3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
The Executive MBA Program with a specialization in Strategy and Leadership is specifically designed for executives and top managers of various companies. It covers all major topics relevant to the successful leadership and management of the organizations. The aim of the Program is to equip professionals with relevant business knowledge and tools in order to improve their own and company’s performance, identify weaknesses and increase efficiency.
Promoting Organizational Citizenship Behaviour Through High .docxbriancrawford30935
Promoting Organizational Citizenship Behaviour
Through High Involvement Human Resource
Practices: An Attempt to Reduce Turnover Intention
Yu Ghee Wee
Mohamed Dahlan Bin Ibrahim
Faculty of Entrepreneurship and
Business
Universiti Malaysia Kelantan
Kota Bharu, Kelantan, Malaysia
[email protected];
[email protected]
Kamarul Zaman Ahmad
College of Business Administration
Abu Dhabi University
Abu Dhabi
United Arab Emirates
[email protected]
Yap Sheau Fen
Department of Marketing, School of
Business
Monash University, Selangor,
Malaysia
[email protected]
Abstract— This study examines the possibility of inducing
organizational citizenship behavior (OCB) through human
resource (HR) philosophy and high involvement HR practices
administered at the workplace. Leader-member exchange (LMX)
is posited to be a potential mediator. Data was collected from
hotel frontline employees and analyzed through structural
equation modeling. Findings show that HR philosophy drives the
formulation of the bundles of high involvement human resource
practices and such philosophy contributes to employees’
willingness in exhibiting citizenship behavior directed at
individuals (OCBI) as well as organizations (OCBO) as a whole.
High involvement HR practices, however, do not elicit OCB but
are significantly related to LMX, a new theoretical insight which
should invite future research. Although exchanges between
supervisors and subordinates are proven to have influences on
employees’ willingness in performing OCB, LMX does not
mediate the relationship between high involvement HR practices
and OCB. Overall, hotel frontline employees participated in this
study exhibit more of OCBO as a whole, rather than OCBI; and
such behavior reduce their intention to leave. Both theoretical
and practical implications as well as avenues for future research
are discussed.
Keywords - Organizational citizenship behavior, human resource
philosophy, human resource practices, leader-member exchange.
I. INTRODUCTION
For decades, researchers have concluded that HR practices
have a major impact on employee productivity and
commitment (Huselid, 1995; Huselid et al., 1997; Pfeffer,
1998; Pfeffer and Veiga, 1999; Vandenberg et al., 1999;
Wright et al., 2005). This essential role of HR practices are
further affirmed when scholars introduced the concept of
―high performance work systems‖, also called ―high
involvement work practices‖ (Walton, 1985; Womack et al.,
1990; Lawler et al., 1995; Wood, 1999) -- a belief that
employees are organizational asset rather than simply an
expense to be incurred (Wood and Wall, 2002). Although
conceptually supported and empirically tested on various
measurement scales and differing dimensions, none of the
studies have firmly reported any significant relationship
between bundles of high involvement HR practices and OCB.
Organ (1988:4) defined OCB as ―individual behavior t.
The Executive MBA Program with a specialization in Strategy and Leadership is specifically designed for executives and top managers of various companies. It covers all major topics relevant to the successful leadership and management of the organizations. The aim of the Program is to equip professionals with relevant business knowledge and tools in order to improve their own and company’s performance, identify weaknesses and increase efficiency.
Promoting Organizational Citizenship Behaviour Through High .docxbriancrawford30935
Promoting Organizational Citizenship Behaviour
Through High Involvement Human Resource
Practices: An Attempt to Reduce Turnover Intention
Yu Ghee Wee
Mohamed Dahlan Bin Ibrahim
Faculty of Entrepreneurship and
Business
Universiti Malaysia Kelantan
Kota Bharu, Kelantan, Malaysia
[email protected];
[email protected]
Kamarul Zaman Ahmad
College of Business Administration
Abu Dhabi University
Abu Dhabi
United Arab Emirates
[email protected]
Yap Sheau Fen
Department of Marketing, School of
Business
Monash University, Selangor,
Malaysia
[email protected]
Abstract— This study examines the possibility of inducing
organizational citizenship behavior (OCB) through human
resource (HR) philosophy and high involvement HR practices
administered at the workplace. Leader-member exchange (LMX)
is posited to be a potential mediator. Data was collected from
hotel frontline employees and analyzed through structural
equation modeling. Findings show that HR philosophy drives the
formulation of the bundles of high involvement human resource
practices and such philosophy contributes to employees’
willingness in exhibiting citizenship behavior directed at
individuals (OCBI) as well as organizations (OCBO) as a whole.
High involvement HR practices, however, do not elicit OCB but
are significantly related to LMX, a new theoretical insight which
should invite future research. Although exchanges between
supervisors and subordinates are proven to have influences on
employees’ willingness in performing OCB, LMX does not
mediate the relationship between high involvement HR practices
and OCB. Overall, hotel frontline employees participated in this
study exhibit more of OCBO as a whole, rather than OCBI; and
such behavior reduce their intention to leave. Both theoretical
and practical implications as well as avenues for future research
are discussed.
Keywords - Organizational citizenship behavior, human resource
philosophy, human resource practices, leader-member exchange.
