Discussion 6 - Regional Sales Managers Salary Based on your readin.docx

Discussion 6 - Regional Sales Managers Salary
Based on your readings and independent research,
As the HR Director at your company, you want to be sure that
the regional sales managers are paid appropriately.
1. Review www.salary.com to find geographic pay survey data
for this position in Atlanta, Georgia; Grand Rapids, Michigan;
Hartford, Connecticut; and Omaha, Nebraska
1. Make recommendations for pay ranges, identifying low,
median, and high rates for each pay range.
1. Present the data by listing each of the regional offices from
lowest media pay to highest median pay.
Provide specific examples and support your statements with
rationale and justification
Discussion Grading Rubric
Excellent
40-36 pts (90-100%)
Meets Expectations
35-32 pts (80-89%)
Below Expectations
31-28 pts (70-79%)
Initial
Response(s)
Well written; analyzes readings and incorporates into own
ideas; supports ideas with sound reasoning, examples and
theory, applies readings to experience; presents original ideas or
builds on previous postings; synthesizes previous postings;
generates discussion; contributes additional academic sources.
Indicates understanding of the readings and applies some
original ideas and/or application.
Incorporates some but not most of the expectations for an
excellent response to the topics discussed.
Does not demonstrate

Sufficient understanding of the readings and is mainly repetitive
of previous postings.
Poorly written and difficult to understand.
Fails to respond to all required topics.
Requirements:
· Your discussion response is to be a minimum of 750 words.
· You are required to respond with depth, breadth and insight to
the discussion question(s).
· Your response to the discussion question(s) must be tied back
to the lecture material and outside research is expected.
· When I ask you to support your answer, you are expected to
combine opinion with, minimum 2, citations, insight from your
experiences, observations of other experiences, analysis of the
facts/information and a conclusion.
· Properly format your post so the reader can clearly discern
which section of the post you are addressing, and it does not
appear as one long paragraph. The use of section headings is
highly encouraged to organize your post. Always cite your
sources utilizing APA 6th Edition format.
Discussion 6
-
Regional Sales Managers Salary
Based on y
our readings and independent research,
1.
Review

www.salary.com
to find geographic pay survey data for this position in
Atlanta, Georgia
;
Grand Rapids
,
Michigan
;
Hartford
,
Connecticut
; and
Omaha
,
Nebraska
2.
Make recommendations for pay ranges, identifying low, median,
and high rates for each pay range.
3.
Present the data b
y listing
each
of the regional offices from lowest media pay to highest median
pay.

Discussion
Grading
Rubric
Excellen
t
40
-
36 pts (90
-
100%
)
Meets Expectation
s
35
-
32 pts (80
-
89%
)
Below Expectation
s
31
-
28 pts (70
-
79%
)

Initial
Response(s
)
Well written; analyzes readings and incorporates into
own ideas; supports ideas with sound reasoning,
examples and theory, applies readings to experience;
presents original ideas or builds on previous postings;
synthesizes previous postings; generates disc
ussion;
contributes additional academic sources
.
Indicates understanding of the
readings and applies some
original ideas and/or
application
.
Incorporates some but not
most of the expectations for an
excellent response to the topics
discussed
.
Does not demonstrat
e
Sufficient understanding of the
readings and is mainly
repetitive of previous postings
.

Poorly written and difficult to
understand
.
Fails to respond to all required
topics
.
Discussion 6 - Regional Sales Managers Salary
Based on your readings and independent research,
1. Review www.salary.com to find geographic pay survey data
for this position in Atlanta, Georgia; Grand Rapids,
Michigan; Hartford, Connecticut; and Omaha, Nebraska
2. Make recommendations for pay ranges, identifying low,
median, and high rates for each pay range.
3. Present the data by listing each of the regional offices from
lowest media pay to highest median pay.
Discussion Grading Rubric
Excellent
40-36 pts (90-100%)
Meets Expectations
35-32 pts (80-89%)
Below Expectations
31-28 pts (70-79%)
Initial
Response(s)
Well written; analyzes readings and incorporates into
own ideas; supports ideas with sound reasoning,

examples and theory, applies readings to experience;
presents original ideas or builds on previous postings;
synthesizes previous postings; generates discussion;
contributes additional academic sources.
Indicates understanding of the
readings and applies some
original ideas and/or
application.
Incorporates some but not
most of the expectations for an
excellent response to the topics
discussed.
Does not demonstrate
Sufficient understanding of the
readings and is mainly
repetitive of previous postings.
Poorly written and difficult to
understand.
Fails to respond to all required
topics.
Running head: HUMAN RESOURCE ASSIGNMENT
2
HUMAN RESOURCE ASSIGNMENT
2

