The following crime types have similarities and differences: · Fraud · Counterfeiting Research and provide 1–3 slides of statistical information concerning the overall scope of each crime category either nationally or world-wide. Research and provide 2–4 slides that summarizes two specific crimes that have occurred within each category. Provide facts concerning the cases. This would include the who, what, when, where, and why of the crimes. Also include any other details, such as the number of computer(s) or people involved, or how long it took for investigators to solve and prosecute the parties involved. Discuss any financial penalties or criminal sentencing that was imposed. Some violations, although technically a crime, may be referred to as an administrative violation, which involves fines. There are some actions that may not be classified as a crime, for example, excessive compensation for board members or excessive bonuses for managers. There are actions that are considered unethical but legal. There also may be some actions that are illegal but ethical. Provide 1–2 slides addressing the following: · Discuss arguments for criminalizing or not criminalizing ethical or unethical behavior. · Discuss or address any ethical issues involved in your 2 cases. Week 4 - Instructor Guidance Bus 692: Week 4 Guidance                                                                                                           Dr. Marvee Marr Performance Management Awkward Performance Review: https://www.youtube.com/watch?v=gdp4sPviV74 I.Types of Job Performance Measures Note:  Can be used singly or in combination A.    Production data                                          B.     HR personnel data 1.     Absenteeism 2.     Turnover 3.     Grievances 4.     Accidents 5.     Promotions C.     Types of judgmental instruments 1.      Trait rating scales 2.      Simple behavioral scale 3.      Behaviorally Anchored Rating Scale (BARS) Behavioral Expectation Scale (BES) 1.      BARS reflect actual work behavior 2.      BES reflect expected work behavior 3.      Steps for BARS and BES          Gather data from groups of 6-12 job incumbents/supervisors using Critical Incidents Technique         Critical incidents given to other groups of job incumbents/supervisors to form dimensions         Critical incidents and dimensions given to other groups to sort the incidents into the dimensions         Other groups of job incumbents/supervisors rate each of the critical incidents on a 7-point scale ranging from poor to outstanding performance         A set of critical incidents for each dimension is selected that represents various levels of performance on the dimension 4.      Computer Adaptive Rating Scale II.The problem of bias – rater error 1.      Halo 2.      Leniency 3.      Severity III.Concluding comments on judgmental scales 1.      Use job-behavior scales rather than trait scales 2.      Dimensions should be fairly broad statements of pe ...

1. The following crime types have similarities and differences:
· Fraud
· Counterfeiting
Research and provide 1–3 slides of statistical information
concerning the overall scope of each crime category either
nationally or world-wide.
Research and provide 2–4 slides that summarizes two specific
crimes that have occurred within each category. Provide facts
concerning the cases. This would include the who, what, when,
where, and why of the crimes. Also include any other details,
such as the number of computer(s) or people involved, or how
long it took for investigators to solve and prosecute the parties
involved. Discuss any financial penalties or criminal
sentencing that was imposed.
Some violations, although technically a crime, may be referred
to as an administrative violation, which involves fines. There
are some actions that may not be classified as a crime, for
example, excessive compensation for board members or
excessive bonuses for managers. There are actions that are
considered unethical but legal. There also may be some actions
that are illegal but ethical. Provide 1–2 slides addressing the
following:
· Discuss arguments for criminalizing or not criminalizing
ethical or unethical behavior.
· Discuss or address any ethical issues involved in your 2 cases.
Week 4 - Instructor Guidance
Bus 692: Week 4 Guidance
Dr. Marvee Marr

2. Performance Management
Awkward Performance Review:
https://www.youtube.com/watch?v=gdp4sPviV74
I.Types of Job Performance Measures
Note: Can be used singly or in combination
A. Production data
B. HR personnel data
1. Absenteeism
2. Turnover
3. Grievances
4. Accidents
5. Promotions
C. Types of judgmental instruments
1. Trait rating scales
2. Simple behavioral scale
3. Behaviorally Anchored Rating Scale (BARS)
Behavioral Expectation Scale (BES)
1. BARS reflect actual work behavior
2. BES reflect expected work behavior
3. Steps for BARS and BES
Gather data from groups of 6-12 job
incumbents/supervisors using Critical Incidents Technique
Critical incidents given to other groups of job
incumbents/supervisors to form dimensions
Critical incidents and dimensions given to other groups
to sort the incidents into the dimensions
Other groups of job incumbents/supervisors rate each of
the critical incidents on a 7-point scale ranging from poor to
outstanding performance
A set of critical incidents for each dimension is selected
that represents various levels of performance on the dimension
4. Computer Adaptive Rating Scale
II.The problem of bias – rater error
1. Halo
2. Leniency
3. Severity