I. INTRODUCTION
For decades, researchers have concluded that HR practices
have a major impact on employee productivity and
commitment (Huselid, 1995; Huselid et al., 1997; Pfeffer,
1998; Pfeffer and Veiga, 1999; Vandenberg et al., 1999;
Wright et al., 2005). This essential role of HR practices are
further affirmed when scholars introduced the concept of
―high performance work systems‖, also called ―high
involvement work practices‖ (Walton, 1985; Womack et al.,
1990; Lawler et al., 1995; Wood, 1999) -- a belief that
employees are organizational asset rather than simply an
expense to be incurred (Wood and Wall, 2002). Although
conceptually supported and empirically tested on various
measurement scales and differing dimensions, none of the
studies have firmly reported any significant relationship
between bundles of high involvement HR practices and OCB.
Organ (1988:4) defined OCB as ―individual behavior t.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world
Subjects/Areas We Cover
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
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Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world
Subjects/Areas We Cover
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docxlorainedeserre
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docxlorainedeserre
3
Prototypes of Ethical Problems
Objectives
The reader should be able to:
• Recognize an ethical question and distinguish it from a strictly clinical or legal one.
• Identify three component parts of any ethical problem.
• Describe what an agent is and, more importantly, what it is to be a moral agent.
• Name two prototypical ethical problems.
• Distinguish between two varieties of moral distress.
• Compare the fundamental difference between moral distress and an ethical dilemma.
• Describe the role of emotions in moral distress and ethical dilemmas.
• Describe a type of ethical dilemma that challenges a professional’s desire (and duty) to treat everyone fairly and equitably.
• Discuss the role of locus of authority considerations in ethical problem solving.
• Identify four criteria to assist in deciding who should assume authority for a specific ethical decision to achieve a caring response.
• Describe how shared agency functions in ethical problem solving.
NEW TERMS AND IDEAS YOU WILL ENCOUNTER IN THIS CHAPTER
legal question
disability benefits
ethical question
prototype
clinical question
agent
moral agent
locus of authority
shared agency
moral distress
moral residue
ethical dilemma
Topics in this chapter introduced in earlier chapters
Topic
Introduced in chapter
Ethical problem
1
Integrity
1
Interprofessional care team
1
Professional responsibility
2
A caring response
2
Accountability
2
Social determinants of care
2
Justice
2
Introduction
You have come a long way already and are prepared to take the next steps toward becoming skilled in the art of ethical decision making. The first part of this chapter guides you through an inquiry regarding how to know when you are faced with an ethical question instead of (or in addition to) a clinical or legal question. A further question is raised: How do you know whether the situation that raised the question is a problem that requires your involvement? This chapter helps you prepare to answer that question too. You will learn the basic components of an ethical problem and be introduced to two prototypes of ethical problems. We start with the story of Bill Boyd and Kate Lindy.
 The Story of Bill Boyd and Kate Lindy
Bill Boyd is a 25-year-old soldier who lives in a large city. Bill served in the U.S. Army for more than 6 years and was deployed to both Iraq and Afghanistan for multiple military missions in the past 4 years. During his final deployment, Bill suffered a blast injury in which he sustained significant shoulder and neck trauma and a mild traumatic brain injury (TBI) and posttraumatic stress. He was treated in an inpatient military hospital and transitioned back to his hometown, where he moved into his childhood home with his mother.
Kate Lindy is the outpatient psychologist who has been treating Bill for pain and posttraumatic stress. Bill is in a structured civilian reentry program. This competitive program is administered by a government subcontractor; its goal is to help in ...
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docxlorainedeserre
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3NIMH Opinion or FactThe National Institute of Mental Healt.docxlorainedeserre
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NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docxlorainedeserre
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Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docxlorainedeserre
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Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docxlorainedeserre
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JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docxlorainedeserre
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Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
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Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
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Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
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Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docxlorainedeserre
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Chapter 7
Theories of Teaching
Introduction
Theories of learning are typically only useful to adult learning practitioners when they are applied to the facilitation of learning—a function assigned usually in our society to a person designated as teacher or trainer.
A distinction must be made between theories of learning and theories of teaching. Theories of learning deal with the ways in which people learn, whereas theories of teaching deal with the ways in which one person influences others to learn (Gage, 1972, p. 56).
Presumably, the learning theory subscribed to by a teacher will influence his or her teaching theory.
Early on, Hilgard resisted this fragmentation of learning theory. He identified 20 principles he believed to be universally acceptable from three different families of theories: Stimulus–Response (S–R) theory, cognitive theory, and motivation and personality theory. These principles are summarized in Table 7.1.
Hilgard’s conviction in his belief that his 20 principles would be “in large part acceptable to all parties” was grounded in his limited verification process. The “parties” with whom he checked out these principles were control-oriented theorists. In spite of their differences about the internal mechanics of learning, these theorists are fairly close in their conceptualization of the role of the teacher.
Table 7.1 Summary of Hilgard’s principles
Teaching Concepts Based on Animal and Child Learning Theories
Let’s examine the concepts of a variety of theories about the nature of teaching and the role of the teacher. First, we’ll look at the members of Hilgard’s jury. These include Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné.
Thorndike
Thorndike essentially saw teaching as the control of learning by the management of reward. The teacher and learner must know the characteristics of a good performance in order that practice may be appropriately arranged. Errors must be diagnosed so that they will not be repeated. The teacher is not primarily concerned with the internal states of the organism, but with structuring the situation so that rewards will operate to strengthen desired responses. The learner should be interested, problem-oriented, and attentive. However, the best way to obtain these conditions is to manipulate the learning situation so that the learner accepts the problem posed because of the rewards involved. Attention is maintained and appropriate S–R connections are strengthened through the precise application of rewards toward the goals set by the teacher. A teacher’s role is to cause appropriate S–R bonds to be built up in the learner’s behavior repertoire (Hilgard and Bower, 1966, pp. 22–23; Pittenger and Gooding, 1971, pp. 82–83).