Name
Institutional Affiliate
Lecturer
Date
INTRODUCTION
The six functional core areas of human resource extend into:
business management and strategy, workforce planning and
management strategy, human resource development,
compensation and benefits, employee and labor relations and
risk management (Deutsch, 2015)-This source is not listed on
the reference page, please cite this source on the reference
page).
Business management and strategy marries into the workforce’s
related skill sets and their ability to meet the business’
objectives while workforce planning and management strategy
has a hand in business’ workforce structure and how it may be
better aligned to sharpen its competitive edge. In order to
improve on the workforce’s skill-set, human resource
development promises to train its employees in their nurtured

skills in order to stay on track with emerging best practices. The
distribution of benefits and compensation seeks to fairly reward
and motivate the employees for their laborious contributions to
the business while employee and labor relations dictate the
manner in which the management and concerned subordinates
relate with one another in the working environment. Finally,
risk management takes note of upcoming shortfalls, be they are
internal and external in nature, with aim of preparing
adequately for them. AnalysisBUSINESS MANAGEMENT AND
STRATEGY
According to Allan Bird (1995), the success of a business
strategy from its conceptual phases down into its
implementation and evaluation phases is highly dependent on
the human resource practices developed and executed. The
process of conceptualizing a business strategy often begins with
an external environment survey that provides input on the
nature of the market being targeted and the position of the
company. Thereafter, the business endeavors to come up with a
draft plan that dictates the course of the company based on the
information that was previously gathered (Bird, 1995). Each
department in the business in return develops plans that are
consistent with their functions in response to the business’ draft
business strategy and goals.
There are several theoretical frameworks that have been created
in order to assist businesses to align their business strategies
with human resource practices. By way of example, Miles and
Snow (1984) (This source is not listed on the reference page,
please cite this source on the reference page) came up with a
business strategy categorization that involved three major
tenets: Prospector, Defender and Analyzer strategies. Other
strategies that link business competitive strategies and human
resources may be drawn from the work of Schuler and Jackson
(1987), (This source is not listed on the reference page, please
cite this source on the reference page) wherein they distilled
their strategy into three fine-points: cost cutbacks, recasting
(otherwise known as innovation) and standard augmentation

(Yee et al., n.d.) (This source is not listed on the reference
page, please cite this source on the reference page). Dyer and
Holder (1988) (This source is not listed on the reference page,
please cite this source on the reference page) summarized theirs
into three main points for consideration: stimulation, funding
and participation.
In order to achieve resonance between business strategies and
human resource practices, it is essential to choose human
resource practices that have a linkage between the external and
internal business environment. According to the contingency
theory, firm performance meets an upward turn only when
human resource practices are implemented and checked against
competitive business strategies (Yee et al., n.d.) -(This source is
not listed on the reference page, please cite this source on the
reference page). It is only then that a company’s human
resource department can effectively come up with team
structures to meet the business’ strategy, hire new recruits,
undertake training of employees in relevant areas and come up
with effective policies of strategy implementation (Bird, 1995),
all of which intersect under business management.
Part of business management converges with human resource
functioning in the area of ethical social responsibility.
Regardless of the size of the concerned business, there are
certain communal, both internal and external, considerations
that must be taken into account as the business seeks to expand
its market and operations. Among the most common
considerations are those touching on the business’ green
practices, social responsibility that reconciles the relationship
between the corporate body and the society at large, and the
acknowledgement of newly achieved feats. With regard to these
areas, a human resource department is tasked with the duty to
come up with policies that aim to reduce waste within and
outside the company’s jurisdiction, occasionally engage the
community in charities or disaster relief programs, and publish
as well as celebrate a company’s successes. EMERGING
TRENDS AND BEST PRACTICES

Among the most recent trends in this particular area has been
the use of technology in integrating business competitive
strategies, especially in companies that are set globally. There
has been a recent upsurge in the use of Human Resource
Information Systems that seek to integrate employees and
managing positions on one network which in turn provides a
platform for the dissemination of policies that may aim to
increase corporate social responsibility (Lokhandwala, 2019)
(This source is not listed on the reference page, please cite this
source on the reference page). This is important as ethical
corporate policies should not only be discernible from the head
offices, but they should also be employed in all branches. This
not only maintains uniformity in the implementation of policies,
but also provides an avenue for tracking their success and
improving relationships between employees and managers
(Lokhandwala, 2019).CHALLENGES AND CRITICAL ISSUES
Despite the benefits of using a Human Resource Information
System, many are still in the dark about what it entails and
many companies are unable to access it due to its cost.
Regardless, most, if not all, companies will eventually have to
use such a system due to ongoing globalization of businesses
that will create demand for these systems which will, hopefully,
offset the high cost associated with its set up and maintenance.
Much is still to be done though, as the use of such an integrated
system gives rise to concerns about online data privacy.
Where is THE REQUIRED section? · “Discuss the implications
at the local, national, and international level as they apply” for
BUSINESS MANAGEMENT AND STRATEGY WORKFORCE
PLANNING AND MANAGEMENT
Workforce planning is a strategic method applied when
determining what human capital needs to be shored up within a
company, assessing relevant skills and how they can be
implemented into a business’ competitive strategy, and
assessing gaps that may incur either through retirement or
redundancy (Lengnick-Hall et al 1988). The process always
begins with identifying the company’s direction and flows into

