1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
Human Resource ManagementHRM Definitions• ‘HRM invol.docxwellesleyterresa
Human Resource Management
HRM Definitions
• ‘HRM involves the productive use of people in achieving the organization’s strategic objectives and the satisfaction of individual employee needs’ (Stone 2014, p. 4).
• ‘HRM is a strategic approach to managing employee relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services. This is accomplished through a distinctive set of integrated employment policies, programs and practices, embedded in an organizational and societal context’ (Bratton & Gold 2012, p. 7).
•HRM ‘refers to the policies, practices and systems that influence employees’ behavior, attitudes and performance. Many companies refer to HRM as ‘people management’. To achieve effective outcomes in terms of individual and ultimately organizational performance, these practices need to be linked with the organizational goals, or organizational strategy’ (Kramar et al 2014, p. 6).
•Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques (Storey 2007, p. 7).
• ‘Our conception of HRM covers the policies and practices used to organise work and to employ people. In other words, HRM encompasses the management of work and the management of people to do the work’ (Boxall & Purcell 2008, p. 3).
•Work policies/practices: way the work is organised (e.g. low-discretion jobs where supervisors exercise a high degree of control).
•Employment policies/practices: manner in which firms hire and manage people, including:
•management activities in recruiting, selecting, deploying, motivating, appraising, training, developing and retaining employees
•processes for informing, consulting and negotiating with individuals/groups
•disciplinary activities, contract termination and workforce downsizing.
Critical Issue 1: Globalization
Following the recent Global Financial Crisis and associated financial problems in the EU, what might HR professionals do, both strategically and operationally, to ensure that their organizations’ HRM systems and practices are fully transparent and accountable?
Critical Issue 2: The psychological contract
What do you think has changed in Gen X and Gen Y employees’ psychological expectations of their employers, and vice versa? What do HR professionals need to do to address these new expectations?
Critical Issue 5: HR ethics
Choose a current ethical issue in organisations (for example, bribery, corruption, discrimination or harassment) and discuss its implications for HRM policies and practices.
Critical Issue 1: Terminology
What are the key terms used in the modern organisation, and what signals do they send about the intended nature of the employment relationship?
Critical Issue 2: Responsibilities
To what degree are ...
Creating a workforce planning strategy presentation slides v.2 april 11- mic...michelecroci
Understand the essentials of Strategic Workforce Planning through a review of the overall planning process and the key steps involved. Included in the presentation are tools and understanding analytics as part of workforce planning.
Mu0017 – talent management and employee retentionsmumbahelp
This document provides information about obtaining fully solved assignments from an assignment help service. It lists contact information for students to send their semester and specialization to receive assistance via email or phone. It also provides details about an assignment on the topic of talent management and employee retention, including questions, expected answer length, and evaluation criteria. Students are instructed to answer all questions for the assignment.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Quality of work life and Human resource Management in Business Process Manage...ijtsrd
Quality of work life plays an important role in the present global business environment to improve the organizational performance and excellence in terms of achieving profitability and productivity to reach the organizational goals. The work life is based on the Person's mentality and the psychological factors. Authors, people of organization, psychologists and also the management consultants agreed to give a 100% perfect definition based on their experience and observations. The happiness and behavior of the employees is measured by their way of life. The employees life style is determined with individual characteristics and individual characteristics of need pattern, tolerance of every issue in organization, work principles, values, abilities and skills of the employees. People behavior and work life balance usually varies from person to person. Reaching higher position will satisfy the mental urges. Engaging with the given work will also be helpful for balancing the personal life satisfaction. Organizational trainings and career development will be helpful to precise the quality of work life Appreciations, and Motivation, are the most important needs. It is important factor of work life status improvement. More recognition in job needs to be appreciated. Employees must be rewarded for his extra work Development and work skills. At the same time lethargic and lazy employees must be penalized. This will be helpful in motivating employees. Ms. Challa Madhavi | Dr. Nalini Bikkana"Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-2 , February 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8288.pdf http://www.ijtsrd.com/management/business-ethics/8288/quality-of-work-life-and-human-resource-management-in-business-process-management-bpm-companies-in-india/ms-challa-madhavi
Human Resource ManagementHRM Definitions• ‘HRM invol.docxwellesleyterresa
Human Resource Management
HRM Definitions
• ‘HRM involves the productive use of people in achieving the organization’s strategic objectives and the satisfaction of individual employee needs’ (Stone 2014, p. 4).
• ‘HRM is a strategic approach to managing employee relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services. This is accomplished through a distinctive set of integrated employment policies, programs and practices, embedded in an organizational and societal context’ (Bratton & Gold 2012, p. 7).
•HRM ‘refers to the policies, practices and systems that influence employees’ behavior, attitudes and performance. Many companies refer to HRM as ‘people management’. To achieve effective outcomes in terms of individual and ultimately organizational performance, these practices need to be linked with the organizational goals, or organizational strategy’ (Kramar et al 2014, p. 6).
•Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques (Storey 2007, p. 7).
• ‘Our conception of HRM covers the policies and practices used to organise work and to employ people. In other words, HRM encompasses the management of work and the management of people to do the work’ (Boxall & Purcell 2008, p. 3).
•Work policies/practices: way the work is organised (e.g. low-discretion jobs where supervisors exercise a high degree of control).
•Employment policies/practices: manner in which firms hire and manage people, including:
•management activities in recruiting, selecting, deploying, motivating, appraising, training, developing and retaining employees
•processes for informing, consulting and negotiating with individuals/groups
•disciplinary activities, contract termination and workforce downsizing.
Critical Issue 1: Globalization
Following the recent Global Financial Crisis and associated financial problems in the EU, what might HR professionals do, both strategically and operationally, to ensure that their organizations’ HRM systems and practices are fully transparent and accountable?
Critical Issue 2: The psychological contract
What do you think has changed in Gen X and Gen Y employees’ psychological expectations of their employers, and vice versa? What do HR professionals need to do to address these new expectations?
Critical Issue 5: HR ethics
Choose a current ethical issue in organisations (for example, bribery, corruption, discrimination or harassment) and discuss its implications for HRM policies and practices.
Critical Issue 1: Terminology
What are the key terms used in the modern organisation, and what signals do they send about the intended nature of the employment relationship?
Critical Issue 2: Responsibilities
To what degree are ...
Creating a workforce planning strategy presentation slides v.2 april 11- mic...michelecroci
Understand the essentials of Strategic Workforce Planning through a review of the overall planning process and the key steps involved. Included in the presentation are tools and understanding analytics as part of workforce planning.
