DIRECTIONS: Answer all four questions. Respond to two classmates per question. Responses to classmates should be at least 80 words. Question ONE: Read the table on pages 317 and 318 “Examples of Transformational Events Associated with HR Process” from your textbook. Create a similar table, with at least 3 levels, using specific details on the organization you are researching for the Capstone project. Offer a 150-250 word explanation on the decisions you have made on the table. Use at least one scholarly source other than the textbook to support your ideas. Critique at least two of your classmates’ tables by offering constructive feedback. Remember to properly cite your sources. Respond to Classmate ONE: Before developing a link or connection between strategy and HRM Practices, there must be a rationale of the two. The explanation provides a basis for predicting, studying, refining, and changing both strategy and practices in specific circumstances; in other words, considering the requirements of each employee other than the KSA's to perform a particular task. This table below provide specific strategies from the textbook "Common Sense Talent Management," and offers much insight to be able to generate performance evaluations between management and employees, which connect to various HRM Practices. Right People Right Way Right Things Right Development High Level Management Maintaining and keeping the talent within the organization. This is where the executive management team balances turnover and how that turnover can be prevented. This is where you find the time to put employees first. Management meets at monthly meetings to discuss who is thriving and who needs mentorship or sponsorship to move forward. Think about the effort of the products going out and the efforts between all management. The managers will look at hiring practices and be able to determine why employees come and go. This is how management will be evaluated. Middle-Level Management This is important: Maintaining communication between management and employees. Define the gaps and fix them. This is based on performance, how you can increase merit for employees who thrive, not based on seniority. Create lofty goals and realistic goals that can be attainable. Each goal should be a goal to help the individual to achieve. Training is important and should be implemented throughout the organization to maintain growth. Lower-Level Management This is where feedback comes in play: Providing growing opportunities to define their progress. This should be regular, not annual. Provide ongoing feedback and be consistent throughout. This is not setting goals for managers, but setting goals for employees. Define the organizational ladder of where the employee would like to go. This seems to be individual across the board; this helps set goals both personal and professional and having a timeline when to complete this. In today's economy, the world operates in a way in which the organiza ...

1. DIRECTIONS: Answer all four questions. Respond to two
classmates per question. Responses to classmates should be at
least 80 words.
Question ONE: Read the table on pages 317 and 318 “Examples
of Transformational Events Associated with HR Process” from
your textbook. Create a similar table, with at least 3 levels,
using specific details on the organization you are researching
for the Capstone project. Offer a 150-250 word explanation on
the decisions you have made on the table. Use at least one
scholarly source other than the textbook to support your ideas.
Critique at least two of your classmates’ tables by offering
constructive feedback. Remember to properly cite your sources.
Respond to Classmate ONE:
Before developing a link or connection between strategy and
HRM Practices, there must be a rationale of the two. The
explanation provides a basis for predicting, studying, refining,
and changing both strategy and practices in specific
circumstances; in other words, considering the requirements of
each employee other than the KSA's to perform a particular
task. This table below provide specific strategies from the
textbook "Common Sense Talent Management," and offers much
insight to be able to generate performance evaluations between
management and employees, which connect to various HRM
Practices.
Right People
Right Way
Right Things

2. Right Development
High Level Management
Maintaining and keeping the talent within the organization. This
is where the executive management team balances turnover and
how that turnover can be prevented.
This is where you find the time to put employees first.
Management meets at monthly meetings to discuss who is
thriving and who needs mentorship or sponsorship to move
forward.
Think about the effort of the products going out and the efforts
between all management.
The managers will look at hiring practices and be able to
determine why employees come and go. This is how
management will be evaluated.
Middle-Level Management
This is important: Maintaining communication between
management and employees. Define the gaps and fix them.
This is based on performance, how you can increase merit for
employees who thrive, not based on seniority.
Create lofty goals and realistic goals that can be attainable.
Each goal should be a goal to help the individual to achieve.
Training is important and should be implemented throughout the
organization to maintain growth.
Lower-Level Management
This is where feedback comes in play: Providing growing
opportunities to define their progress.
This should be regular, not annual. Provide ongoing feedback
and be consistent throughout.
This is not setting goals for managers, but setting goals for
employees. Define the organizational ladder of where the
employee would like to go.
This seems to be individual across the board; this helps set
goals both personal and professional and having a timeline
when to complete this.
In today's economy, the world operates in a way in which the
organizations are involved in transformational agendas.