recruitment of employees, training and monitoring of their
progress. Only then will the company be able to effectively
compete with its external environment (Miles et al, 1978) (This
source is not listed on the reference page, please cite this source
on the reference page).. Unfortunately, this area is least
considered by most businesses as they feel that it does not make
it to the top of their immediate concerns. However, lack of
intensive planning in this area may lead to foreseeable gaps not
being closed in time to meet the business’ demand or the
wastage of already existing skills and talents.
While workforce planning deals with employees on an
individual scale of merit, organizational design concerns itself
with bringing into line the structure and flow of the company in
order to maximize on output productivity (University of
Southampton, n.d.)-This source is not listed on the reference
page, please cite this source on the reference page). It involves
assessment of responsibilities and workloads, changes that are
needed to be implemented in the same structures, testing out
new structures and monitoring their efficiency. (University of
Southampton, n.d.). These functions fall on the human resource
department as it is responsible for regulating the internal
environment of the organization to meet the competitive niche
required to thrive in the external environment. CHALLENGES
AND CRITICAL ISSUES
As was earlier elucidated, most businesses do not have the
capital required to address their staffing and organizational
needs from a root level. Most are concerned with shoring up
enough capital for external investment or other more pressing
concerns hence their deliberate will to push organizational
problems aside. This consequently disadvantages them from
accounting for the skills they may need to recruit, forecasting
pending gaps that may occur through economic changes or
retirement of employees and new structural models that they
may implement for efficiency’s sake (IBM Centre for the
Business of Government, n.d.)- This source is not listed on the
reference page, please cite this source on the reference page).

Another challenge that plagues this area is the need to train
employees on organizational crosscutting skills applied
regardless of departmental positioning. For example,
communication and financial management are some of the most
common skills needed across departmental fields, yet,
employees and new recruits are rarely trained in the
fundamental aspects of these fields hence lowering productivity
levels. The reasons for their lack of training may range from
lack of enough capital to lack of time, however, its necessity
cannot be further impressed as data shows that training staff on
crosscutting skills has the added advantage of boosting
performances of employees and departments once performance
assessments are done (IBM Centre for the Business of
Government, n.d.). EMERGING TRENDS AND BEST
PRACTICES
At the forefront of organizational and workforce planning is the
implementation of strategic workforce planning. Human
resource agents are often tasked with the duty to plan for and
analyze the number of people available, their skill set and any
gaps that may have arisen during the time of inquiry. This has
the effect of placing the agent as a ‘firefighter’ and not a seer
who can plan into the future. Most businesses, as Bersin of
Deloitte notes, concern themselves with putting out problems
that could have been evaded or at least mitigated had they
planned ahead, which is not the most appropriate approach
(Kelley, n.d.) – (This source is not listed on the reference page,
please cite this source on the reference page).
Strategic workforce planning seeks to go beyond the number of
work personnel at the business’ disposal and the skills that they
bring to the table by creating a model framework whose
dynamic qualities last into the foreseeable future. By collecting
data on fluctuating demand and supply of skills whilst
maintaining a positive relationship with stakeholders who have
some measure of control in said fields, then workforce and
organizational planning will be up to per with the global
economic needs the company ought to keep up with (Kelley,

