MHR 6901, Compensation Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the role of employees, employers, unions, and the government in the development of
compensation programs.
1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
1.2 Explain how compensation plans can influence the success of an organization.
1.3 Explore how influences outside an organization can affect its compensation plan.
2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order
11246 on compensation practices.
2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and
Executive Order 11246.
2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and
Executive Order 11246 were implemented.
Course/Unit
Learning Outcomes
Learning Activity
1.1 Unit I Essay
1.2 Unit I Essay
1.3 Unit I Essay
2.1 Unit I Essay
2.2 Unit I Essay
Reading Assignment
Chapter 1: Strategic Compensation: A Component of Human Resource Systems
Chapter 2: Contextual Influences on Compensation Practice
Unit Lesson
Hello, and welcome to this course. This course is an introduction to the area of compensation management.
This course looks at how compensation is developed, evaluated, and managed within an organization. You
will examine different theories of compensation management, why employees and non-employees are paid,
the manner in which they are paid, and different types of pay programs.
This course will be broken down into six different parts, which include strategic compensation, bases for pay,
designing compensation systems, employee benefits, compensation challenges, and compensation issues
around the world. When studying bases for pay, you will look at the traditional bases of pay, which include
merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that recognize
employee contributions, are internally consistent, and are competitive within the market. When reviewing
employee benefits, you will review both discretionary benefits and legally required benefits. Compensation
challenges will include the controversy surrounding executive compensation in the United States and paying
contingent or flexible employees. Finally, you will address compensation systems around the word and
compensating expatriates. As you can see, a wide array of compensation issues are present in today’s
workforce.
In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
do you think of when you hear the words compensation and strategic compensation? Most people think of
UNIT I STUDY GUIDE
Strategic Compensation
MHR 6901, Compensation Management 2
UNIT x STUDY GUIDE
Title
compensation as their pay and benefits, which is basically correct. The ...
Running head EMPLOYEE BENEFITS PROGRAMS .docxtodd271
Running head: EMPLOYEE BENEFITS PROGRAMS 1
EMPLOYEE BENEFITS PROGRAMS 7
Strategic Value of Employee Benefits Programs
Phyllis Spears Jones
Strayer University
HRM599 Capstone
Dr. Gary Wash
June 2, 2020
Strategic Value of Employee Benefits Programs
For a commercial entity to stay competitive in the changing business world, it needs to have a strategic human resource department that acts as a strategic partner to ensure it has the best to gain a competitive advantage. The human resources department, therefore, needs to put itself in a decisive role that helps it to attract and retain highly skilled employees. This is affected by several factors that include types of benefits from the company that accrues to the workers. In other words, employee benefit programs are useful in creating an atmosphere that makes employees more engaged and motivated (Klonoski, 2016). Therefore, for a company to be strategically in terms of competition, the human resources department needs to step away from conventional administrative roles to be a strategic partner who recognizes the value of employee benefit programs and the role they play in generating a significant competitive advantage. This makes it vital to be mindful that an excellent employee benefits package attracts and maintains the skills required to distinguish a company from its competitors. This paper discusses the factors to considers when providing employee benefit programs, compares and contrasts income protection programs, and pays for time not worked programs and other benefits that are necessary for the benefits package.
Factors to Consider Before Providing Employee Benefits Programs
Everyone is aware that rewards are components of an organization's overall incentive package. It is also worth noting that other than the traditional pensions and healthcare plans, employees need a broader choice of benefits that reflect the changing needs and lifestyles (Hagel & White, 2016). It is undeniable that every commercial entity must ensure that it has in place attractive employee compensation packages to attract and retain the talent needed to gain a meaningful competitive advantage. It must, however, be recalled that many essential variables play a crucial role in deciding an economic entity's employee benefits programs. One of these variables is the type of benefits to be provided. Some benefits are too expensive to provide while others are within reach of many business organizations. Therefore, a commercial enterprise must weigh its financial soundness to avoid providing a benefits program that works against its overall objectives.
Another variable to consider is aligning the benefits strategy with the business objectives. The human resource department of an organization must revisit a plan quite regularly to ensure that it meets the changin.
Running Head Employee Compensation1Employee compensation5.docxcharisellington63520
Running Head: Employee Compensation 1
Employee compensation 5
Employee Compensation
Name:
Institution Affiliation
Course Title
Professor
Date
Employee compensation covers various things. Amongst the things that are part of it are conception philosophies, salary surveys, and discretionary benefits. These three are inevitable when it comes to employee compensation. In this paper, we shall expound more on these three contents.