3. Transformation indices a change in businesses, as the difference
is on if the basic principles of transformational leadership.
However, transformation in human rights is a significant
concern. Employee engagement in some of the transformational
agendas happening in the organizational HRMs is very critical
as they are involved in the entire process (Mello, 2015).
Transformational employee engagement in the HRM department
is emotional as well as the behavioral reaction of the employees
towards a given work environment.
Hunt, S.T. (2014). Common Sense Talent Management: using
strategic human resources to improve company performance.
Retrieved from EBook Central.
Mello, J. (2015). Strategic human resource management.
Stamford, CT, USA: Cengage Learning.
Respond to classmate TWO:
Levels of Employees
Right People
Right Way
Right Things
Right Development
End Result
General/Store Manager
Maintaining protocols, employee needs, store needs, proper
training and knowledge
Proper training from out of store Manager. Changes to training
as needed
Use of operations and goals for self and employees. Sharing
vision of success
Meeting weekly with managers, and twice monthly with entire
team.
Out of Store Position
Assistant/Shift 1 manager
Help to maintain protocols, employee needs and wants,

4. inventory regulation, proper training and knowledge
Proper guidance from General/Store manager. Training when
needed, help with training crew members.
Access to learning materials, communication with all
employees, including out of store managers.
Adjust training schedules as needed, help train employees on
inventory and cash
General/Store Managers
Training Manager
Guidance from Assistant/Shift 1 Manager to maintain proper
training timeline.
Advise crew members on new methods, update training charts
Access to learning materials, materials to help with training
needs
Prepare shifts with training materials for employees on duty
Assistant/Shift 1 Managers
Crew Members
Maintain subordinance to management team. Respect and follow
through with tasks in a timely manner
Guidance and training from management team, co-workers, and
self sufficiency
Access to training charts, modules and materials when needed.
Ability to request more training/cross training
Open availability preferred. Utilize proper knowledge to help
customers and complete job requirements
Training Managers
New Hires
Orientation into new employment
Trained by Training manager, or management team preferred.
Ask any and all questions without judgement
Willingness to learn and adapt to change whenever necessary.
Crew Members

5. The reason that I chose the employee levels for Arby’s is
because each level of employment has different requirements
and responsibilities. Within each position there are different
areas that that level of employment needs to master before
moving up the chain of command. I only used the employment
levels within Arby’s because these positions are the face of
Arby’s and are determining factors of returning customers and
obtaining new ones. With each position in a location, their
responsibilities vary, but are typically based upon the same
principles. Each team at an Arby’s location is like a small
family and they support and help each other like a team, which
is what can make or break the location. Without the proper
training, knowledge and employees, the success rate plummets.
References
Bagley, H.M., & Ward, J.B. (2013). Workers'
Compensation. Mercer Law Review, 65(1), 311-235. Retrieved
from http://search.ebscohost.com/proxy-
library.ashford.edu/login.aspx?direct=true&db=a9h&AN=94315
93&site=eds-live&scope=site
Hunt, S.T. (2014). Common Sense Talent Management: using
strategic human resources to improve company performance.
Retrieved from EBook Central.
Question TWO: Almost every organization with more than 200
employees has at least one significant conflicting HRM
practice, which undermines the total performance of the
organization at least marginally—examples abound. Discuss one
or more conflicting practices you have experienced and
recommend one or more alternative HRM practices that could
appropriately minimize, or even eliminate, the conflict. Explain
in detail. Present your views in 150 words or more in your
discussion post. Use at least two scholarly source to support
your ideas. Respond to at least two of your classmates’ posts.

6. Respond to Classmate ONE:
Conflicting HRM Systems
I have worked with more ineffective HRM teams than effective
ones. This might seem negative to say, but it is honest and I
think the reason for this is that the HRM teams I have worked
with talk a lot about innovation in terms of AI and other ideas
such as focusing on talent. However, the HRM fails to
practically implicate these so-called improvements, which
proves quite frustrating. This creates a lot of conflict because it
means that throughout the organization, expectations about how
job duties will be carried out---including training and processes
such as reporting receipts---do not occur. This is made worse
when HRM makes a big deal about data collection to help with
things they propose or that management/owners propose. I have
had to self-report certain processes and outcomes yet the data
remains unused. I think it was done to make it seem like
something was being done. This is a big waste of time for me
and for others in the same boat as me. It impairs the
performance of the actual job and it increase time at work,
including taking work home to complete.
Boom, Hartog, and Lepak (2019) write that, “Strategic human
resource management (SHRM) research increasingly focuses on
the performance effects of human resource (HR) systems rather
than individual HR practices. Researchers tend to agree that the
focus should be on systems because employees are
simultaneously exposed to an interrelated set of HR practices,”
which means that the outcomes of these practices are dependent
on a system that is coherent and strong, with clear
communication and a vision that relies on specific goals. If
HRM would actually use the data that I have recently collected,
several work processes could probably be improved and
employees might even feel happier about the work they do.
I feel that because of this, HRM should heavily invest in