Guthrie
Guthrie’s suggestions for teaching are summarized as follows:
1. If you wish to encourage a particular kind of behavior or discourage another, discover the cues leading to the behavior in question. In the one case, arrange the situation so that the desired be ...
38 Monthly Labor Review • June 2012TelecommutingThe.docxlorainedeserre
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
%38
%9
%5
SafeAssign Originality Report
Computer Security: Foundations - 201950 - CRN163 - Zavgren • Week Eight Assignment
%51Total Score: High riskSanthosh Muthyapu
Submission UUID: febbc9ef-e6b9-70f0-6bf0-fe171274dcc9
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Santhosh Muthyapu week 8.docx
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Running Head: INDUSTRIAL ESPIONAGE ALLEGED BY DAVID 1
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID DOE 2
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID Name: Santhosh Muthyapu Course: Computer Security: Foundations Date of Submission: 08/20//2019
The steps ought to have been taken in detecting Industrial Espionage Alleged by David Doe
David Doe was a network administrator for the ABC company. The ABC company ought to have taken various steps in detecting Industrial Espionage alleged by
David Doe. First, it should evaluate threat and risk data as well as log data from numerous sources, intending to acquire information about security that would
enhance instant response to security incidents. The manager should be in place to detect any warning signal. An instance is when David is unhappy since he is
passed over for promotion three times. The vital warning signs that a representative may have incorporates bringing home materials having a place with the
organization, being keen on things outside their duties, mainly that are related to the contender of the organization. However, David is alleged to have duplicated the
company’s research after quitting the company and starting his own consulting business (Ho & Hollister, J2015) To predict risks in the network traffic, and dangerous
malware, the company should install signature and behavior-based detection devices. Advanced Cyber Intrusion Detection enhance this. To enable immediate
response as soon as the alerts of faults, attacks, or misuse indications, there should be a correlation, analysis, and collection of server clients’ logs. For the
integrity of local systems, it is essential to ensure regular checks. It was necessary for intrusion finding (Jin & van Dijk, 2018). This involves an outline of possible
security liabilities in software and operating systems applications. Us ...
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
3HR StrategiesKey concepts and termsHigh commitment .docx
1. 3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these
key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
2. How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that
leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or
strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and
answers the following ques-
tions: What are HR strategies? What are the main types of
overall HR strategies? What are the
main areas in which specifi c HR strategies are developed?
What are the criteria for an effective
HR strategy? How should HR strategies be developed? How
should HR strategies be
3. implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about
its human resource manage-
ment policies and practices and how they should be integrated
with the business strategy and
each other. They are described by Dyer and Reeves (1995) as
‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999)
suggest that:
A strategy, whether it is an HR strategy or any other kind of
management strategy must
have two key elements: there must be strategic objectives (ie
things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the
means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an
organization intends to do about its
human resource management policies and practices now and in
the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and
managers should perform well in
the present to succeed in the future. HR strategies aim to meet
both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of
purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There
is no great strategy, only great
execution.’
4. Because all organizations are different, all HR strategies are
different. There is no such thing as
a standard strategy and research into HR strategy conducted by
Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations.
Some strategies are simply very
general declarations of intent. Others go into much more detail.
But two basic types of HR
strategies can be identifi ed; these are: 1) general strategies
such as high-performance working,
and 2) specifi c strategies relating to the different aspects of
human resource management such
as learning and development and reward.
HR Strategies 49
General HR strategies
General strategies describe the overall system or bundle of
complementary HR practices that
the organization proposes to adopt or puts into effect in order to
improve organizational per-
formance. The three main approaches are summarized below.
1. High-performance management
High-performance management or high-performance working
aims to make an impact on
the performance of the organization in such areas as
productivity, quality, levels of customer
service, growth and profi ts. High-performance management
practices include rigorous recruit-
ment and selection procedures, extensive and relevant training
5. and management development
activities, incentive pay systems and performance management
processes.
These practices are often called ‘high-performance work
systems’ (HPWS) which, as defi ned
by Appelbaum et al (2000), comprise practices that can
facilitate employee involvement, skill
enhancement and motivation. Thompson and Heron (2005) refer
to them as ‘high-perform-
ance work organization practices’ which, they say, ‘consist of
work practices that invest in the
skills and abilities of employees, design work in ways that
enable employee collaboration in
problem solving and provide incentives to motivate workers to
use their discretionary effort’.
This term is more frequently used than either high-commitment
management or high-involve-
ment management, although there is a degree of overlap
between these approaches and an
HPWS and the terms ‘high performance’ and ‘high commitment’
are sometimes used
interchangeably.
2. High-commitment management
One of the defi ning characteristics of HRM is its emphasis on
the importance of enhancing
mutual commitment (Walton, 1985b). High-commitment
management has been described by
Wood (1996) as: ‘A form of management which is aimed at
eliciting a commitment so that
behaviour is primarily self-regulated rather than controlled by
sanctions and pressures exter-
nal to the individual, and relations within the organization are
based on high levels of trust.’
6. The following defi nitions expand these statements.
50 Human Resource Management
High commitment management defi ned, Wood (1999)
High-commitment management is generally characterized as
entailing, a) a
particular orientation on the part of employers to their
employees, based on an
underlying conception of them as assets to be developed rather
than as dispos-
able factors of production, and b) the combined use of certain
personnel prac-
tices, such as job redesign, job fl exibility, problem-solving
groups, team working
and minimal status differences.
Approaches to achieving high commitment, Beer et al (1984)
and Walton
(1985b)
The development of career ladders and emphasis on trainability
and •
commitment as highly valued characteristics of employees at all
levels
in the organization.