Mu0017 – talent management and employee retentionsmumbahelp
This document provides information about obtaining fully solved assignments from an assignment help service. It lists contact information for students to send their semester and specialization to receive assistance via email or phone. It also provides details about an assignment on the topic of talent management and employee retention, including questions, expected answer length, and evaluation criteria. Students are instructed to answer all questions for the assignment.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Quality of work life and Human resource Management in Business Process Manage...ijtsrd
Quality of work life plays an important role in the present global business environment to improve the organizational performance and excellence in terms of achieving profitability and productivity to reach the organizational goals. The work life is based on the Person's mentality and the psychological factors. Authors, people of organization, psychologists and also the management consultants agreed to give a 100% perfect definition based on their experience and observations. The happiness and behavior of the employees is measured by their way of life. The employees life style is determined with individual characteristics and individual characteristics of need pattern, tolerance of every issue in organization, work principles, values, abilities and skills of the employees. People behavior and work life balance usually varies from person to person. Reaching higher position will satisfy the mental urges. Engaging with the given work will also be helpful for balancing the personal life satisfaction. Organizational trainings and career development will be helpful to precise the quality of work life Appreciations, and Motivation, are the most important needs. It is important factor of work life status improvement. More recognition in job needs to be appreciated. Employees must be rewarded for his extra work Development and work skills. At the same time lethargic and lazy employees must be penalized. This will be helpful in motivating employees. Ms. Challa Madhavi | Dr. Nalini Bikkana"Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-2 , February 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8288.pdf http://www.ijtsrd.com/management/business-ethics/8288/quality-of-work-life-and-human-resource-management-in-business-process-management-bpm-companies-in-india/ms-challa-madhavi
This document discusses the goals and topics of an HRM course on strategic planning. The course aims to understand how an organization's strategic plan intersects with its management of human resources/human capital. A key question is how firms can effectively manage people to support organizational strategies and gain a competitive advantage based on employee contributions. The document outlines various frameworks and models that will be covered, including strategic human resource planning, segmentation, and the five principles of evidence-based change. It also discusses assignments such as group presentations on selected companies.
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
The document outlines a 3-day training course on strategic thinking for management. It includes details on course objectives, content, lesson plans, assessment plans, and evaluation procedures. The course aims to help participants develop skills in areas like SWOT analysis, risk assessment, and performance evaluation.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Dear students get fully solved SMU MBA WINTER 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
The document summarizes a presentation given at the 2009 sAM Conference in Las Vegas on a study of human resource management curriculum in a nontraditional setting. It describes the methodology used, which included surveys of an advisory board on important HR competencies. The results showed top competencies were interpersonal skills, writing, and ethics. Based on the findings, the presentation recommends including courses in employment law, strategic management, and other topics for an undergraduate HR program. It also discusses potential career paths and areas for future research.
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Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
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1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among in.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
Mu0017 – talent management and employee retentionsmumbahelp
This document provides information about obtaining fully solved SMU MBA Fall 2014 assignments. It lists contact information for an assignment help service via email or phone call, and provides details about an assignment for the subject of Talent Management and Employee Retention, including questions, answers, and evaluation schemes. The assignment covers key topics such as defining talent management, talent acquisition strategies, compensation principles, total rewards, and organizational issues related to talent management.
Role of Consultancy in Bridging Gap Between the Expectation of Jean Shah
This document discusses the role of consultancy in bridging the gap between management student expectations and industry expectations. It provides an overview of the global consulting industry and revenues. It also discusses the present situation of management graduates in India, the expectations of both students and the industry. There is a gap between their mindsets. The document outlines the objectives, research methodology, data collection methods, data analysis and findings of a study on the role of consultancy in addressing this gap. It analyzes data from questionnaires given to 13 consultancy firms on how they recruit and select management students for client roles.
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Human resources planning identifies an organization's current and future human resource needs to achieve its strategic goals. It involves assessing the present HR capacity, forecasting future requirements, identifying gaps between present and future needs, and developing HR strategies. The key aspects of strategic HR planning include linking it to the organization's overall strategic plan, analyzing external trends, ensuring flexibility, and predicting future HR management needs. The process aims to ensure adequate human resources with the right skills to meet organizational goals now and in the future.
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
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 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the 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 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides job context, rewards, and qualifications needed for the role.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides context on rewards and qualifications for the role.
3 pagesAfter reading the Cybersecurity Act of 2015, address .docxnovabroom
3 pages
After reading the
Cybersecurity Act of 2015
, address the private/public partnership with the DHS National Cybersecurity and Communications Integration Center (NCCIC), arguably the most important aspect of the act. The Cybersecurity Act of 2015 allows for private and public sharing of cybersecurity threat information.
What should the DHS NCCIC (public) share with private sector organizations? What type of threat information would enable private organizations to better secure their networks?
On the flip side, what should private organizations share with the NCCIC? As it is written, private organization sharing is completely voluntary. Should this be mandatory? If so, what are the implications to the customers' private data?
The government is not allowed to collect data on citizens. How should the act be updated to make it better and more value-added for the public-private partnership in regards to cybersecurity?
.
3 pages, 4 sourcesPaper detailsNeed a full retirement plan p.docxnovabroom
3 pages, 4 sources
Paper details
Need a full retirement plan proposal in excel with cited sources.
My career objective would be to start out of school as an associate accountant, then advance to a Director of Finance until I get promoted as CFO working in the healthcare industry in Las Vegas
.
More Related Content
Similar to 1Human Resources Strategic PlanningHRM 329Week .docx
This document discusses the goals and topics of an HRM course on strategic planning. The course aims to understand how an organization's strategic plan intersects with its management of human resources/human capital. A key question is how firms can effectively manage people to support organizational strategies and gain a competitive advantage based on employee contributions. The document outlines various frameworks and models that will be covered, including strategic human resource planning, segmentation, and the five principles of evidence-based change. It also discusses assignments such as group presentations on selected companies.
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
Mu0017 – talent management and employee retentionsmumbahelp
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The document outlines a 3-day training course on strategic thinking for management. It includes details on course objectives, content, lesson plans, assessment plans, and evaluation procedures. The course aims to help participants develop skills in areas like SWOT analysis, risk assessment, and performance evaluation.
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This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
The document summarizes a presentation given at the 2009 sAM Conference in Las Vegas on a study of human resource management curriculum in a nontraditional setting. It describes the methodology used, which included surveys of an advisory board on important HR competencies. The results showed top competencies were interpersonal skills, writing, and ethics. Based on the findings, the presentation recommends including courses in employment law, strategic management, and other topics for an undergraduate HR program. It also discusses potential career paths and areas for future research.
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Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
11/25/2018 Print
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1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among in.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
Mu0017 – talent management and employee retentionsmumbahelp
This document provides information about obtaining fully solved SMU MBA Fall 2014 assignments. It lists contact information for an assignment help service via email or phone call, and provides details about an assignment for the subject of Talent Management and Employee Retention, including questions, answers, and evaluation schemes. The assignment covers key topics such as defining talent management, talent acquisition strategies, compensation principles, total rewards, and organizational issues related to talent management.
Role of Consultancy in Bridging Gap Between the Expectation of Jean Shah
This document discusses the role of consultancy in bridging the gap between management student expectations and industry expectations. It provides an overview of the global consulting industry and revenues. It also discusses the present situation of management graduates in India, the expectations of both students and the industry. There is a gap between their mindsets. The document outlines the objectives, research methodology, data collection methods, data analysis and findings of a study on the role of consultancy in addressing this gap. It analyzes data from questionnaires given to 13 consultancy firms on how they recruit and select management students for client roles.
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Human resources planning identifies an organization's current and future human resource needs to achieve its strategic goals. It involves assessing the present HR capacity, forecasting future requirements, identifying gaps between present and future needs, and developing HR strategies. The key aspects of strategic HR planning include linking it to the organization's overall strategic plan, analyzing external trends, ensuring flexibility, and predicting future HR management needs. The process aims to ensure adequate human resources with the right skills to meet organizational goals now and in the future.
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
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 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the 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 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides job context, rewards, and qualifications needed for the role.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides context on rewards and qualifications for the role.