7. leadership classes that spark transformation based on true
innovation and implementation of ideas and projects that are
carried through to the end. The role of leadership in HRM is
often overlooked because it seems that many of the HR
departments I have encountered function as the backbone of the
organization. This is needed, but any HR department that is any
good should start taking the “brain initiative” on leadership
which means they need to think like a C-level operation. HR
needs to seek out upper management and owners rather than
letting them come to them with ideas about worker efficiency
that are never followed through on, or other such ideas that go
nowhere. As Baran, Filipkowsi, and Stockwell (2019) explain,
“How human resource management professionals view
organizational change and their roles in it matters because those
perceptions serve as a foundation for how they define their roles
and as a boundary for what they might see as possible.” If HR
fails to see itself as leadership then act accordingly, they are not
fulfilling the twenty-first century expectation for HR.
References
Baran, B.E., Filipkowski, J.N. and Stockwell, R.A. (2019)
Organizational change: perspectives from human resource
management. Journal of Change Management, 19(3). 201-219.
DOI: 10.1080/14697017.2018.1502800
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A
systematic review of human resource management systems
and their measurement. Journal of Management, 45(6), 2498–
2537. https://doi.org/10.1177/0149206318818718
Respond to classmate TWO:
The Conflicting HRM Systems of operations often pertains to
the division of responsibilities and line of authority. In other
words, the level of power given to HRM depends on the grasp
of fair employment practices and whether they have well-

8. developed leadership skills. For some conflicting practices are
between the HR departments and employees. Farndale &
Sanders (2017), “the conflict that often occurs between HRM
and staff members not be easy to resolve and it is critical for a
business to create a model that considers the organization's
employees over outsourcing services” (p. 132, para. 1). In
summary, the business model of HR should focus on
organizational strategy and goals, and then clearly lay out the
roles and expectations of employees with longevity versus
outsourcing.
Experience with Conflicting HRM Practice
Outsourcing is one conflicting HRM practice that I have
experienced over the years of employment. Recently there was a
job posting for an entry-level HR position, which requires at
least one year of experience in one year in HR. If it were not for
social networking and knowing certain people in upper-level
management positions, I would not have had the opportunity to
interview for the HR position. Individuals that are perusing a
specialty degree are not given a chance, because of no prior
experience. In other words, some organizations will rather pay
more money for outsourcing, than hire a vested employee that
has been with the organization for over five years. In short,
Conflicting HRM Practices will not disappear without some
form of intervention; unfortunately, outsourcing is considered a
priority resolution for several organizations.
References
Farndale, E., & Sanders, K. (2017). Conceptualizing HRM
system strength through a cross-cultural lens. International
Journal of Human Resource Management, 28(1), 132–148.
https://doi-org.proxy-
library.ashford.edu/10.1080/09585192.2016.1239124

9. Question THREE: Research the term BFOQ. Explain its
importance and relevance to HRM. How might not appropriately
incorporating well defined BFOQs lead to difficulties for the
organization? How would the concept of BFOQ be linked to
“disparate treatment” and/or “disparate impact” in respect to
staffing? What is the link between the ADA (1990) and
BFOQs? Present your views in 150 words or more in your
discussion post. Respond to at least two of your classmates’
posts. Use at least two scholarly source in your reply.
Remember to properly cite your sources.
Respond to classmate ONE:
Bona Fide Occupational Qualification (BFOQ) is a term that
describes an employment qualification that an employer is
legally allowed to consider when making hiring and/ or
retainment decisions about their employees. The term is used
when the nature of a job position requires the employer to
discriminate based on a trait such as age, gender, religion,
nationality, race, or another protected trait. Essentially BFOQ is
legal discrimination. In order for discrimination to be legal in
an organization, the employer must be able to prove that no
member of the group being discriminated against can perform
the requirements of the job. One example of this would be that
no one under the age of 21 is able to serve drinks in a bar,
therefore discriminating based on age is justified and legal.
Another example would be hiring only female attendants for a
fitting department of a lingerie store. BFOQ is related to human
resources management (HRM) due to the fact that HRM is
responsible for ensuring that a company is following legal
policies and procedures and is also responsible for the job
description and analysis process as well as the hiring process
(Skrentny, 2014).
Not appropriately incorporating well defined BFOQs can lead to
difficulties for organizations in certain ways. First of all, a
BFOQ may be seem reasonable from a business point of view
but may not be justified in a court of law. Secondly, an