3. III.Concluding comments on judgmental scales
1. Use job-behavior scales rather than trait scales
2. Dimensions should be fairly broad statements of
performance or job behaviors
3. Supervisors using the instrument must receive extensive
training in its use
IV.Appropriate Characteristics of Selection Criteria Measures
A. Individualization
B. Controllability
C. Relevance
D. Measurability
E. Reliability
F. Variance
G. Practicality
H. Lack of contamination
I. Specificity for selection
1. INTRODUCTION
Strategic management is the process of formulating and
implementing an action plan to achieve corporate objectives,
specifically including how these objectives are to be met.
Senior management must find “fit” between the organization, its
strategy and its environment. Strategic plans are long-range in
nature, and require review and updating to ensure continued fit.
2. MODELS OF STRATEGY
A. Industrial Organization (I/O) Model argues that the
external environment should be the primary determinant of firm
strategy. The model assumes that the external environment
presents threats and opportunities, and equal access to highly
mobile resources across industry firms. Organizations should
operate within the industry that affords the best
opportunities, and where competitive advantage can be
developed through low cost or differentiating strategic
approaches. Strategy is externally driven.

4. B. Resource Based View of the Firm (RBV) argues that
organizational resources and capabilities, including human
resources, should be the basis for strategic decision
making. Organizations can develop a competitive
advantage through the acquisition and value enhancement of
their resources. Sarasota Memorial Hospital’s five pillars of
excellence approach example. Strategy is internally driven
(Mello, 2011).
3. THE PROCESS OF STRATEGIC MANAGEMENT
THE PROCESS OF STRATEGIC MANAGEMENT
A. Mission Statement - defines organizational purpose.
B. Environmental Analysis - of the external environment,
including regulatory, competitive and industry structures;
market, economic, technological and demographic trends.
Southwest Airlines management of its environment is provided
as an illustration.
C. Organizational Self-Assessment - of various
organizational resources and of management systems.
D. Goals and Objectives - should be specific, measurable
and flexible; define performance measures and evaluation
processes.
E. Strategy - how the organization intends to achieve its goals,
including specific means, competitive actions and
organizational operations. First Tennessee National is
presented as an example.
F. Identify Assumptions – throughout the process it is critical
to identify and preferably write down assumptions which have
been made about future conditions in the external environment
(i.e., economy, competition, technology, etc.) (Mello, 2011).
4. CORPORATE STRATEGIES
Three generic organizational strategies, each with HR
implications
A. Growth - can be internal or externally driven.
Strategic HR issues include adequate hiring and training
planning; informing current employees of promotion and
development opportunities; and ensuring quality and

5. performance standards are maintained. External growth through
merger and acquisition may result in layoffs, and difficulties
can be encountered in merging two HR systems, cultures, etc.
B. Stability - organizations maintain the status quo, often
resulting in limited upward mobility opportunities for
employees that can lead to turnover. Key employees should be
identified and retention strategies developed.
C. Turnaround or Retrenchment - organizational
downsizing or downscoping may lead to cost cutting in
payroll/HR. Best Buy is presented as an example of a
turnaround strategy.
5. BUSINESS UNIT STRATEGIES
Three basic business unit strategies are recognized here, each
requiring different strategic HR approaches.
A. Cost Leadership Strategy - increased efficiency and cost
cutting, with savings passed to customers. Short term HR
strategies are emphasized, rather than long term ones that
focus on results. HR implications include specialized jobs,
cross-trained employees, incentives which might be developed
to entice higher paid people to leave the organization.
B. Differentiation Strategy - organization distinguishes its
products and services, or at least consumer perceptions of
them. Premium pricing is common and performance
measures may be more long term in nature. Staffing may
focus more on external hiring to bring constantly needed fresh,
creative approaches.
C. Focus Strategy - assumes that different market
segments have different needs, and attempts to satisfy particular
groups. Employees must be aware of what makes that
particular market unique, and should be appropriately
trained to ensure customer satisfaction (Mello, 2011).
References
Mello, J. A. (2011). Strategic management of human
resources (3rd ed., International ed.). Australia:
South-Western/Cengage Learning.