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After reading the
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What should the DHS NCCIC (public) share with private sector organizations? What type of threat information would enable private organizations to better secure their networks?
On the flip side, what should private organizations share with the NCCIC? As it is written, private organization sharing is completely voluntary. Should this be mandatory? If so, what are the implications to the customers' private data?
The government is not allowed to collect data on citizens. How should the act be updated to make it better and more value-added for the public-private partnership in regards to cybersecurity?
.
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My career objective would be to start out of school as an associate accountant, then advance to a Director of Finance until I get promoted as CFO working in the healthcare industry in Las Vegas
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single spacing
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1.
In a 350 word essay, compare and contrast the healthcare system of the United States with the WHO’s Millennium Development Goals. Be sure that you are providing the significant components of the US system as well as the WHO'S Millennium Development Goals.
The essay must be submitted using 12 point times new roman font double spaced in APA format. You must have at least one reference on a separate reference page. The assignment must be submitted in APA format; you do not need an abstract.
2.
Children have always contributed to the total number of migrants crossing the southern border of the United States illegally, but in 2014, a steady overall increase in unaccompanied minors from Central America reached crisis proportions when tens of thousands of children from El Salvador, Guatemala, and Honduras crossed the Rio Grande and overwhelmed border patrols and local infrastructure (Dart 2014).
Since legislators passed the William Wilberforce Trafficking Victims Protection Reauthorization Act of 2008 in the last days of the Bush administration, unaccompanied minors from countries that do not share a border with the United States are guaranteed a hearing with an immigration judge where they may request asylum based on a “credible” fear of persecution or torture (U.S. Congress 2008). In some cases, these children are looking for relatives and can be placed with family while awaiting a hearing on their immigration status; in other cases, they are held in processing centers until the Department of Health and Human Services makes other arrangements (Popescu 2014).
The 2014 surge placed such a strain on state resources that Texas began transferring the children to Immigration and Naturalization facilities in California and elsewhere, without incident for the most part. On July 1, 2014, however, buses carrying the migrant children were blocked by protesters in Murrietta, California, who chanted, "Go home" and "We don’t want you.” (Fox News and Associated Press 2014; Reyes 2014).
A functional perspective theorist might focus on the dysfunctions caused by the sudden influx of underage asylum seekers, while a conflict perspective theorist might look at the way social stratification influences how the members of a developed country are treating the lower-status migrants from less-developed countries in Latin America. An interactionist theorist might see the significance in the attitude of the Murrietta protesters toward the migrant children.
Respond to the following questions in a 350-word essay using 12 point times new roman font double spaced: Given the fact that these children are fleeing various kinds of violence and extreme poverty, how should the U.S. government respond? Should the government pass laws granting a general amnesty? Or should it follow a zero-tolerance policy, automatically returning any and all unaccompanied minor migrants to their countries of origin so as to discourage additional immigration tha.
/
3 Communication Challenges in a Diverse, Global Marketplace
LEARNING OBJECTIVES
After studying this chapter, you will be able to
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end-ofchapter problems.
COMMUNICATION CLOSE-UP AT
Kaiser Permanente
kp.org (http://kp.org)
Delivering quality health care is dif�icult enough, given the complexities of technology, government regulations, evolving scienti�ic and medical understanding, and
the variability of human performance. It gets even more daunting when you add the challenges of communication among medical staff and between patients and
their caregivers, which often takes place under stressful circumstances. Those communication efforts are challenging enough in an environment where everyone
speaks the same language and feels at home in a single cultural context—but they’re in�initely more complex in the United States, whose residents identify with
dozens of different cultures and speak several hundred languages.
The Oakland-based health-care system Kaiser Permanente has been embracing the challenges and opportunities of diversity since its founding in 1945. It made a
strong statement with its very �irst hospital when it refused to follow the then-common practice of segregating patients by race. Now, as the largest not-for-pro�it
health system in the United States, Kaiser’s client base includes more than 10 million members from over 100 distinct cultures.
At the core of Kaiser’s approach is culturally competent care, which it de�ines as “health care that acknowledges cultural diversity in the clinical setting, respects
members’ beliefs and practices, and ensures that cultural needs are considered and respected at every point of contact.” These priorities.
2Women with a Parasol-Madame Monet and Her SonClau.docxnovabroom
2
Women with a Parasol-Madame Monet and Her Son
Claud Monet (1840-1926)
1875
Oil on Canvas
100 x 81 cm
119.4 x 99.7 cm
Image from National Gallery of Art.
Working thesis statement
- “Woman with a Parasol” is also called “The Stroll”. Painted 1875 (art, n.d.) in France Argenteuil; The character in the paint are Monet’s wife Camille Monet and his 7-year-old son.
- This paint was finished within a day; he was using the fast-visible brushstrokes to create this work. This work witnessed that Monet got away from the Academy style. (Gallery, n.d.) The theme of the paint is one of kind. (Proving the impressionism)
- “Woman with a Parasol” was exhibited in second impressionist exhibition, 1876. (Art)
- The theme and environment in the paint earned many claps and praises. The whole image provides people with a feeling of freedom and kind. (Art, nga.gov, n.d.)
The controversy parts.
· How much contribution that this paint did to the modern art world.
· The affections about the theme in this paint.
· The viewer nowadays is judging the art value of this paint.
Those controversy parts about the paint were making a progress in modern art and improve the development of art.
Bibliography:
1. “Woman with a Parasol - Madame Monet and Her Son.” Modern Painters 29, no. 1 (March 2017): 45. https://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=121204182&site=eds-live.
2. Goldwater, Robert. "The Glory that was France." Art News 65 (March 1966):42, repro. cover. 1966
3. Hand, John Oliver. National Gallery of Art: Master Paintings from the Collection. Washington and New York, 2004: 382-383, no. 317, color repro. 2004
4. C. Monet Gallery “Woman with a Parasol”. https://www.cmonetgallery.com/woman-with-a-parasol.aspx
5. Woman with a Parasol, 1875 by Claude Monet, Claude Monet Paintings, biography, and Quotes. https://www.claude-monet.com/woman-with-a-parasol.jsp#prettyPhoto
6. Eelco Kappe. “Woman with a Parasol - Madame Monet and Her Son by Claude onet.” TripImprover, (2019/10/16) https://www.tripimprover.com/blog/woman-with-a-parasol-madame-monet-and-her-son-by-claude-monet#comments
7. Google Art and Culture, National Gallery of Art, Washington DC. https://artsandculture.google.com/asset/woman-with-a-parasol-madame-monet-and-her-son/EwHxeymQQnprMg
8. Charles Saatchi. “Charles Saatchi's Great Masterpieces: when a family scene was an act of rebellion.”19 March 2018. 7:00AMhttps://www.telegraph.co.uk/art/artists/charles-saatchis-great-masterpieces-family-scene-act-rebellion/
9. TotallyHistory. “Woman with a Parasol”. http://totallyhistory.com/woman-with-a-parasol/
10.Peter C. Baker. “THE REAl WORLD OF MONET”, The New York. January 10,2013. https://www.newyorker.com/books/page-turner/the-real-world-of-monet
Improving financial literacy in
college of business students:
modernizing delivery tools
Ronald Kuntze
College of Business, University of New Haven, West Haven, Connecticut, USA
Chen (Ken) Wu and Barbara Ross Wooldridge
Soules Colleg.