10. employer can get into trouble if they use a BFOQ that is
contested by employees and proven to be non-justified.
Disparate treatment is described as unintentional discrimination.
This concept can be linked to BFOQs due to poorly defined
restrictions or unjustified ones (Skrentny, 2014).
The Americans with Disabilities Act (ADA) prevents
discrimination against qualified individuals with disabilities. In
order for a BFOQ to be a justifiable restriction against
individuals with a disability, it is required for the employer to
provide evidence that the restriction is job-related and
consistent with business necessity. An example of this would be
a situation in which an otherwise qualified individual would be
at a significant risk of substantial bodily injury that cannot be
eliminated through reasonable accommodations (EEOC, 2001).
References
The U.S. Equal Employment Opportunity Commission (EEOC).
(2001). ADA: Job-Related and
Consistent with Business Necessity/ Direct Threat. EEOC.
Skrentny, J. (2014). Have We Move Beyond the Civil Rights
Revolution? Yale Law Journal.
Vol. 123 (1)
Respond to classmate TWO:
Bona Fide Occupational Qualification (BFOQ) requires
employers to show a particular skill or qualification is
necessary for someone to perform a particular job. BFOQ allows
some employers to hire individuals based on race (only for
actors), sex, age, religion, and national origin. Massengill
(2007) used the example of a department store using females to
pose as mannequins in the lingerie department. In most cases,
we will find that many managers and companies are afraid to
implement a BFOQ because the company may find themselves
discriminating against people if the correct wording isn’t used
and the relationship between the person and the job description
cannot be established.

11. The unsuccessful implementation of a BFOQ could lead to many
problems inside an organization. One problem that many
companies want to avoid are lawsuits. Of course employment
law prohibits EEOC employers to discriminate on people based
on their race, ethnicity, religion, sex, and national origin. In
some instances, BFOQ serves as a defense and could be used in
cases of disparate treatment discrimination. Disparate treatment
is a way for people to prove employers are implementing illegal
employment discrimination. For example, suppose a small
company of 35 people were broken down into 5 departments;
finance, human resources, marketing and sales, customer
service, and recruiters. Every department hired at least 3 men
and at least 4 different races, to incorporate diversity and
different backgrounds. During the end of the week, the
departments all had to ensure that one person stays to tidy up
their area as there were no janitorial services. Every Friday
management found that only Hispanics were staying to tidy up,
but he never mentioned it to other employees. One of the
Hispanics that worked in the sales and marketing department
became fed up with being the only one staying to clean the area
every week, even after she mentioned in to the other employees.
She began to do research and felt like she was being
discriminated against based on her ethnicity. She and the others
from the other departments had the same story. Cavico and
Mujtaba (2016) mentioned that these employees can file a
disparate treatment claim that alleges they were treated
differently than other employees in the same position or
situation, and the difference was based on a protected
characteristic.
In the article “BFOQ Defenses in Workplace Discrimination
Lawsuits”, the author mentioned that “the ADA only protects
qualified people with disabilities from discrimination, it
essentially has a BFOQ defense built into its own language”
(2012). Americans with Disabilities aren’t allowed to be in the
running for a BFOQ due to the ADA but many people can prove

12. that the potential employee may not be able to perform his or
her job well due to safety. For example, a person with vision
impairments driving a forklift in a manufacturing company. The
article also stated that “the difference in ADA cases is that the
burden is on the employee to prove that he is qualified despite
his disability” (BFOQ Defenses in Workplace Discrimination
Lawsuits, 2012).
BFOQ’s can be tricky but it is important to know the pros and
cons of using these before attempting to implement them into
the system.
References
BFOQ Defenses in Workplace Discrimination Lawsuits. 17 July
2012. Retrieved from
http://www.workplacediscriminationlaw.com/bfoq-defenses-in-
workplace-discrimination-lawsuits/
Cavico, F. J., & Mujtaba, B. G. (2016). The bona fide
occupational qualification (BFOQ) defense in employment
discrimination: A narrow and limited justification
exception. Journal of Business Studies Quarterly, 7(4), 15-29.
Retrieved from
https://search.proquest.com/docview/1807471974?accountid=32
521
Massengill, D. (2007). Gender as bona fide occupational
qualification. Employee Relations Law Journal, 32(4), 52-65.
Retrieved
from https://search.proquest.com/docview/194222075?accountid
=32521 (Links to an external site.)
Question NUMBER FOUR: Research the topic of restrictions on
termination of employment in European countries. Assess the