n.d.).
WORKFORCE PLANNING AND MANAGEMENT HUMAN
RESOURCE DEVELOPMENT
Human resource development concerns itself with improving the
employees of a business by training them from a personal or
organizational perspective with the aim of bettering their
service output and overall performance (Swanson, 1995). Once
a new employee has been recruited into a company, most
businesses undertake a training program that not only
familiarizes the new employee with the organization, its
functions and their policies, but also incentivizes the
performance of the employee. Overtime, the employees of the
same organization may need to learn new skills in order to adapt
to a change in their internal or external business environment
hence the need for human resource development. The same also
has a positive effect over employee retention and enabling the
employee to better meet the needs of the company (Swanson,
1995).
The development of human resource yields many benefits not
just from a performative and productivity stance but also on the
motivational levels present in an organization. For starters,
Swanson (1985) notes that employees who have undergone
workshops or learning activities related to their work are more
motivated to perform in their organization. This supported with
proper reward systems and policies creates a culture that assures
the satisfaction of the company’s innovative capacity. The
added value of the employee gives the company a competitive
edge like no other, hence necessitating the need to place human
resource development as a major business process.
Lastly, human resource development has the effect of positively
improving the company’s dynamism when faced with
fluctuating economic impediments and / or demand in trending
skillsets. By training employees on a regular basis, you increase
their problem solving capacities which ensures that your

internal business environment has the capacity to stay afloat
during such uncertain times. Employee participation levels also
increase tenfold when the business actively engages its
employees in incentive workshops which has the overall effect
of building up on the business’ competence and building up
strong relations between the management and its staffs (Singh,
2007) - (This source is not listed on the reference page, please
cite this source on the reference page).CHALLENGES AND
CRITICAL ISSUES
In countries that are facing economic, political and health
crises, human resource development is usually the last item
considered in a long list of other raging concerns. If the crisis is
prolonged, technological and economic changes occur globally
hence leaving said country behind up until the crisis has been
fully dealt with. Though the promise of building economies bud
in the minds of those who were lucky enough to retain their
jobs, there is still need for said employees to quickly catch up
with the advancements that were made by the rest of the world,
which may prove to be a challenge especially when the country
is forced to prioritize other concerns (Ahmeti, 2015) - (This
on the reference page). Getting trainers who are skilled at the
company’s concerned area may also be a challenge since
surrounding countries may be triggered to impose travel
restrictions that prevent movement into and out of said country.
These encounters are reminiscent of those faced in Kosovo after
the end of the war in 1999 (Ahmeti, 2015), and are still being
faced by the country as it struggles to achieve stability.
EMERGING TRENDS AND BEST PRACTICES
In order to counter the inaccessibility that often lags behind
human resource development, companies have taken to using
online means to not only teach but assess their employees. This
has been a tremendous breakthrough that sustains the business’
end-goal and operations. Though this means that the business
must invest in internet access for their employees, it has the
effect of cutting down costs that are involved in transport and

other related considerations.
Nonetheless, the global impact of training schemes and
workshops that are accessible online has tremendously
propelled the performance levels of companies and has seen
them create wider nets for prospective markets.
HUMAN RESOURCE DEVELOPMENT COMPENSATION
AND BENEFITS
Human resource managers are tasked with the responsibility of
overseeing compensation and benefits plans from a strategic and
administrative point of view. Compensation works to not only
equitably reciprocate the work put in by the employee, but they
also serve to motivate the employee as well as retain the most
valued ones, once integrated with reward systems (Human
Resources Edu., n.d.)- (This source is not listed on the reference
page, please cite this source on the reference page). As Bryant
and Allen note (2013) losing a valued employee often has the
consequential effect of surging expenses on recruitment and
training up. This married with the loss of organizational
memory and buffeted skill through employee training means
that the company will not only have made pecuniary losses, but
will also have lost its competitive edge.
Compensation must be made in line with the company’s policy
as cost-efficiency is key when running any organization. This
may necessitate the need to blueprint cost effective and
employee incentive schemes whilst managing an efficient record
keeping system. To do this, the same may also have to engage
the use of data surveys that provide data on pay scales applied
to people working in similar positions in different firms. The
significance of such ground work cannot be emphasized enough
as a pay check that’s below average pay scales will have the
effect of demotivating the employee who may look for another
position elsewhere, while a pay check that’s too high will
cripple the business’ ability to invest in and expand its market
(Bryant, Allen, 2013).CHALLENGES AND CRITICAL ISSUES