A high level of functional fl exibility with the abandonment of
poten- •
tially rigid job descriptions.
The reduction of hierarchies and the ending of status
7. differentials. •
A heavy reliance on team structure for disseminating
information (team •
briefi ng), structuring work (team working) and problem solving
(quality circles).
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Wood and Albanese (1995) added to this list:
job design as something management consciously does in order
to provide jobs that •
have a considerable level of intrinsic satisfaction;
a policy of no compulsory lay-offs or redundancies and
permanent employment guar- •
antees with the possible use of temporary workers to cushion fl
uctuations in the
demand for labour;
new forms of assessment and payment systems and, more specifi
cally, merit pay and •
profi t sharing;
a high involvement of employees in the management of quality.
8. •
As defi ned above, there are many similarities between high-
performance and high-commit-
ment management. In fact, there is much common ground
between the practices included in
all of these approaches as Sung and Ashton (2005) comment.
HR Strategies 51
Comparison of approaches, Sung and Ashton (2005)
In some cases high performance work practices are called ‘high
commitment
practices’ (Walton, 1985a) or ‘high involvement management’
(Lawler, 1986).
More recently they have been termed ‘high performance
organizations’ (Lawler
et al, 1998) or ‘high-involvement’ work practices (Wood et al,
2001). Whilst
these studies are referring to the same general phenomena the
use of different
‘labels’ has undoubtedly added to the confusion.
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However, a study of the literature shows that the most
frequently used term is ‘high-per-
formance management’, which is why in this book it is given
more detailed consideration in
Chapter 12.
3. High-involvement management
As defi ned by Benson et al (2006): ‘High-involvement work
practices are a specifi c set of
human resource practices that focus on employee decision
making, power, access to informa-
tion, training and incentives.’ The term ‘high involvement’ was
used by Lawler (1986) to
describe management systems based on commitment and
involvement, as opposed to the old
bureaucratic model based on control. The underlying hypothesis
is that employees will increase
their involvement with the company if they are given the
opportunity to control and under-
stand their work. He claimed that high-involvement practices
worked well because they acted
as a synergy and had a multiplicative effect. This approach
involves treating employees as part-
ners in the enterprise whose interests are respected and who
have a voice on matters that
concern them. It is concerned with communication and
involvement. The aim is to create a
climate in which a continuing dialogue between managers and
the members of their teams
takes place in order to defi ne expectations and share
information on the organization’s mission,
values and objectives. This establishes mutual understanding of
what is to be achieved and a
10. framework for managing and developing people to ensure that it
will be achieved.
The practices included in a high-involvement system have
sometimes expanded beyond this
original concept and included high-performance practices. For
example, as noted above, high-
performance practices usually include relevant training and
incentive pay systems. Sung and
Ashton (2005) include high-involvement practices as one of the
three broad areas of a high-
performance work system (the other two being human resource
practices and reward and
commitment practices).
52 Human Resource Management
Examples of general HR strategies
A local authority
As expressed by the chief executive of this borough council,
their HR strategy is about:
having a very strong focus on the overall effectiveness of the
organization, its direction
and how it’s performing; there is commitment to, and belief in,
and respect for indi-
viduals, and I think that these are very important factors.
A public utility
The only HR strategy you really need is the tangible expression
of values and the imple-
mentation of values… unless you get the human resource values
11. right you can forget all
the rest. (Managing Director)
A manufacturing company
The HR strategy is to stimulate changes on a broad front aimed
ultimately at achieving
competitive advantage through the efforts of our people. In an
industry of fast followers,
those who learn quickest will be the winners. (HR Director)
A retail stores group
The biggest challenge will be to maintain (our) competitive
advantage and to do that
we need to maintain and continue to attract very high calibre
people. The key differen-
tiator on anything any company does is fundamentally the
people, and I think that
people tend to forget that they are the most important asset.
Money is easy to get hold
of, good people are not. All we do in terms of training and
manpower planning is
directly linked to business improvement. (Managing Director)
Specifi c HR strategies
Specifi c HR strategies set out what the organization intends to
do in areas such as:
Human capital management – obtaining, analysing and reporting
on data that inform •
the direction of value-adding people management, strategic,
investment and opera-
tional decisions.
12. Corporate social responsibility – a commitment to managing the
business ethically in •
order to make a positive impact on society and the environment.
HR Strategies 53
Organization development – the planning and implementation of
programmes •
designed to enhance the effectiveness with which an
organization functions and
responds to change.
Engagement – the development and implementation of policies
designed to increase •
the level of employees’ engagement with their work and the
organization.
Knowledge management – creating, acquiring, capturing,
sharing and using knowl- •
edge to enhance learning and performance.
Resourcing – attracting and retaining high quality people. •
Talent management – how the organization ensures that it has
the talented people it •
needs to achieve success.
Learning and development – providing an environment in which
employees are encour- •
aged to learn and develop.
Reward – defi ning what the organization wants to do in the
longer term to develop and •
implement reward policies, practices and processes that will
13. further the achievement of
its business goals and meet the needs of its stakeholders.
Employee relations – defi ning the intentions of the
organization about what needs to •
be done and what needs to be changed in the ways in which the
organization manages
its relationships with employees and their trade unions.
Employee well-being – meeting the needs of employees for a
healthy, safe and support- •
ive work environment.
Criteria for an effective HR strategy
An effective HR strategy is one that works in the sense that it
achieves what it sets out to
achieve. Its particular requirements are set out below.
Criteria for an effective HR strategy
It will satisfy business needs. •
It is founded on detailed analysis and study, not just wishful
thinking. •
It can be turned into actionable programmes that anticipate
implementation •
requirements and problems.