13. different requirements and consider risks, operational
requirements for MNCs, modified HRM policies, and any other
conditions or restrictions facing a firm operating in such
environments. Present your views in 150 words or more in your
discussion post. Use at least two recent, scholarly source in
your reply Respond to at least two of your classmates’ posts.
Respond to classmate ONE:
In the United States, there is a doctrine of law known as the at-
will doctrine. This law allows an employer in the United States
to terminate employees without notice or good cause as well as
allows employees to leave their employment position without
prior notice. The United States is the only country in the world
that uses this type of at-will. European employment, for
example, requires that if an employer wants to terminate an
employee, they must follow a legal procedure. This procedure is
a lengthy process that requires good cause which is a very steep
requirement. Even after an employer provides proof that they
have good cause to terminate an employee they must still pay
severance pay which can be especially expensive without the
right cause behind the termination of an employee. Another
major difference in the regulation of employees between the
United States and Europe is the requirement of legal
employment contracts. In Europe you must provide a legal
agreement of the conditions of employment and that these
contracts protect the employer because of the regulations in
place to make it incredibly difficult to severe the relationship
with an employee. One more critical difference between
employment in the United States and in Europe is related to
vacation and benefits. In the United States, there are no legal
policies regarding an employee’s vacation rights or benefits
while in the European Union there are legal obligations for an
employer to provide certain lengths of vacation, sick days, and
other benefits including family medical leave (Onley, 2014).
When a United States company opens international business
their human resource management strategies must comply with
international laws and policies. This can be a difficult task for

14. HRM due to the legal liabilities that can become extremely
costly as well as the possible damage to a brand image if
violations to these policies and procedures are made. Employees
that work overseas for a United States-based company are often
very knowledgeable about their rights as employees due to the
difference between United States law and European law (Onley,
2014). Additionally, in Europe, most workers are protected by a
union whereas in the United States most workers are not. This
plays a powerful role in the protection of employees from
unlawful and unregulated termination or other violations of
employment-related rights (Onley, 2014).
Reference
Onley, D. (2014). Terminating Overseas Employees. SHRM.
Retrieved from:
https://www.shrm.org/hr-today/news/hr-magazine/pages/0114-
overseas- (Links to an external site.)terminations.aspx
Respond to classmate TWO:
The United States is totally different in many areas when it
comes to a lot of different things. One of them is employment
and labor laws. Knowing that the United States is an
employment at-will country, this is one of the many things that
separate the U.S. from other countries. Employment At-Will
means that an employer can terminate an employee at any time,
for no reason at all. Fortunately for other countries, such as
European countries, employers are not allowed to terminate the
employee at any time and definitely not for no reason. When
hired in America, most countries send offer letters, offering the
employment opportunity to the candidate. In European
countries, candidates are offered an employment contract which
makes the termination more difficult than America.
Using France for example, all employment arrangements are
between the employer and employee are governed by a contract
that sets provisions of employment that can only terminate an
employee for specific reasons (Dismissal Under French Law,

15. 2011). According to the French, the specific reasons must be
recognized by French Law or French Case Law. All applicable
dismissal procedures should be kept in accordance with the laws
in the event the employee challenges the dismissal.
Supposed the United States was operating an insurance company
over in France. Although the company is an American based
company, the company and the HR department has to employ
individuals based on the host country; meaning all employees in
France will have to sign and agree with their employment
contract. This could be difficult or it could be a learning
experience. Currently I work with a manufacturing company and
we only have 3 companies located in the US. All of the other
companies are located in Germany, Australia, Bahrain, etc.
which allows us to learn the laws and contracts of how other
countries operate and work. Having a MNC can be quite the
challenge but it can also be worthwhile, as long as all policies
and procedures are incorporated correctly (Tharenou & Harvey,
2006). The most important thing to be aware of is ensuring the
HR Department is aware of all laws and contracts of the other
countries so there are no wrongful terminations as France is not
an employment at will country.
References
Dismissal Under French Law. Retrieved
from: http://www.eurojuris.net/en/node/41566 (Links to an
external site.)
Tharenou, P., & Harvey, M. (2006). Examining the overseas

16. staffing options utilized by Australian headquartered
multinational corporations. The International Journal of Human
Resource Management, 17(6), 1095. Retrieved from
https://search.proquest.com/docview/218139983?accountid=325
21