numbers, student name and ID in footer
· Submit as a Word Document
Referencing:
· Harvard-style referencing
· Minimum of five (5) academic references.
· The reference list is not included in the word count. In-text
references are included in the word count.
· The reference list must appear at the end of your essay and
should only include the sources you have included in your essay
(in-text citations).
Academic essay:
You are to use academic conventions in terms of writing style,
referencing, and the overall structure of a research essay. The
essay will need an introduction, body and conclusion, and each
paragraph should have a topic sentence to help guide the reader.
The writing should be clear, concise and persuasive.

49. ALR704 Assessment 1 Instructions EssayDue: 22 April,
2020 5:00 pm (AEST)
Word Count: 2000 words (+/- 10 %)
Weighting: 40%
Please note: This is an individual assignment.
Essay Question
Critically analyse how top private sector organisations
proactively respond to issues.
A private sector organisation = a company or for-profit
organisation.
Your essay must demonstrate the following:
a) Select at least one private sector organisation and investigate
issues they have responded to in the past.
b) Select and identify one current issue, where they
demonstrated responsibility and sought to resolve the problem.
c) Describe the nature of the problem and how this impacted the
organisation's stakeholders.
d) Critically evaluate how they addressed the current
issue/problem and how successful their response was.
e) Include a minimum of four (4) academic journal articles.
Overall, your essay will need to demonstrate an understanding
of theories/concepts covered in this unit from weeks 1 - 6.
Please note, the four academic sources must discuss
theories/concepts discussed in this unit. The reading list and
materials within the ALR704 site are your starting point.
This task addresses the following Unit Learning Outcomes:
ULO1: Understand and apply relevant theory on aspects of
reputation management. ULO2: Understand how issues and
crises develop, the impact they have and, critically analyse the
reactive responses that follow*.

50. *By investigating the manner in which organisations conduct
reputation management, you will be able to critically analyse
the various responses and initiatives surrounding problem
solving strategies.
Format:Essay formatIn EnglishSize 12 font1.5 spacing‘Normal’
margins settings (2.54cm)Page numbers, student name and ID in
footerSubmit as a Word Document
Referencing:Harvard-style referencingMinimum of four (4)
academic references.The reference list is not included in the
word count. In-text references are included in the word
count.The reference list must appear at the end of your essay
and should only include the sources you have included in your
essay (in-text citations).
Submission: Online via CloudDeakin.Upon successful
submission, you will receive an automated email confirmation
to your Deakin student email account.Please conduct a
grammar, spell and word count check before you submit your
final essay.
Academic essay:
You are to use academic conventions in terms of writing style,
referencing, and the overall structure of a research essay. The
essay will need an introduction, body and conclusion, and each
paragraph should have a topic sentence to help guide the reader.
The writing should be clear, concise and persuasive.
Resources:
FAQs
Plus,
Topic guides, class notes and additional materials provided via
the ALR704 CloudDeakin site provide guidance towards
relevant readings and digital resources.
At this level of study, the suggested material should be seen as
the minimum you should access. You are be expected to

51. undertake your own literature search. A review of relevant
literature to support your discussion is expected.
You are required to appropriately source and reference material
used in the writing of your essay according to academic
standards.
Referencing style =
Harvard: http://www.deakin.edu.au/students/studying/study-
support/referencing/harvard
How will you be marked?
Marking Criteria:
The following criteria and weightings will be applied to work
that relates to the assignment question:
Criteria/Weighting
Outstanding
Excellent
Good
Satisfactory
Below expectations
Knowledge, understanding and critical analysis
40%
Demonstrates an excellent understanding/comprehension of the
task.
Knowledge of the content has been articulated at an
exceptionally high level.
A clear discussion is presented and supported with relevant
information and literature.
You engage in the academic debate with confidence.
The discussion clearly articulates critical analysis.
The response to the task is accurate and coherent.
This demonstrates a very good understanding of relevant
theory/concepts.

52. Demonstrates strong level of critical evaluation.
Demonstration of a good overall understanding of the task.
Knowledge of the content is evident.
The discussion demonstrates critical analysis.
Demonstrates a general or limited understanding of the task.
and/or
A limited understanding of the content was conveyed.
and/or
Further opportunities could be seized to demonstrate critical
analysis.
There is evidence of a lack of understanding of the task.
and/or
Unsupported or irrelevant statements or opinions are included.
and/or
Limited or no critical analysis evident.
Inclusion and application of relevant resources
35%
Incorporates outstanding use of academic resources and
supportive materials throughout the discussion.
This demonstrates care in selecting relevant and/or necessary
information from a range of sources.
Outstanding use of examples.
Demonstrates a clear understanding of the research necessary to
support the topic.
Evidence of care in the selection and use of suitable sources is
demonstrated.
Academic literature and other information sources support the
discussion in a coherent manner. Appropriate academic support
and examples have been used effectively.
The background search presents a combination of academic
literature and other sources. These have been used well to
support the discussion.
This submission attempts to make linkages between examples
and academic sources to aid the discussion.

53. Examples have been used effectively.
A satisfactory background search is demonstrated.
The minimum number of academic references have been
sourced.
Academic literature and other sources have been used to support
the discussion.
There is an opportunity to include further and/or more relevant
academic resources and/or supportive materials aligned to the
topic.
and/or
Additional examples could have supported your essay.
The opportunity to demonstrate further reading and/or conduct
broader background research to support the task has been
overlooked.
and/or
Insufficient use of academic resources and/or supportive
materials necessary to support the discussion.
and/or
No examples were utilised.
Referencing, Clarity, Grammar and Structure
25%
Well-developed structure and sequencing.
Comprehension is enhanced by outstanding written expression,
punctuation and superior grammar and spelling skills.
Exceptional use of Harvard-style referencing.
The presentation of this document conforms to the guidelines
and is outstanding.
Remained within the word count.
Accurate Harvard-style referencing has been maintained
throughout the submission.
Formatting, spelling, grammar and punctuation are of a high
standard.
Remained within the word count.
Overall, your submission is written with clarity.
Harvard-style referencing is mostly accurate.
Formatting, spelling, grammar and punctuation are of a good

54. standard.
The submission is logical, consistent and follows academic
writing conventions.
Complete referencing.
Demonstrates the use of word processing software that meets
formatting prescribed in the assignment instructions.
Spelling, grammar and punctuation are satisfactory.
There are areas for improvement.
Please see feedback.
There are multiple errors in relation to the minimum criteria.
Please see feedback.
Important information before you upload your submission:
Your essay will be submitted via the 'Assessment' tab located at
the top of the screen. Once you successfully upload your essay,
you should receive a submission receipt (confirmation email).
Please allow plenty of time before the submission time to
troubleshoot.
Checking your work to avoid plagiarism and ensure you
reference accurately
You can use the ‘Self-Check your work with Turnitin’ tool.
Or
You should be able to see your originality score once you
upload.
Please note, regardless of what colour or percentage your
document shows via Turnitin when you upload your work, you
should be checking that all of your submitted work complies to
academic standards.
Please use the following links if you have any questions.Deakin
referencing
link: https://www.deakin.edu.au/students/studying/study-
support/referencing
Please remember to accurately cite all ideas you incorporate
into your essay.Academic Integrity
link: http://www.deakin.edu.au/students/studying/academic-
integrity

55. “Don't re-use any part of a previous assignment from a different
unit (or even the same unit, if you are repeating it) or any part
of an assignment submitted to another institution without first
getting written permission from your Unit Chair. Depending on
the task, the Unit Chair has the right to permit or decline the
request.”
This unit uses Harvard - style referencing.