It is coherent and integrated, being composed of components
that fi t with and •
support each other.
14. 54 Human Resource Management
How should HR strategies be formulated?
Propositions about the formulation of HR strategy, Boxall
(1993)
The strategy formation process is complex, and excessively
rationalistic •
models that advocate formalistic linkages between strategic
planning
and HR planning are not particularly helpful to our
understanding of
it.
Business strategy may be an important infl uence on HR
strategy but it •
is only one of several factors.
Implicit (if not explicit) in the mix of factors that infl uence the
shape of •
HR strategies is a set of historical compromises and trade-offs
from
stakeholders.
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15. Strategic options and choices
The process of formulating HR strategies involves generating
strategic HRM options and then
making appropriate strategic choices. It has been noted by
Cappelli (1999) that: ‘The choice of
practices that an employer pursues is heavily contingent on a
number of factors at the organi-
zational level, including their own business and production
strategies, support of HR policies,
and cooperative labour relations.’ The process of developing
HR strategies involves the adop-
tion of a contingent approach in generating strategic HRM
options and then making appro-
priate strategic choices. There is seldom if ever one right way
forward.
‘Inside-out’ and ‘outside-in’ approaches to formulating HR
strategies
Research conducted by Wright et al (2004) identifi ed two
approaches that can be adopted by
HR to strategy formulation: the inside-out approach and the
outside-in approach. They made
the following observations about the HR-strategy linkage:
It takes account of the needs of line managers and employees
generally as well •
as those of the organization and its other stakeholders. As
Boxall and Purcell
(2003) emphasize: ‘HR planning should aim to meet the needs
of the key stake-
holder groups involved in people management in the fi rm.’
16. HR Strategies 55
At the extreme, the ‘inside-out’ approach begins with the status
quo HR function (in
terms of skills, processes, technologies, etc) and then attempts
(with varying degrees of
success) to identify linkages to the business (usually through
focusing on ‘people issues’),
making minor adjustments to HR activities along the way… On
the other hand, a few
fi rms have made a paradynamic shift to build their HR
strategies from the starting point
of the business. Within these ‘outside-in’ HR functions, the
starting point is the business,
including the customer, competitor and business issues they
face. The HR strategy then
derives directly from these challenges to create real solutions
and add real value.
They suggested that ‘the most advanced linkage was the
“integrative” linkage in which the
senior HR executive was part of the top management team, and
was able to sit at the table and
contribute during development of the business strategy’.
In reality HR strategies are more likely to fl ow from business
strategies, which will be domi-
nated by product/market and fi nancial considerations. But there
is still room for HR to make
a useful, even essential contribution at the stage when business
strategies are conceived, for
example, by focusing on resource issues. This contribution may
be more signifi cant if strategy
formulation is an emergent or evolutionary process – HR
strategic issues will then be dealt
17. with as they arise during the course of formulating and
implementing the corporate strategy.
Issues in developing HR strategies
Five fundamental questions that need to be asked in developing
HR strategies have been posed
by Becker and Huselid (1998):
1. What are the fi rm’s strategic objectives?
2. How are these translated into unit objectives?
3. What do unit managers consider are the ‘performance drivers’
of those objectives?
4. How do the skills, motivation and structure of the fi rm’s
workforce infl uence these per-
formance drivers?
5. How does the HR system infl uence the skills, motivation and
structure of the workforce?
But many different routes may be followed when formulating
HR strategies – there is no one
right way. On the basis of their research in 30 well-known
companies, Tyson and Witcher (1994)
commented that: ‘The different approaches to strategy
formation refl ect different ways to manage
change and different ways to bring the people part of the
business into line with business goals.’
In developing HR strategies, process may be as important as
content. Tyson and Witcher (1994)
also noted from their research that: ‘The process of formulating
HR strategy was often as
18. 56 Human Resource Management
important as the content of the strategy ultimately agreed. It
was argued that by working
through strategic issues and highlighting points of tension, new
ideas emerged and a consen-
sus over goals was found.’
There are two key issues to be addressed in developing HR
strategies: achieving vertical fi t or
integration and achieving horizontal fi t or integration
(bundling).
1. Achieving vertical fi t – integrating business and HR
strategies
Wright and Snell (1998) suggest that seeking fi t requires
knowledge of the business strategy,
knowledge of the skills and behaviour necessary to implement
the strategy, knowledge of the
HRM practices necessary to elicit those skills and behaviours,
and the ability quickly to develop
and implement the desired system of HRM practices.
When considering how to integrate business and HR strategies it
should be remembered that
business and HR issues infl uence each other and in turn infl
uence corporate and business unit
strategies. It is also necessary to note that in establishing these
links, account must be taken of
the fact that strategies for change have also to be integrated
with changes in the external and
internal environments. Fit may exist at a point in time but
19. circumstances will change and fi t
no longer exists. An excessive pursuit of ‘fi t’ with the status
quo will inhibit the fl exibility of
approach that is essential in turbulent conditions.
An illustration of how HR strategies could fi t vertically with
one or other of the competitive
strategies listed by Porter (1985) is given in Table 3.1.