2The following is a list of some of the resources availabl.docxnovabroom
2
The following is a list of some of the resources available in the Trident Online Library related to the HR field.
Academic Research
Journal of Applied Psychology
This journal focuses on the applications of psychology research. This research journal is a good source for learning about the latest developments in cognitive, motivational and behavioral psychology and implications for the workplace. It is available through Business Source Complete in the Trident Online Library.
Personnel Psychology: A Journal of Applied Research
This scholarly journal has practical utility in that it centers on personnel psychology. The articles focus on the latest research on selection and recruitment, training, leadership, rewards, and diversity. It is available through Business Source Complete in the Trident Online Library.
Academy of Management Journal
This journal focuses on the management side of psychology. The articles are mainly theoretical. This journal would be a good resource for those researchers looking for new managerial theories and methods. It is available through Business Source Complete in the Trident Online Library.
The Academy of Management Review
This journal also focuses on management psychology. It is regarded as a top journal in its field and publishes theoretical and conceptual articles on management and organization theory. It is available through Business Source Complete in the Trident Online Library.
Professional Journals
Harvard Business Review
Harvard Business Review is a cornerstone business journal that has practical applications for HR professionals. This is a great resource to find case studies and expert insights on business practices. It is available through Business Source Complete in the Trident Online Library.
Human Resource Management Journal
This journal has best practices articles for HR professionals in the workplace. It is available (up to 1 year ago) through Business Source Complete in the Trident Online Library.
HRMagazine
This magazine is published by the Society for Human Resource Management. The articles are a great resource for HR professionals dealing with the most recent issues in the workplace. It is available through Business Source Complete in the Trident Online Library.
TD: Talent Development
The Association for Talent Development publishes this magazine. It is targeted to professionals in the human resource development field. It is available through Business Source Complete in the Trident Online Library.
Workforce
Solution
s Review
This magazine that focuses on many topics within human resource management. The articles included are written by industry experts and academics. They are targeted to HR professionals in the workplace. It is available through Business Source Complete in the Trident Online Library.
Adapted from: PennState University Libraries (2017). Retrieved from http://guides.libraries.psu.edu/human-resources/journals.
Assignment
Select three articles (published within the past five years),.
3 If you like to develop a computer-based DAQ measurement syst.docxnovabroom
3:
If you like to develop a computer-based DAQ measurement system or that can provide several functions in a Smart Home System, such as climate control or gas leakage detection functions, answer the following for the climate control systemfunction:
3.1 Draw the hardware connections of the system focusing on the pin connections of the system components, so that the system can provide the 'Climate Control'
function. The available devices are: (5 marks)
Microprocessor-based system (Laptop/PC).
Interface board: NI USB DAQ.
LM35 Temperature sensor Humidity sensor
Micro-switches Variable resistor LEDs Relays
Multi-output power supply
Include any required passive electronic components
3.2 Draw a flowchart for a program that can achieve both the climate control and gas leakage detection functions. (4 marks)
3.3 What are the factors that should be considered when selecting a DAQ card?
(4 marks)
3.4 Discuss the signal aliasing problem and how you can overcome this effect; supportyour answer with figures and drawings(2 marks)
3.5 What are the steps of conversion of continuous signals to digital values (ADC)?
(2 marks)
3.6 Name four types of ADC’s and choose any two to compare between them; what is the ADC type that is used in NI DAQ’s? support your answer with figures anddrawings(7 marks)
3.7 Compare between RTD (Resistance Type Device) and Thermocouples temperature sensors; support your answer with examples and drawings. The LM35 sensor can be classified as which type of temperature sensors? (5 marks)
3.8 Give examples of DAQ cards that can be used to measure the following properties and discuss the reasons for your selection.?
1- Displacement
2- Vibration
3- Strain (6 marks)
Total 35 marks4:
You are to develop a home security system that can be used to monitor a house of two doors and four windows. The output of the system should present the status of each location independently and should provide an audible warning in case of any problem - including the detection of smoke. The available devices are:
− PIC16F877 Microcontroller (given in Figure 4.1)
− two door push button switches
− four window push button switches
− one Motion Detector
− one smoke detector sensor
− eight LEDs
− one buzzer
− Include any passive electronic components required.
According to your study answer the following questions:
4.1 Draw a block diagram for the complete system. (4 marks)
4.2 Using the PIC16F877A microcontroller shown in Figure 4.1, draw the wiring diagram of the proposed system. Include any necessary electronic components required for the microcontroller to function correctly; state the function of each
element. (8 marks)
4.3 Draw a flowchart for a program that can achieve the above function. (4 marks)
4.4 Given the pin confi.
2BackgroundThe research focuses on investigating leaders fro.docxnovabroom
2
Background
The research focuses on investigating leaders from highly rated managed care organizations based on their leadership practices in comparison to leaders from low rated managed care organizations. High rated organizations are managed care organizations who have attained either 4.5 or 5 Medicare Stars ratings whiles low ratings organizations are organizations who have attained 3 Stars or less.
The research design: Survey was sent to leaders from both high Medicare rated and low rated organizations. I believe I have enough sample size so the result will be significant. I have received 35 response from leaders from high rated organizations and 35 from low rated organizations (35 participants each responded, making 70 participants in total). The goal is to find out if there is a significant difference in leadership practice between leaders from highly rated organizations and low rated organizations.
The survey tool used is Leadership Practice Inventory (LPI), which has a total of 30 behavioral statements that reflect on the practices leaders regularly use in managing their organizations. The leaders were invited to complete the survey online. The 30 survey questions are grouped in 5 Models:
1. Model the Way
1. Inspire a Shared Vision
1. Challenge the Process
1. Enable Others to Act
1. Encourage the Heart
The participants completed the LPI self-test, where they must rate themselves depending on the frequency, which they believe in engaging in each of the five models. They rate themselves on a 10 point likert scale, below.
1-Almost Never
3-Seldom
5-Occasionally
7-Fairly Often
9-Very Frequently
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
1. Dependent Variable: Attaining high Overall Medicare Star Rating
1. Independent Variables:
1. Leadership practice Practices (Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart)
1. Years of Experience
1. Leadership Style
Abbreviations meaning:
LP- Leadership Practice
MSR – Medicare Stars Ratings
MSROs – Medicare Stars Ratings Organizations
YoE – Years of Experience
The following hypotheses has been tested, analyzed (page 4-23). SPSS software was used for data analysis.
Hypothesis 1 - There is a significant difference in LP between leaders from high (4.5 or 5) MSROs and low (3 Stars or less) MSROs.
Hypothesis 2 – There is a strong relationship between MSRs and the LP of both high and low MSROs
Hypothesis 3 - In comparison to other 4 models (thus Model the Way, Challenge the Process, Enable Others to Act, Encourage the Hearts), practicing the “Inspire A Shared Vision” model is very significant in helping leaders influence the attainment of high MSR in MCOs.
Hypothesis 4 – The leaders’ leadership style contributes to a leader’s ability to influence the achievement of high Medicare ratings for MCO.
Hypothesis 5 – The Leaders’ of Years of Experience (YoE) is effective in enabling leaders influence the attainment o.