One of the most critical concerns underlying compensation and
benefits schemes are the forms of pay that a company uses. The
most preferable form of compensation has always been
pecuniary forms as it is versatile to the needs of the employee.
However, a company may opt to use other forms that are not
monetary in nature which always gives rise to
misunderstandings and conflict between both parties. In some
instances, it seems to the employee that he/she is being cheated
out of what is rightfully theirs. Therefore, in order to navigate
what could easily become a quagmire of projected ill-will, the
human resource specialist or manager must endeavor to set up
an elaborate framework that dictates what forms of payment
will be used, when salary increments will be applied and merits
for reward systems alongside their pecuniary scale (Bryant,
Allen, 2013). EMERGING TRENDS AND BEST PRACTICES
While it may seem beneficial to the company to solve any
compensation and benefits related conflicts by offering high
counteroffers to their employees, as Bryant and Allen note
(2013), this may cost them a lot of capital whilst failing to deter
the loss of the valued employee. The work force of the company
is at the heart of its profitability, nevertheless, this should be
met and appreciated with opportunities availed to the employee
for growth, an assessment of employee job satisfaction and
regulation of employee versatility (Bryant, Allen, 2013).
COMPENSATION AND BENEFITS EMPLOYEE AND LABOR
RELATIONS
Employee and labor relations generally entail the management
of employees, the processing of any work-related conflicts
through proper conflict management systems, strategizing
company policies, the overseeing of employee relations within
the working environment as well as performance management
and wage bargaining. (Pace University, n.d.) (This source is
not listed on the reference page, please cite this source on the
reference page)..

On that note, employees are free to join international labor
associations with the aim of protecting their economic rights
and freedoms. Globally speaking, international treaties such as
the International Convention on Economic, Social and Political
Rights backed by the United Nations Charter are one among
many legislations that contain provisions strictly aimed at
ensuring that employees are not only protected from labor
exploitation but the employees get equal bargaining power in all
matters concerning the work environment and its systems. The
same treaty also provides for collective bargaining,
compensation benefits as well as protection from exploitive
business practices (Bercu, Voda, 2017).
Legislations such as those mentioned above find their grounding
in economic histories that saw employers yield excessive power
over their employees that led to cases of child labor and poor
compensation, lack of protection in the working environment
among a host of other issues. The provisions step in to provide a
buffer between the employee and the employer by affirming the
employee’s rights to an overall conducive environment and
empowering them to join unions and associations that protect
them in such a manner. Majority of the world’s states have
assented to these legislations thereby dictating the manner in
which corporate bodies and legal persons draft their policies,
compensation models and strategies. Companies that aspire
toward sharpening their competitive edge operate in line with
these provisions not only to maintain a good public image which
expands their market, but to retain their most valued workforce
as well (Bercu, Voda, 2017). CHALLENGES AND CRITICAL
ISSUES
Conflict management has been the most recurrent issue in
human resource that is yet to get a sustainable solution given
the dynamism of the nature of conflicts themselves. The most
corrupt element of the issue lies within unsupported
communication systems that only serve to further rot the
relationship between the employee and the employer. While it is
common knowledge that the employee and the employer are two

different stakeholders with differing interests, it is vital to the
functioning of the company to create a bridge between both
stakeholders in order to create an operational communication
that flows to and from (Bercu ,Voda, 2017).
With the advent of trade unions and employee associations, it
was believed that bargaining negotiations as well as conflict
management would get easier. While there have been
perceivable positive changes in the general welfare of the
employer-employee relationship, much is yet to be done
especially since the human resource agent has now been tasked
with the responsibility of overseeing multitudes of paperwork
and seemingly endless negotiations that yield no compromise.
In a bid to track and reduce disputes arising from a company’s
annual leave and attendance policy, most businesses have opted
to rely on software that tracks each employees’ attendance and
leave days while allowing the employee to be in full viewing
control as well. By doing so, there are little to no
misunderstandings arising from the nitty gritty details
pertaining to when leave days should be taken and whether the
employee was on time to work on certain days.
EMPLOYEE AND LABOR RELATIONS RISK
MANAGEMENT
Risk management has often only been associated with the
provision of conducive healthy work spaces that are
environmentally conscious and cognizant of the number of
natural disasters that the area is prone to. Most businesses, with
this regard, are up to per with the training of employees for
events such as fire or tornados, provide proper working attire
and equipment if there are any physical risks and provide sound
occupational health policies.
While this does entail a major facet of risk management, this
does not form the sum of the whole. Erven (2019) (This source
is not listed on the reference page, please cite this source on the

reference page).. notes that risk management casts a wide net
that encompasses unmotivated employees who refuse to take on
urgent extra work to personal tragedies that affect the ability of
the employee to work such as divorce or illness. Viewed from
this angle, the workforce of any business ultimately becomes a
source of risk that a human resource agent must learn to manage
lest the business fails to uphold its duty of care to its clients,
leading to a loss of competitive edge. CHALLENGES AND
CRITICAL ISSUES
Companies and legal personalities are rarely aware of the
intersection between human resource management and risk
management hence blunting their value and competitive edge.
To counter this, human resource managers can employ the use
of both leadership and interpersonal skills to not only navigate
employee relations but also set up assessment and tracking
structures that take note of what skills are needed by the
business and whether the same may be solved through
recruitment or training of the individual(s). This will also
forecast future gaps in the workforce that may arise either due
to evolving currents or personal events (Kelley, n.d.). - (This
on the reference page)..
All in all, unprecedented natural disasters are by far the most
rampant challenges businesses both big and small have to
endure. Depending on the scale of the event, companies are
always set to generate loses during periods of occurrence and
restoration, and those who make it out with their workforce
intact are almost considered lucky. Though preparation may be
made to counter some of the effects that spontaneous natural
disasters have on businesses, there is no disagreement in our
collectives that same would be better off if they did not have to
deal with unpremeditated catastrophes in the first place.
In more technical businesses such as engineering, accounting
and medicine, employers have integrated the use of
configuration management tools that help eliminate mistakes