Table 3.1 Achieving vertical fi t between HR and business
strategies
HR strategy Competitive strategy
Achieve competitive
advantage through
innovation
Achieve competitive
advantage through
quality
Achieve competitive
advantage through
cost-leadership
Resourcing Recruit and retain
high quality people
with innovative skills
and a good track
record in innovation
Use sophisticated
selection procedures to
recruit people who are
likely to deliver quality
20. and high levels of
customer service
Develop core/
periphery employment
structures; recruit
people who are likely
to add value; if
unavoidable, plan and
manage downsizing
humanely
HR Strategies 57
HR strategy Competitive strategy
Achieve competitive
advantage through
innovation
Achieve competitive
advantage through
quality
Achieve competitive
advantage through
cost-leadership
Learning and
development
Develop strategic
capability and provide
encouragement and
21. facilities for enhancing
innovative skills and
enhancing the intellec-
tual capital of the
organization
Encourage the
development of a
learning organization,
develop and
implement knowledge
management processes,
support total quality
and customer care
initiatives with focused
training
Provide training
designed to improve
productivity;
inaugurate just-in-time
training which is
closely linked to
immediate
business needs and can
generate measurable
improvements in cost-
effectiveness
Reward Provide fi nancial
incentives and rewards
and recognition for
successful innovations
Link rewards to quality
performance and the
22. achievement of high
standards of customer
service
Review all reward
practices to ensure that
they provide value for
money and do not lead
to unnecessary
expenditure
The factors that can make the achievement of good vertical fi t
diffi cult are:
The business strategy may not be clearly defi ned – it could be
in an emergent or evolu- •
tionary state, which would mean that there would be little or
nothing with which to fi t
the HR strategy.
Even if the business strategy is clear, it may be diffi cult to
determine precisely how HR •
strategies could help in specifi c ways to support the
achievement of particular business
objectives – a good business case can only be made if it can be
demonstrated that there
will be a measurable link between the HR strategy and business
performance in the
area concerned.
Even if there is a link, HR specialists do not always have the
strategic capability to make •
the connection – they need to be able to see the big picture,
understand the business
drivers and appreciate how HR policies and practices can
impact on them.
23. Table 3.1 continued
58 Human Resource Management
Barriers exist between top management and HR – the former
may not be receptive •
because they don’t believe this is necessary and HR is not
capable of persuading them
that they should listen, or HR lacks access to top management
on strategic issues, or HR
lacks credibility with top management as a function that knows
anything about the
business or should even have anything to do with the business.
It is up to HR practitioners in their strategic role to overcome
these problems by getting to
know what the business is aiming to do and what drives it (this
should be possible even when
strategies are ‘emergent’), understanding just how HR practices
make an impact, and achiev-
ing access to strategic business decision making by
demonstrating their credibility as an inte-
gral part of the management of the business.
2. Achieving horizontal fi t (bundling)
Horizontal fi t or integration is achieved when the various HR
strategies cohere and are mutu-
ally supporting. This can be attained by the process of
‘bundling’, which is carried out by fi rst
identifying appropriate HR practices; second, assessing how the
items in the bundle can be
linked together so that they become mutually reinforcing; and fi
24. nally drawing up programmes
for the development of these practices, paying particular
attention to the links between them.
The use of high-performance, high-involvement or high-
commitment systems as described
earlier in this chapter is an integrating process. The essence of
these systems is that they each
consist of a set of complementary work practices that are
developed and maintained as a
whole. Other integrating activities or processes are talent
management, performance manage-
ment and the use of competencies.
The factors that inhibit the achievement of horizontal fi t are
diffi culties in:
deciding which bundles are likely to be best; •
actually linking practices together – it is always easier to deal
with one practice at a •
time;
managing the interdependencies between different parts of a
bundle; •
convincing top management and line managers that bundling
will benefi t the organi- •
zation and them.
These can be overcome by dedicated HR professionals, but it is
hard work.
Setting out the strategy
There is no standard model of how an HR strategy should be set
25. out; it all depends on the cir-
cumstances of the organization. But the typical areas that may
be covered in a written strategy
are set out below.
HR Strategies 59
Typical areas that may be covered in a written HR strategy
Basic considerations – business needs in terms of the key
elements of the busi- •
ness strategy; environmental factors and analysis
(SWOT/PESTLE) and cultural
factors – possible helps or hindrances to implementation.
Content – details of the proposed HR strategy. •
Rationale – the business case for the strategy against the
background of business •
needs and environmental/cultural factors.
Implementation plan – an action programme, defi nitions of
responsibilities •
and resource requirements and arrangements for communication,
consulta-
tion, involvement and training.
Costs and benefi ts analysis – an assessment of the resource
implications of the •
plan (costs, people and facilities) and the benefi ts that will
accrue, for the organ-
ization as a whole, for line managers and for individual
employees. (So far as
possible these benefi ts should be quantifi ed in terms of added
26. value or return
on investment.)
Implementing HR strategies
All too often, 80 per cent of the time spent on strategic
management is devoted to designing
strategies and only 20 per cent is spent on planning their
implementation. It should be the
other way round. It is necessary to plan with implementation in
mind.
Because strategies tend to be expressed as abstractions, they
must be translated into pro-
grammes with clearly stated objectives and deliverables. It is
necessary to avoid saying, in effect:
‘We need to get from here to there but we don’t care how.’
Getting strategies into action is not
easy. Too often, strategists act like Mr Pecksmith who was
compared by Dickens (1843) to ‘a
direction-post which is always telling the way to a place and
never goes there’.
The term ‘strategic HRM’ has been devalued in some quarters;
sometimes to mean no
more than a few generalized ideas about HR policies, at other
times to describe a short-
term plan, for example, to increase the retention rate of
graduates. It must be emphasized
that HR strategies are not just programmes, policies, or plans
concerning HR issues that
the HR department happens to feel are important. Piecemeal
initiatives do not constitute
strategy.