2TITLE OF PAPERDavid B. JonesColumbia Southe.docxnovabroom
2
TITLE OF PAPER
David B. Jones
Columbia Southern University
BBA: 3201 Principles of Marketing
Nancy Ely Mount
Month/Date/ 2020
Marketing is
Four Elements of Marketing:
Creating
Communicating
Delivering
Exchanging
Holistic Marketing Concept is a people oriented approach utilizing the four principles of :
Relationship
Integrated
Internal
Performance marketing
.
2To ADD names From ADD name Date ADD date Subject ADD ti.docxnovabroom
2
To: ADD names From: ADD name Date: ADD date Subject: ADD title
Introduction
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit.
Sed pellentesque sagittis diam, sit amet faucibus diam lobortis quis. Sed mattis turpis ligula, in accumsan ante pellentesque eu. Quisque ut nisl leo. Nullam ipsum odio, eleifend non orcinon, volutpat sollicitudin lacus (Cuddy, 2002). Identify Changes
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur. Aliquam placerat molestie eros vel posuere.
This Photo by Unknown Author is licensed under CC BY-SA
Figure 1. Title (Source: www.source-of-graphic.edu )Product Offerings
Sed facilisis, lacus vel accumsan convallis, massa est ullamcorper mauris, quis feugiat eros ligula eget est. Vivamus nunc turpis, lobortis et magna a, convallis aliquam diam. Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Figure 2. Title (Source of data citation)
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit. Capabilities
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur.
References
Basu, K. K. (2015). The Leader's Role in Managing Change: Five Cases of Technology-Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28-42. doi:10.1002/joe.21602.
Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.
Rouse, M. (2018). Changed Block Tracking. Retrieved from Techtarget Network: https://searchvmware.techtarget.com/definition/Changed-Block-Tracking-CBT
Change the Chart Title to Fit Your Needs
Series 1 Category 1 Category 2 Category 3 Category 4 4.3 2.5 3.5 4.5 Series 2 Category 1 Category 2 Category 3 Category 4 2.4 4.4000000000000004 1.8 2.8 Series 3 Category 1 Category 2 Category 3 Category 4 2 2 3 5
Assessing Similarities and Differences in Self-Control
between Police Officers and Offenders
Ryan C. Meldrum1 & Christopher M. Donner2 & Shawna Cleary3 &
Andy Hochstetler4 & Matt DeLisi4
Received: 2 August 2019 /Accepted: 21 October 2019 /
Published online: 2 December 2019
# Southern Criminal.
2Megan Bowen02042020 Professor Cozen Comm 146Int.docxnovabroom
2
Megan Bowen
02/04/2020
Professor Cozen
Comm 146
Interest Paper- Mental Health in Student Athletes
I am a communication major so must take this class to fulfill my requirements for the course, however, this class will set me up to understand the in-depth reasoning behind communication. The only rhetoric class I have taken in the past is rhetoric in English, not communication; I learnt about Plato, Socrates and all the pervious rhetors that formed the basis on how we communicate today. You could argue that learning it in English and now in communication it could be very similar or the same, but we aren’t focusing on what they wrote or spoke of but why and how. In this paper I chose to analyze a TedX talk from a student athlete Victoria Garrick called ‘Athletes and mental Health: The hidden opponent’, it discusses the challenges that she faced with mental health, and the struggles maintaining a top sport on a colligate team. The reasons behind this are based on the broad ideas and opinions people have on student athletes and mental health separately and together.
College athletics is a huge industry, an incredible achievement to get into a division 1 college on an athletic scholarship, but behind all this there are some dark truths. The TedX talk from Victoria Garrick explains these truths from an athlete’s perspective, this is conflicting to the ideas that an average student or outsider has, it explains what is happening behind closed doors. This artifact was gripping to me, it is something that I completely relate too; the artifact itself is a more personal approach to understand what is happening in regard to mental health in student athletes than just reading an article online. To me personally it is easier to find an artifact that I can easily relate too, something that is grossly underappreciated and classed as embarrassing, such a topic as mental health. There were no obstacles in retrieving artifacts for this interest, it is such a broad area that I am interested in finding more information about. There are artifacts everywhere about topics such as this, articles, speeches, documentaries, all gripping a relatable.
In this class I am aware that I have much to learn, understand the way in which we communicate and why, the best ways to communicate, and the best evidence and artifacts to find for a specific topic. Finding an artifact for a topic that you are deeply invested in is different than having to find one that your heart isn’t in. With regards to this paper I am already thinking about ideas of where I can focus my information on next, where can I understand different political views behind this topic? What are the families of these student athletes going through? Mental health and student athletes separately. With regards to this class I would like to be able to find these sources and write about them in a way that grips a reader and helps me understand the reasoning behind such communication methods.
1
2
Megan Bowen
P.
2From On the Advantage and Disadvantage of History for L.docxnovabroom
2
From On the Advantage and Disadvantage of History for Life, by Friedrich Nietzsche (1874)
Section 1:
CONSIDER the herds that are feeding yonder: they know not the meaning of yesterday or to-day; they graze and ruminate, move or rest, from morning to night, from day to day, taken up with their little loves and hates, at the mercy of the moment, feeling neither melancholy nor satiety. Man cannot see them without regret, for even in the pride of his humanity he looks enviously on the beast's happiness. He wishes simply to live without satiety or pain, like the beast; yet it is all in vain, for he will not change places with it. He may ask the beast—"Why do you look at me and not speak to me of your happiness?" The beast wants to answer—"Because I always forget what I wished to say": but he forgets this answer too, and is silent; and the man is left to wonder.
He wonders also about himself, that he cannot learn to forget, but hangs on the past: however far or fast he run, that chain runs with him. It is matter for wonder: the moment, that is here and gone, that was nothing before and nothing after, returns like a spectre to trouble the quiet of a later moment. A leaf is continually dropping out of the volume of time and fluttering away and suddenly it flutters back into the man's lap. Then he says, "I remember . . . ," and envies the beast, that forgets at once, and sees every moment really die, sink into night and mist, extinguished for ever. The beast lives unhistorically; for it "goes into" the present, like a number, without leaving any curious remainder. It cannot dissimulate, it conceals nothing; at every moment it seems what it actually is, and thus can be nothing that is not honest. But man is always resisting the great and continually increasing weight of the past; it presses him down, and bows his shoulders; he travels with a dark invisible burden that he can plausibly disown, and is only too glad to disown in converse with his fellows—in order to excite their envy. And so it hurts him, like the thought of a lost Paradise, to see a herd grazing, or, nearer still, a child, that has nothing yet of the past to disown, and plays in a happy blindness between the walls of the past and the future. And yet its play must be disturbed, and only too soon will it be summoned from its little kingdom of oblivion. Then it learns to understand the words "once upon a time," the "open sesame" that lets in battle, suffering and weariness on mankind, and reminds them what their existence really is, an imperfect tense that never becomes a present. And when death brings at last the desired forgetfulness, it abolishes life and being together, and sets the seal on the knowledge that "being" is merely a continual "has been," a thing that lives by denying and destroying and contradicting itself.
If happiness and the chase for new happiness keep alive in any sense the will to live, no philosophy has perhaps more truth than the cynic's: for the beast's happine.
257Speaking of researchGuidelines for evaluating resea.docxnovabroom
This document provides guidelines for evaluating research articles. It describes the typical components and structure of journal articles that report empirical research findings, including the title, abstract, introduction, method, results, discussion, and references sections. The document then analyzes each section in detail and provides examples from rehabilitation research articles. It concludes by outlining a framework that can be used to critically analyze and evaluate the scientific merits and practical utility of published rehabilitation research.