made in their employees’ work. Since work that is riddled by
mistakes is a risk that businesses should buffer themselves
against, the use of such technology greatly increases the value
of the work output hence affirming customer satisfaction
(Simonic, Gyorkos, Rozman, 2003). - (This source is not listed
on the reference page, please cite this source on the reference
page)..
RISK MANAGEMENT CONCLUSION
Business management and strategy, workforce planning and
management strategy, human resource development,
compensation and benefits, employee and labor relations and
risk management have at their core the need to not only create
an environment for business development and the achievement
of its objectives, but also sharpen the skills availed to them in
the form of a work force while maintaining conducive
employee-friendly environments and relations. These six
functioning areas highlight that employee relational engagement
spheres are very impactful in the achievement of business’ goals
and that failure to adequately engage in the same will result in a
lack of profitability and competitive edge.
Two modern solutions have been proffered in a bid to ease and
improve relations in the concerned area. Firstly, investment
should not only occur on an external scale because it
undermines the workforce input that generates work that is
valuable to creating high demand and profitability ratings. As
Swanson (1995) notes, investments directed toward businesses’
internal systems are not a waste of funds, as they create value
not only in the product or service, but have the consequential
effect of propelling the business towards newly discovered
market bases, hence increasing its competitive edge. Secondly,
in light of the globalization of many concerned businesses,
digitizing technologies that help narrow down problem areas as
well as logistically chart the tenability of a workforce structure
to the business’ objectives should be embraced as precision in

the business’ operations will no doubt increase its marketability
through increased value-based output. It is through the
consideration of the aforementioned that a business, regardless
of its size may witness groomed competitive and value
advantage.
REFERENCES
1.Allen, G.D., Bryant, C.P. (2013). Compensation, Benefits and
Employee Turnover: HR Strategies for Maintaining Top Talent.
Sage Journals. Vol 45, Issue 3. (pp 171-175). Retrieved from
<https://journals.sagepub.com/doi/abs/10.1177/08863687134943
42> on 1st May 2020.
2.Baird, L., Meshoulam, I. (1988). Managing Two Fits of
Strategic Human Resource Management. Academy of
Management Review, Vol.13, No. 1. Retrieved from <
https://doi.org/10.5465/amr.1988.4306802> on 1st May 2020.
3.Bercu, A.M., Voda, I.A. (2017). Labor Relations:
Contemporary Issues in Human Resource. IntechOpen.
Retrieved from <https://www.intechopen.com/books/issues-of-
human-resource-management/labor-relations-contemporary-
issues-in-human-resource-management> on 1st May 2020.
4.Bird, A.(1995). Links Between Business Strategy and Human
Resource Management Strategy in the U.S.-Based Japanese
Subsidiaries: An Empirical Investigation. Journal of
International Business Studies, Vol 26 (1.) (pp23-46). Retrieved
from <
https://www.researchgate.net/publication/5222676_Links_Betwe
en_Business_Strategy_and_Human_Resource_Management_Stra
tegy_in_US-
Based_Japanese_Subsidiaries_An_Empirical_Investigation> on
1st May 2020.
5.Karev, M.V., Tikhonov, I.A. (2019). Risk Management in
Human Resource Management. Technology, Education and
Management Journal. Volume 8, Issue 4. (pp 1185-1190).
Retrieved from <DOI: 10.18421/TEM84-11> on 1st May 2020.