The problem with strategic HRM as noted by Gratton et al
27. (1999) is that too often there is a
gap between what the strategy states will be achieved and what
actually happens to it. The
60 Human Resource Management
factors they identifi ed as contributing to creating this say/do
gap between the strategy as
designed and the strategy as implemented include:
the tendency of employees in diverse organizations only to
accept initiatives they per- •
ceive to be relevant to their own areas;
the tendency of long-serving employees to cling to the status
quo; •
complex or ambiguous initiatives may not be understood by
employees or will be per- •
ceived differently by them, especially in large, diverse
organizations;
it is more diffi cult to gain acceptance of non-routine
initiatives; •
employees will be hostile to initiatives if they are believed to be
in confl ict with the •
organization’s identity, eg downsizing in a culture of ‘job-for-
life’;
the initiative is seen as a threat; •
inconsistencies between corporate strategies and values; •
28. the extent to which senior management is trusted; •
the perceived fairness of the initiative; •
the extent to which existing processes could help to embed the
initiative; •
a bureaucratic culture, which leads to inertia. •
Barriers to the implementation of HR strategies
Each of the factors listed by Gratton et al (1999) can create
barriers to the successful imple-
mentation of HR strategies. Other major barriers include failure
to understand the strategic
needs of the business, inadequate assessment of the
environmental and cultural factors that
affect the content of the strategies, and the development of ill-
conceived and irrelevant initia-
tives, possibly because they are current fads or because there
has been an ill-digested analysis
of best practice that does not fi t the organization’s
requirements. These problems are com-
pounded when insuffi cient attention is paid to practical
implementation problems, the impor-
tant role of line managers in implementing strategies, and the
need to have established
supporting processes for the initiative (eg, performance
management to support performance
pay).
Approaches to implementation
An implementation programme that overcomes these barriers
needs to be based on:
29. a rigorous preliminary analysis of the strategic needs of the
business and how the strat- •
egy will help to meet them;
HR Strategies 61
a communication programme that spells out what the strategy is,
what it is expected to •
achieve and how it is to be introduced;
the involvement of those who will be concerned with the
strategy, eg line managers, in •
identifying implementation problems and how they should be
dealt with;
the preparation of action plans that indicate who does what and
when; •
project managing the implementation in a way that ensures that
the action plans are •
achieved.
HR strategies – key learning points
Purpose of HR strategy
To articulate what an organization intends
to do about its human resource manage-
ment policies and practices now and in the
longer term.
General HR strategy areas
High-performance management, high-
30. commitment management and high-
involvement management
Specifi c HR strategy areas
Human capital management, corporate
social responsibility, organization develop-
ment, engagement, knowledge manage-
ment, employee resourcing, talent
management, learning and development,
reward, employee relations, and employee
well-being.
Criteria for an effective HR strategy
satisfi es business needs; •
founded on detailed analysis and •
study;
can be turned into actionable •
programmes;
is coherent and integrated; •
takes account of the needs of line •
managers and employees generally
as well as those of the organization
and its other stakeholders.
Fundamental questions on the
development of HR strategy
What are the fi rm’s strategic objec- •
tives and how are these translated
into unit objectives?
31. What are the ‘performance drivers’ •
of those objectives and how do the
skills, motivation and structure of
the fi rm’s workforce infl uence these
performance drivers?
How does the HR system infl uence •
the skills, motivation and structure
of the workforce?
How the vertical integration of
business and HR strategies is
achieved
Understand what the business is aiming to
do and what drives it, and how HR prac-
tices make an impact on these drivers.
62 Human Resource Management
HR strategies – key learning points (continued)
How horizontal fi t (bundling) is
achieved
Identify appropriate HR practices, assess
how these items can be bundled together so
that they become mutually reinforcing, and
draw up programmes for the development
of these practices, paying particular atten-
tion to the links between them.
How HR strategies can be set out
32. The format will vary but may typically be
set out under the following headings:
Basic considerations. •
Content. •
Rationale. •
Implementation plan. •
Costs and benefi ts analysis. •
How HR strategies can be
imple mented
Analyse business needs and how the •
HR strategy will help to meet them.
Communicate full information on •
the strategy and what it is expected
to achieve.
Involve those concerned in identify- •
ing implementation problems and
how they should be dealt with.
Prepare action plans. •
Plan and execute a programme of •
project management that ensures
that the action plans are achieved.
Questions
33. 1. Critically evaluate the following statement by Lester Digman
(1990): ‘Since most strate-
gic decisions are event-driven rather than programmed they are
unplanned. Accordingly
they should be seen in terms of preferences, choices and
matches rather than exercises in
applied logic.’
2. You have been asked to write an article for your CIPD branch
newsletter on ‘What are
the main characteristics of an HR strategy?’ You have also been
asked to include exam-
ples from your own organization or a published article or book.
Draft an outline of the
article.
3. A colleague says to you: ‘It’s all very well talking about
integrated HR strategy but what
does it mean for us?’ Reply.
HR Strategies 63
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4. Prepare a presentation for your fellow students on ‘What
makes a good HR strategy?’
Illustrate with examples.
5. You have received an e-mail from your boss, the HR director,
with the message: ‘We hear
a lot about integrating the HR strategy with the business
strategy but what does this
mean? What are the problems in doing it? How do we overcome
these problems?’
Reply.
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through a combination of
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are presented as a package
of high-commitment practices. To what extent is this picture of
high-commitment
practices as manipulative true?
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Discussion #1
What other non-narcotic medication options can you offer to
this patient?
The goal of treatment for all pain is elimination. In cases of
chronic pain, this is less likely to occur, and a more realistic
goal might be to reduce the pain to a tolerable level to
maximize function and quality of life. As with acute pain
management, it is desirable to meet treatment goals with
minimum side effects (Woo & Robinson, 2016).