2800 word count.APA formatplagiarism free paperThe paper.docxnovabroom
2800 word count.
APA format
plagiarism free paper
The paper should have:
Title with all the authors.
Introduction
Methods/Materials
Results (graphics and tables encouraged)
Discussion and conclusion
Citations.
.
28 CHAPTER 4 THE CARBON FOOTPRINT CONTROVERSY Wha.docxnovabroom
28
CHAPTER 4: THE CARBON FOOTPRINT CONTROVERSY
What is the carbon footprint controversy?
Nearly all humans consume meat, dairy, and egg products in some form. In recent years the
e i me al m eme ha ed he ece i f ed ci g e ca b f i . Ca e
reduce our footprint without changing our diet? Much controversy surrounds that question. One
very extreme view on the political-left is below.
But when it comes to bad for the environment, nothing literally compares with eating meat. The business of raising
animals for food causes about 40 percent more global warming than all cars, trucks, and planes combined. If you care
about the planet, it's actually better to eat a salad in a Hummer than a cheeseburger in a Prius.
Bill Maher, host of HBO talk show Real Time with Bill Maher, writing in the Huffington Post in 2009. Accessed April 25,
2013 at http://www.huffingtonpost.com/bill-maher/new-rule-a-hole-in-one-sh_b_259281.html.
The last decade has seen a movement advocating a vegan diet in order to reduce carbon emissions,
and in some respects the argument is logical. After all, it takes about 3.388 lbs of corn (and many
other inputs) to produce a single pound of retail beef, making meat seem relatively inefficient to
grains, thus leading to a larger carbon footprint.134 So common is this notion that some schools
e c age Mea le M da for the sake of the environment. The Meatless Monday movement
has even been adopted by the Norwegian military.135 Moreover, there is some scientific research
showing that vegan (and vegetarian) diets do result in a smaller carbon footprint.136
When dealing with issues as big as global warming i ea feel hel le , like he e li le e ca d make a
diffe e ce B he mall cha ge e make e e da ca ha e a eme d im ac . Tha h his Meatless Monday
resolution is important. Together we can better our health, the animals and the environment, one plate at a time.
Los Angeles Councilmember Ed Reyes, co-author of a Meatless Monday resolution in 2012.137
However, equally prestigious research shows that vegan diets can result in a higher carbon
footprint.138 How can this be? One reason is that some carbon footprint estimates are wrong, or
rather, interpreted incorrectly. The idea of livestock production being a large carbon emitter began
with a report by the United Nations (UN) suggesting that livestock contributes 18% f he ld
carbon footprint, more than the transportation sector,139 thus giving Bill Maher reason to point the
blame at burgers instead of Hummers.
It turns out that this 18% is fraught with errors, a lea , d e e e e c di i i he U.S.
For instance, the UN did not account for the carbon emissions involved in making the inputs used
in the transportation sector, but they did for livestock. This would be like saying the production of
tires has zero carbon emissions but the production of corn does. Also, that 18% makes a number of
contestable assumptions, especially regardi.
261
Megaregion Planning
and High-Speed Rail
Petra Todorovich
c h a p t e r 2 4
?
On April 16, 2009, President Obama stood before an audience at the Eisenhower
Executive Office Building and made an announcement that signaled a new era of
passenger rail in the United States. Months before, the American Recovery and
Reinvestment Act (ARRA) had provided $8 billion for a new program at the
Federal Railroad Administration (FRA) to issue competitive grants to states to
make capital investments in high-speed and conventional passenger rail. Little did
the president know that providing the single largest boost for intercity rail plan-
ning in this country in a generation had also motivated a sudden and giant leap for-
ward in planning and governing megaregions. Luckily, regional planners had been
studying emerging megaregions for the previous five years, in affiliation with the
New York–based Regional Plan Association’s (RPA) America 2050 program. Again
and again, the planners had identified high-speed rail as the key transportation
investment to serve megaregion economies. But high-speed rail was a distant
dream. That all changed with the passage of ARRA at the nadir of the Great
Recession. Now a federal program exists to support high-speed rail planning
and implementation. Making that program a success will largely depend on the
ability of multiple actors at the local, regional, state, and binational levels to come
together as megaregions to coordinate and leverage federal rail investments.
Revisiting Megalopolis: RPA Resurrects
the Megaregion Idea
As if planning for the Tri-State New York metropolitan region was not sufficiently
complicated, in 2005 the Regional Plan Association launched a national program
called America 2050 that focused on the emergence of a new urban scale: the
megaregion. This was not actually a new concept for RPA. In 1967 a volume of the
Second Regional Plan documented the emergence of “The Atlantic Urban Region,”
an urban chain stretching 460 miles from Maine to Virginia (Regional Plan
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AN: 435124 ; Montgomery, Carleton.; Regional Planning for a Sustainable America : How Creative Programs Are Promoting Prosperity and Saving the Environment
Account: s7380033.main.cmmc
Association 1967). Earlier that decade, French geographer Jean Gottmann had
coined the term “Megalopolis” to describe the same region in his 1961 book,
Megalopolis: The Urbanized Northeastern Seaboard of the United States (Gottmann
1961). The .
250 WORDS Moyer Instruments is a rapidly growing manufacturer .docxnovabroom
Moyer Instruments is a medical device manufacturer that has experienced rapid growth. To improve internal controls as a result, management modified some procedures and practices, upsetting some employees who feel it shows a lack of trust. Required is an explanation of whether the statement "Internal controls exist because most people can't be trusted" is true.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
1. 1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
2. Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic,
systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm
3. effectively
manages people, to support one’s organizational strategy, and
create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
4. The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of
values? …culture?
Does my organization regularly conduct SWOT or other
analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set
regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR
department is a
“vital evil”, “gets in the way”, is administratively and
functionally necessary or ?
What are examples of the managerial attitudes, comments and
actions
that support my thoughts? THIS IS KEY and overrides “LIP
SERVICE.”
5. What do I believe is the “human capital value
determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human
Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer
and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-based change is a mind-set & approach
to making HR decisions.
…the principles of evidence-based change must be
combined with a change-management process to ensure a
sustainable competitive advantage for an organization
through HR.
More often than not, decisions about HR and people
management are made on the basis of the instincts or
uninformed preferences of the stakeholders.
The future of the HR profession lies in improving
its ability to make decisions based on evidence.
The Five Principles of Evidence-Based Change
6. Greater strategy in leading-edge HR departments rely on the
following 5 principals:
1. Logic-driven analytics – knowing the WHY behind WHAT
you need. Different for different disciplines and roles
2. Segmentation – understanding the different roles. One
cannot optimize if differences are not known first
3. Risk leverage – knowing when – and when not – to take
risks.
4. Integration & synergy – it is important that HR practices
work well together, in a unit and across the organization
5. Optimization – investing more where it will make a
difference
Logic-driven analytics
…is about identifying the most pivotal issues that an
organization needs to focus on and then using robust analysis
to describe those issues.
The use of logic-driven analytics also ensures commonality
in the frameworks and mental models used in analyzing issues
and defining success.
Logic means “to make sense”. Analytics or analysis involves
data collection and examination.
Therefore, one important use of logic is to discern
which data and which analytics are likely to be
most pivotal to the vital issues facing the
organization.