6. Lengnick-Hall, A.C., Lengnick-Hall, L.M. (1988). Strategic
Human Resource Management: A Review of the Literature and
Proposed Typology. The Academy of Management Review, Vol
13, No. 3 (pp 454-470). Retrieved from
<https://www.jstor.org/stable/258092?seq=1> on 1st May 2020.
1. Swanson, A.R. (1995). Human Resource Development:
Performance is Key. Human Resource Development Quarterly.
Volume 6, Issue 2. (pp 207-213). Retrieved from
<https://onlinelibrary.wiley.com/doi/abs/10.1002/hrdq.3920060
208> on 1st May 2020.
2. Wright, M.P., McMahan C.G., McCormick B., Sherman, S.W.
(1998). Strategy, core competence, and HR involvement as
determinants of HR effectiveness and refinery performance.
Human Resource Management, Vol. 37, Issue. 1. (pp17-29).
Retrieved from < https://doi.org/10.1002/(SICI)1099-
050X(199821)37:1<17::AID-HRM3>3.0.CO;2-Y> on 1st May
2020.
PLEASE CITE ALL SOURCES MARKED IN RED ON THE
REFERENCE PAGE
HRM CAPSTONE PROJECT:(100 points): 10 Page Min
Your capstone project should demonstrate an in-depth
knowledge of the competencies in the six areas of human
resource management functions required for professional
certification by HRCI.
Format Requirements:
· spaced; 12 point font;
· 1 inch margins; page length 9-10 pages (not exceeding by
more than 10%);
· citations and references in proper APA 6th edition format,
· All sources are identified and cited properly in the text and the
reference list.
Content and Format Requirements:
Ten-page (Minimum) paper demonstrating critical analysis of
six journal articles from HR professional journals and referred
management publications discussing implications to

management and HR's role in organizations to help develop
value and competitive advantage through human resources.
Organize the paper into three main sections using the following
headings:
1. Introduction - Introduce the six HR functional areas listed
below. Discuss the importance of each area for management and
organizations
Introduction Portion Grading Criteria:
· Introduction - Introduce the six HR functional areas listed.
Discuss the overall importance of each area for management and
organizations
2. Analysis - Present a critical evaluation of each of the six HR
functional areas. Discuss the main points of the related article
and its implications to the specific HR function, management,
and the HR profession. Use subheadings for each HR functional
area analyzing the related articles
Six HR functional areas
1.Business Management & Strategy
· Business management, strategy, corporate social responsibility
and ethics. Locate and synthesize an article, from a peer
refereed journal publication, this topic Discuss the recent
trends, challenges, critical issues and best practices in this area
Discuss the implications at the local, national, and international
level as they apply
2.Workforce Planning and Employment
· Organizational design and workforce planning Locate and
synthesize an article, from a peer refereed journal publication,
this topic Discuss the recent trends, challenges, critical issues
and best practices in this area Discuss the implications at the
local, national, and international level as they apply
3. Human Resource Development
· Training and human resource development Locate and
synthesize an article, from a peer refereed journal publication,
this topic Discuss the recent trends, challenges, critical issues

and best practices in this area Discuss the implications at the
local, national, and international level as they apply
4. Compensation and Benefits
· Compensation and benefits Locate and synthesize an article,
from a peer refereed journal publication this topic Discuss the
recent trends, challenges, critical issues and best practices in
this area Discuss the implications at the local, national, and
international level as they apply
5. Employee and Labor Relations
· Employment laws and key legislation affecting employee
rights and employment practices Locate and synthesize an
article, from a peer refereed journal publication this topic
Discuss the recent trends, challenges, critical issues and best
practices in this area Discuss the implications at the local,
national, and international level as they apply
6. Risk Management
· Risk management, health and workplace safety, employee and
labor relations Locate and synthesize an article, from a peer
refereed journal publication, this topic Discuss the recent
trends, challenges, critical issues and best practices in this area
level as they apply
3. Conclusion - Summarize the main points of your analysis and
provide justification, rationale, and supportive arguments to
discuss implications to HR management. Make
recommendations clearly and substantively.
Conclusion Portion Grading Scale
· Conclusion – Human Capital Management SYNTHESIZING
the content of ALL of the articles – as all of these issues
combine Discuss how HR and strategic managers can effectively
determine the human capital needs, requirements and
relationships in the dynamic 21st century
· Conclusion – Ethical and Legal Considerations
SYNTHESIZING the content of ALL of the articles – as all of

these issues combine Discuss how HR and strategic managers
can/should effectively navigate the complexities of
compensation management to ensure equity to both individuals
and the organization
· Conclusion – Achieving a Sustainable Competitive Advantage
SYNTHESIZING the content of ALL of the articles – as all of
these issues combine Using all that you have learned, make
some recommendations to HR and strategic managers such that
organization(s) can achieve a sustainable competitive advantage
in today’s complex global environment
References Page - Include three or more outside resources.
Format Requirements: Follow APA formatting.
Overall Grading Criteria’s:
· Synthesis and Insight - all of the relevant points are from the
student/writer's own perspective - not merely quoted
information from other/outside sources – and synthesize and
integrate the findings.
· Clarity of Message - Demonstrates mastery of subject matter,
ability to apply HR concepts to specific HRM situations.
· Organization of Content - Paper is well organized; paragraphs
flow smoothly and the entire content is appropriate, logical, and
effectively conveys the intended point(s)
· Source Quality - All information is gathered from sources that
are reliable, relevant, and verifiable.
· Authoritative Evidence - Compelling critical and authoritative
evidence is provided to support claims and perspectives.
· Citations - All sources are incorporated and attributed in APA
format in the body (citations).
· Reference Page - All sources are incorporated and attributed