I would prescribe for this patient an NSAID like Ibuprofen 800
mg 1 tab orally every 6 hours as needed for pain. I would add
Omeprazole 20 mg 1 tab orally daily before breakfast to
minimize GI discomfort.
What patient education is needed with them?
The most common side effects of Ibuprofen are dizziness,
epigastric pain, heartburn, constipation, nausea, rash, edema,
fluid retention, headache, and vomiting. Nonsteroidal anti-
inflammatory drugs (NSAIDs) may increase the risk of serious
cardiovascular thrombotic events, myocardial infarction (MI),
and stroke. NSAIDs increase the risk of serious GI adverse
events, including bleeding, ulceration, and gastric or intestinal
perforation, that can be fatal (Advil, Motrin, 2019).
What would you do if the patient and his wife tell you that none
of them work for him?
I would recommend lifestyle modifications like weight loss,
exercises, healthy diet. He could benefit from physical therapy,
39. massage, acupuncture, and relaxation techniques like deep
breathing and meditation.
Discussion 3
You are concerned that this patient may have a substance abuse
problem.
What screening testing is available for you to use that is
reliable and valid?
Comprehensive urine drug testing is performed when the drug
abuse habit of the patient is unknown but suspected.
Naloxone challenge test: This test is performed to assess
physical dependence. An intramuscular injection or IV, 0.2-0.8
mg of naloxone is administered. A positive test is indicative of
physical dependence and consists of typical withdrawal
symptoms and signs. These symptoms and signs usually last for
30-60 minutes. This test is found to be very helpful before
starting opiate antagonists for maintenance therapy. Starting
opioid antagonists, such as naltrexone, soon after detoxification
may cause withdrawal symptoms and discourage patients from
further treatment (Dixon, 2018).
What strategies would you suggest for this patient if he was
found to have a problem?
Current guidelines recommend comprehensive treatment with
pharmacological agents such as methadone, buprenorphine, or
buprenorphine combined with naloxone as well as psychosocial
therapy. Acute opioid-related disorders that require medical
management include opioid intoxication, opioid overdose, and
opioid withdrawal. Treatment of chronic opioid abuse includes
opioid agonist therapy (OAT), psychotherapy, and treatment of
acute pain in patients already on maintenance therapy (Dixon,
2018).
What type of referrals would you make?
Patients who need pain management beyond the acute phase
should be referred to another provider with this expertise. We
must document the referral in the patient’s health record. We
should consider referral also for patients who seek opioids
beyond when they are likely to be needed (The role of the Nurse
40. in preventing opioid abuse, 2017).
Discussion #2
You are concerned that this patient may have a substance abuse
problem.
What screening testing is available for you to use that is
reliable and valid?
There are two appropriate screening tests for this patient to
determine if he has a substance abuse problem:
CAGE-AID questionnaire; an addiction risk tool, used to
determine whether a patient may be suffering from addiction.
The questions are focused on past drug and/or alcohol
abuse (Woo & Wynne, 2012).
DAST-20 screening tool; uses a similar set of questions to
assess for chemical dependency. The questions admittedly seem
to assume drug abuse and are probablynot as appropriate as
the CAGE-AIDquestionnaire for patients in whom chemical
dependency is more possible than probable (Woo & Wynne,
2012).
What strategies would you suggest for this patient if he was
found to have a problem?
According to Woo & Wynne (2012) Although opiates carry a
high risk for physical tolerance, as well as having “street
value,” they are still appropriate for the treatment of severe
pain. If the patient is found to have a chemical dependency
problem, initiating a pain contract may be appropriate.
Obtaining informed consent should be done as well prior to the
start opiate therapy and documented in the patient’s medical
record. Not using partial agonists or mixed-agonists for patients
who have a history of chemical dependency or who may be
currently using opiate derivatives, is another useful strategy
(Woo & Wynne, 2012).
What type of referrals would you make?
Referrals that may be beneficial for this patient include a
Physical Therapy consultation, to aid in increasing his activity
41. level and possibly developing an exercise routine. Also, an
evaluation by a Clinical Psychologist, to further evaluate and
monitor his cognitive-behavioral status (Woo & Wynne, 2012).
Discussion 4
After some investigating, you find that Howard actually is
seeing a pain specialist who has given him epidural injections
and prescribes medication for him.
How does that impact any intervention that you may consider?
A statewide prescription drug-monitoring program would assist
in evaluating whether the patient is obtaining prescriptions from
other prescribers, in addition to the pain specialist. This vital
information would validate the decision to decrease and/or
adjust my prescribing of all medications for this patient,
including controlled substances. For monitoring of
prescriptions, the patient would be instructed to bring all
medication vials to each scheduled appointment. To identify the
patient’s illicit and prescribed drug use, routine urine drug
screening will also be performed at each appointment (Woo &
Wynne, 2012).
What other pharmacological options could you offer him?
Woo & Wynne (2012) A pharmacological option recommended
for this patient is the pure opioid
agonist Methadone(Dolophine); Usual starting dose for
moderate to severe pain in opioid-naïve patients, 2.5 mg orally
Q8-12 hrs. for adults and children greater than or equal to 50
kg. Larger doses may be required for analgesia during chronic
therapy (Vallerand & Sanoski, 2019).
What nonpharmacological options could you suggest?
Suggestive nonpharmacological options include weight loss (if
indicated), increased activity which may include an exercise
routine, setting personal goals and identifying effective coping
mechanisms to assist with stress management (Woo & Wynne,
2012).