7. 4
Jim Sinegal wasn’t just interested in taking care of the
customers, he wants to take good care of his employees.
Strategically, what is the impact of this mindset?
Many Costco workers have been with the company since it was
founded in 1983. Once hired, they rarely leave.
“Imagine that you have 120,000 loyal ambassadors out there
who are constantly saying good things about Costco.”
How can human resources further support and impact Jim
Sinegal (and Craig Jelinek’s) thought?
What other human resource value strategies are found at
Costco and driven by the human resource department?
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
8. Human Resources Management
1
NIZWA COLLEGE OF TECHNOLOGY
BUSINESS STUDIES DEPARTMENT
SEMESTER -2 / ACADEMIC YEAR
2019-2020
FINAL EXAM
(ASSIGNMENT)
COURSE CODE
BAHR3208
COURSE NAME International Issues in HR Management
LEVEL Advance Diploma
TUTOR(S) Ms Rajani James
SECTION(S) 1
DURATION:
DATE TIME
9. START 13th May 2020 9:00AM
END 15th May 2020 8:00AM
MARKS BREAK UP:
No. of Questions Marks for Each Question
1 25
2 10
3 15
TOTAL MARKS 50
INSTRUCTIONS:
1) The Final Assignment will be available in Moodle at 9:00 am
on the date of examination.
2) This is an open resource examination; there are (05) pages.
Students are allowed to refer any digital materials
(Internet, Proquest, Masader, and OER) with proper referencing
and citation for each answers.
3) Students has to answer the questions typewritten in the word
(.docx) format. Figures / Diagrams, equations and
solving of problems can be written by hand and added to the
document as a picture/image.
10. 4) Save the assignment file using the student ID & Course
code.[ Eg : 22s1234 – BAHR3208]
5) Students should submit the answers through the turn tin link
provided in Moodle page. If any problem occurs,
send it to the staff email [Email address: [email protected]]
6) Students are encouraged to upload the answers in the Moodle
at least two hours before the deadline to avoid any
technical issues.
7) In case of any technical problem in opening or submitting
your assignment please contact your course tutor
through email and copy the Department Head
8) Any form of cheating is punishable. Students involved in
cheating will be treated according to the Plagiarism and
Academic Integrity Policies.
9) Students are advised to write the answers in their own words.
Based on the plagiarism policy and the department
approved similarity level, the marks will be deducted for the
plagiarized [Copied] answers.
2
11. 10) Students should complete their assignment within the given
time. Assignments submitted after the deadline will
be marked 0.
ACADEMIC INTEGRITY & PLAGIARISM POLICY:
The student should be ready to prove the authenticity of the
work done. If any form of plagiarism/reproduction of answers
are
discovered, student will be awarded zero marks.
DECLARATION:
I declare that the Final Exam (assignment) submitted is original
and acknowledge that I am aware of the NCT’s Integrity and
Plagiarism Policies (January 2011) mentioned in moodle, and
the disciplinary guidelines and procedures applicable to
breaches of such policy and regulations.
I AGREE TO THE TERMS AND CONDITIONS:
STUDENT NAME
STUDENT ID
DATE OF SUBMISSION
13. each question and answer accordingly.)
Question 1:
(25 Marks)
ABC hotel chain has more than 70 hotels in Germany. One of
the strategic objective of ABC hotel
is to expand the organization slowly, and ensure that the new
ventures are opened on time and
supported. Keeping this strategy, they obtained another small
hotel chain headquartered in
Switzerland. ABC hotel’s President decided that they will
rebrand half of the new hotels under
ABC brand in Switzerland and other half they will sell. The
guests were a combination of business
and leisure travelers who stayed two-three nights. The primary
reason the tourist were attracted
to these hotels as there are many local attractions which also
means that they will not be
spending much time in their hotel rooms. The organization has
decided to use an ethnocentric
approach and send some of their existing parent country
managers to Switzerland if this new
overseas venture is successful, ABC may decide to acquire other
small hotel groups in other
14. European countries. The organization would like to own 120
hotels in the next five years and in 10
years another 340 hotels. This is an ambitious target, so it is
important that the organization
friends an effective formula to operate successfully in other
countries.
The organization has never owned any hotels outside Germany
before, and has hired a team of
independent management consultants to advise them on how to
proceed. They provided the
consultants the following information during their initial
meeting: A majority of their existing
managers said they would like a chance to work abroad. None of
their existing managers speak
Swiss fluently. They will allow four weeks to rebrand the
hotels. The new hotels must be ready to
open after that time. They expect to recruit a large number of
staff for the new Swiss hotels,
because more than 70 percent of the employees from the
acquired organization left. They will
require their managers to be flexible and move between
countries if any problems arise. ABC
management decided that because this is their first venture into
a country outside the Germany,
15. they want to use PCNs to set up the new hotels and that only
internal candidates should be
considered. They think that this is important so they can
incorporate the organization’s values.
However, they believe that once the hotels are up and running,
HCNs could be hired. They have
to ensure that that the management vacancies should be filled as
soon as possible. In their
company literature, the organization states that their core values
are to: Provide excellent levels
of customer service to all guests, provide a clean and
comfortable environment for guests and
staff, Recruit and retain excellent staff, Support and develop
staff so they can reach their full
potential, Continuously strive to improve all aspects of the
business, Ensure that all hotel
4
buildings, fixtures and fittings are well-maintained in a
proactive manner. It is important that the
management consultants for this project take these core values
into account when making their
16. recommendations. Since the organization has never hired
managers to work outside the Germany
before, they do not know how to start determining the
compensation. When they did a
compensation survey they found that the existing salary for
managers is 30000 Euros. The
average salary for hotel managers in Switzerland is 60,000
Euros with no opportunity to earn
bonuses. The directors want to have a consistent approach as to
how they compensate
expatriates because they expect their overseas business to
expand in the future. They also want
existing employees to be enticed into working abroad and want
to have a good range of
incentives. Finally the management approves the compensation
package. Interested candidates
are asked to write a letter to the CEO to explain why they think
they are the best person for the
job. Thirty managers apply for one of the new positions (there
are 10 positions available), which
means there will be 20 unsuccessful candidates still working for
the organization. The
management team acknowledges that the application letters
were not helpful with making
17. decisions and that they need a more robust selection process.
There must be a strong sense of
fairness in the selection process because they do not want to de-
motivate any of these existing
employees. They want to select the right candidates because it
is essential that the new hotels
are successful and up and running quickly and efficiently. The
senior managers know all of the
candidates quite well (personally and professionally).
The management hires six candidates to work overseas because
they did not feel that the other
candidates were qualified. The success of these managers is
vital to the success of setting up the
new business, so management wants to ensure they provide
effective support for them in terms
of training and development. They believe that the best option
is to divide training into two parts:
pre-departure training and on-the-job training in the new
country. The organization is unsure
about what components should be included in the training
programs. The only mandatory area
that must be included is an introductory language section
(including basic business Swiss) so that
the managers have a basic idea of the Swiss at the time of
18. opening hotels. However, they hope
that the managers will enjoy their introductory language course
and will continue to attend more
advanced language classes when the new hotels are open.
(A) As a management consultant for ABC Hotel chain, support
the management in preparing
the international strategic objectives for the new hotel chain
opened in Switzerland?