in APA format in the reference page.
· Wording and Construction - Word choice is appropriate for the
assignment and graduate-level capstone writing; precise, vivid
vocabulary; variety of sentence types; consistent and
appropriate point of view and tone
· Writing Mechanics - Standard grammar, spelling, and
punctuation throughout without detracting from comprehension
or the writer’s credibility.
HRM CAPSTONE PROJECT
:
(
100
points):
10 Page Min
Your capstone project should demonstrate an in
-
depth knowledge of the competencies in the six
areas of human resource managem
ent functions required for professional certification by HRCI.
·
s

paced; 12 point font;
·
1 inch margins; page length 9
-
10 pages (not exceeding by more than 10%);
·
citations and references in proper APA 6th edition format,
·
A
ll sources are identified a
nd cited properly in the text and the reference list
.
Content
and
Ten
-
page
(Minimum)
paper
demonstrating critical analysis
of six journal articles from HR
professional journals
and

referred management publications
discussing implications to
value
and competitive advantage
through human resources.
Organize the paper into
three main sections
using the following headings:
1.
Introduction
-
Introduce the
six HR functional areas
listed below
. Discuss the importance of
each area for management and organizations
Introduction
Portion Grading Criteria
:
·

Introduction
-
Introduce the six HR functional areas listed. Discuss the overall
importance of each area for management and organization
s
2.
Analysis
-
Present a critical evaluation of each of the six HR functional
areas.
Discuss the
main points of the related article and its implications to the
specific HR function,
management, and the HR profession
.
Use subheadings for each HR functional area
analyzin
g the related articles
S
ix HR functional areas
1
.
Business Management & Strategy
·
Business management, strategy, corporate social responsibility

and ethics
.
Locate
and synthesize an article
,
from a peer refereed journal publication
, this topic
practices in this area
Discuss
the implications at the local, national, and international level as
they appl
y
2
.
Wor
kforce Planning and Employment
·
Organizational design and workforce planning
Locate and synthesize an article
,
from a peer refereed journal publication
, this topic Discuss the recent trends,
challenges, crit
ical issues and best practices in this area Discuss the
implications at
the local, national, and international level as they appl
y
3
.

Human Resource Development
HRM CAPSTONE PROJECT:(100 points): 10 Page Min
Your capstone project should demonstrate an in-depth
knowledge of the competencies in the six
areas of human resource management functions required for
professional certification by HRCI.
nch margins; page length 9-10 pages (not exceeding by
more than 10%);
the reference list.
Content and Format Requirements:
Ten-page (Minimum) paper demonstrating critical analysis of
six journal articles from HR
professional journals and referred management publications
discussing implications to
value and competitive advantage
through human resources.
Organize the paper into three main sections using the following
headings:
1. Introduction - Introduce the six HR functional areas listed
below. Discuss the importance of
each area for management and organizations
Introduction Portion Grading Criteria:
- Introduce the six HR functional areas listed.
Discuss the overall
importance of each area for management and organizations
2. Analysis - Present a critical evaluation of each of the six HR
functional areas. Discuss the
main points of the related article and its implications to the

specific HR function,
management, and the HR profession. Use subheadings for each
HR functional area
analyzing the related articles
Six HR functional areas
1. Business Management & Strategy
responsibility and ethics. Locate
and synthesize an article, from a peer refereed journal
publication, this topic
practices in this area
level as they apply
2. Workforce Planning and Employment
synthesize an article,
from a peer refereed journal publication, this topic Discuss the
recent trends,
challenges, critical issues and best practices in this area Discuss
the implications at
the local, national, and international level as they apply
3. Human Resource Development

Discussion 6 - Regional Sales Managers Salary Based on your readin.docx

Recommended

Recommended

More Related Content

Similar to Discussion 6 - Regional Sales Managers Salary Based on your readin.docx

Similar to Discussion 6 - Regional Sales Managers Salary Based on your readin.docx (7)

More from madlynplamondon

More from madlynplamondon (20)

Recently uploaded

Recently uploaded (20)

Discussion 6 - Regional Sales Managers Salary Based on your readin.docx