(Answer in 100 words.) (10
Marks)
5
(B) When dealing with cross cultural management in the
Switzerland hotel chain,
a) Identify all the Geert Hofstede Theories that can be applied
for the employees.
(Answer in 75 words.)
(7.5 Marks)
19. b) Identify Trompenaar and Hamden Turner Theories that can be
applied for the
employees. (Answer in 75 words.)
(7.5 Marks)
Question 2:
(10 Marks)
(A) In what ways would the role of a manager working in a non-
standard international
assignment arrangement differ from that of a typical expatriate
manager?
(Answer in 50 words.)
(5 Marks)
(B) Why is it important to include hard, soft and contextual
goals when assessing managerial
performance? (Answer in 50 words.)
(5 Marks)
Question 3:
(15 Marks)
20. You are the HR director of a medium sized firm manufacturing
children’s clothing. Management
has decided that to maintain competitiveness given the flood of
cheaper imports coming into the
country, the company has to manufacture offshore. However it
lacks resources for manufacturing
and decides to use international contracting agreements with a
Singaporean manufacturer.
(Q) You have been asked to analyze the cost-benefit analysis of
the alternate mechanism
available. (Answer in 150 words.)
ALL THE BEST
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
21. Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better
understanding of
the impact between the intersection of an organization’s
strategic plan
and an organization’s management of their human resources i.e.
human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
22. 4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For –
Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
25. 6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
26. 23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
27. understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
28. One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader serves.
29
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
30
Human Resources as a
Strategic Change Agent
29. …utilizing individuals and strategies to expand productivity
Look closely...
is the glass half full or half empty?
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resource Design Program - HRD 329
31
Definition
Strategic Human Resource Planning (SHRP) is a
synergistic, systematic process intersecting strategic
management and human resource
management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm
effectively manages people, to support one’s
organizational strategy, and create a competitive
advantage.
Strategic Human Resource Planning - the model
32
30. 9
A Visual Model for Strategic Human Resource Planning
Custom er Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
31. 33
About Southwest…
34
March 2020
2nd of 100
Top 10 Once Again!
35
Glassdoor, Inc. – SAME Rankin from the employees!
...updated March 26, 2020
36
10
37
Southwest Airlines – the Culture IS Strategy
38
Southwest shares there are 3 basic philosophical pillars or
values in the organization:
Value 1: Work should be fun…it can be play…don’t spoil it
32. Value 2: Work is important…don’t spoil it with seriousness
Value 3: People are important…each one makes a difference.
Southwest’s basic value - business proposition is that people
come first. Always.
Southwest Airlines
39 40
11
41
Southwest Airlines
42
What KEY lessons in HR strategy can we learn from
Southwest Airlines?
Southwest Airlines
43
Kent Couch Traveled 200 Miles
44
12
33. Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
45
1
Human Resources
Strategic Planning
HRM 329
week 3
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
34. Human Resources Management Program
1 2
Evidence-based change is a mind-set & approach
to making HR decisions.
…the principles of evidence-based change must be
combined with a change-management process to ensure a
sustainable competitive advantage for an organization
through HR.
More often than not, decisions about HR and people
management are made on the basis of the instincts or
uninformed preferences of the stakeholders.
The future of the HR profession lies in improving
its ability to make decisions based on evidence.
3
The Five Principles of Evidence-Based Change
Greater strategy in leading-edge HR departments rely on the
following 5 principals:
1.Logic-driven analytics – knowing the WHY behind WHAT
you need. Different for different disciplines and roles
2.Segmentation – understanding the different roles. One cannot
optimize if differences are not known first
3.Risk leverage – knowing when – and when not – to take risks.
4.Integration & synergy – it is important that HR practices work
35. well together, in a unit and across the organization
5.Optimization – investing more where it will make a difference
4
2
Segmentation
…is about discovering the Strategic categories of employees
and potential employees by understanding the most vital
differences between them. These strategic categories are
based on what the organization needs from the employees
and potential employees (demand side) or on what the
organization can offer to attract or motivate them (supply side).
Identifying theses differences allows an organization to craft
unique deals that meet the needs of particular segments and
to target those deals to the segments where they will have the
biggest impact.
Segmentation is about leveraging your employees divisions
to strategically get the best results (ex: exempt and
nonexempt.
5
Class Presentation – 30%
Students in self determined teams of 4+ will make one
presentation per
team to the class. The class will divide up based upon a major
organization/company they select and believe has great issues
or impact in
36. the areas of strategy and HR throughout the United States or
world.
The organizations should not be found in Hidden Value,
Transformative
HR or any organization we talk about in class.
Presentations will be on the last night of class.
Groups should e-mail their PowerPoint presentations to the
instructor at
least 2 days prior to the day of the presentations. No exceptions.
Each
group will have 10 minutes to set up their presentation. The
instructor will
email, through Canvas, the PPT to each student prior to the day
of
class. The presentation, along with commentary, should have
between 6-
12 PowerPoint slides and not exceed 20 minutes in length.
Class Presentations
6
Suggestions from the past (and only that):
PricewaterhouseCoopers
Starbucks
Macy’s
HP
Nordstrom
Coca Cola
IBM
Apple
Microsoft
Google
General Electric
37. McDonalds
Intel
Disney
Patagonia
Class Presentation Groups
7
8
3
Jim Sinegal wasn’t just interested in taking care of the
customers, he wants to take good care of his employees.
Strategically, what is the impact of this mindset?
Many Costco workers have been with the company since it was
founded in 1983. Once hired, they rarely leave.
“Imagine that you have 120,000 loyal ambassadors out there
who are constantly saying good things about Costco.”
How can human resources further support and impact Jim
Sinegal (and Craig Jelinek’s) thought?
What other human resource value strategies are found
at Costco and driven by the human resource department?
9
38. How is Desirability Determined…one thought
10
Trust and relationships are desired by ALL employees.
Reward & recognition
Compensation outside the norm
Seniority Awards
Open communication & transparency at all levels.
psst…if you don’t do it, someone else will.
…the Game Plan for Retaining Human Capital?
an organization Cares & they Show it!
11
Strategic Human Resource Planning
Custom er Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human
Retaining Human Capital
39. Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
SH
R
P
Process
12
4
After examining and determining the organizational climate
towards human
capital, the next vital question to ask is:
Does our Human Resource Department align with the mission of
our
Organization?
Is the organizational focus the problem or is HR the
problem…or both?
Is HR doing what they “think” is right and management “just
better listen!”
40. or
Does HR desire to support the organizational strategy by
fulfilling the human
capital needs through solid, creative transactional processes, so
as to create a
competitive advantage?
If HR is to align with their organization and its mission, it
becomes critical,
regardless of size, to support the mission of the organization
(when it is know) in 3
key areas:
• Providing strategic human resource planning
• Promoting the growth, satisfaction and development of one’s
employees
• Providing support to ensure legal compliance
Fulfilling the Human Capital Needs
13 14
15
What can we learn from SAS?
The SAS business strategy is built on relationships.
Creating VALUE is a another key component to its success.
The company business model is premised on long-term
relationships; both external AND internal. Period.
Turnover is 17% less than the industry at 2%. This
translates to a $100,000,000 savings annually.
A key strategy is to ”create a corporation where it is as
41. much fun for the workers as it is for top management.”
From a human resource view; what and how
does/can HR support the SAS culture?
16
5
Human Resources
Strategic Planning
HRM 329
week 3
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management Program
17