The compensation philosophy of a company contains the guiding principles that are useful when making decisions regarding compensation (Services, 2003). It expresses the need to hire and retain the best talent. It also explains why the organization compensates employees the way it does. The compensation philosophy of Maersk Company covers various areas. Maersk has taken a lot of measures towards ensuring their talent management efficient. Maersk Company compensates employees according to their skills and how well they perform their jobs. The company has over the years used its resources to train underperforming employees. It has also rewarded employees who have achieved a lot in their jobs.
Salary surveys, which are carried out by employers, collect data about employee compensation (wages and employee benefits). They are of great value to every organization that conducts them. It is necessary that an organization conducts these surveys twice or thrice yearly. One advantage of the organization is that data from the survey can be obtained at discounted rates. For this to happen, the Human Resource Department has to allocate enough time for them to partake in these surveys and complete them. Salary surveys prevent the HR professionals from overpaying individuals working in similar positions. They determine whether employees are being compensated fairly and competitively. Offering competitive wages is key when trying to hire the best talent. They also avail the HR professionals with the most recent data concerning the market they are in so that they can compare their employees’ salaries to those of the local employment market. This maintains the competitive advantage of the organization in the market.
Information obtained from these surveys can be used when benchmarking. Information is also used to set levels of compensation for employees within various organizations. Salary surveys are useful when getting reviews periodically concerning the various compensation plans. The conducting of salary surveys by large companies gives them an advantage over small companies when it comes to the hiring of highly-qualified candidates. The information availed by salary surveys cannot be obtained anywhere else. When it comes to the access of such information, those who dedicated their time towards participating in the surveys are given priority. Salary surveys are important for an organization that is still in its initial stages of the establishment. Salary surveys make work easier for compensation managers, since the most c.
MHR 6901, Compensation Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the role of employees, employers, unions, and the government in the development of
compensation programs.
1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
1.2 Explain how compensation plans can influence the success of an organization.
1.3 Explore how influences outside an organization can affect its compensation plan.
2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order
11246 on compensation practices.
2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and
Executive Order 11246.
2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and
Executive Order 11246 were implemented.
Course/Unit
Learning Outcomes
Learning Activity
1.1 Unit I Essay
1.2 Unit I Essay
1.3 Unit I Essay
2.1 Unit I Essay
2.2 Unit I Essay
Reading Assignment
Chapter 1: Strategic Compensation: A Component of Human Resource Systems
Chapter 2: Contextual Influences on Compensation Practice
Unit Lesson
Hello, and welcome to this course. This course is an introduction to the area of compensation management.
This course looks at how compensation is developed, evaluated, and managed within an organization. You
will examine different theories of compensation management, why employees and non-employees are paid,
the manner in which they are paid, and different types of pay programs.
This course will be broken down into six different parts, which include strategic compensation, bases for pay,
designing compensation systems, employee benefits, compensation challenges, and compensation issues
around the world. When studying bases for pay, you will look at the traditional bases of pay, which include
merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that recognize
employee contributions, are internally consistent, and are competitive within the market. When reviewing
employee benefits, you will review both discretionary benefits and legally required benefits. Compensation
challenges will include the controversy surrounding executive compensation in the United States and paying
contingent or flexible employees. Finally, you will address compensation systems around the word and
compensating expatriates. As you can see, a wide array of compensation issues are present in today’s
workforce.
In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
do you think of when you hear the words compensation and strategic compensation? Most people think of
UNIT I STUDY GUIDE
Strategic Compensation
MHR 6901, Compensation Management 2
UNIT x STUDY GUIDE
Title
compensation as their pay and benefits, which is basically correct. The ...
Running head EMPLOYEE BENEFITS PROGRAMS .docxtodd271
Running head: EMPLOYEE BENEFITS PROGRAMS 1
EMPLOYEE BENEFITS PROGRAMS 7
Strategic Value of Employee Benefits Programs
Phyllis Spears Jones
Strayer University
HRM599 Capstone
Dr. Gary Wash
June 2, 2020
Strategic Value of Employee Benefits Programs
For a commercial entity to stay competitive in the changing business world, it needs to have a strategic human resource department that acts as a strategic partner to ensure it has the best to gain a competitive advantage. The human resources department, therefore, needs to put itself in a decisive role that helps it to attract and retain highly skilled employees. This is affected by several factors that include types of benefits from the company that accrues to the workers. In other words, employee benefit programs are useful in creating an atmosphere that makes employees more engaged and motivated (Klonoski, 2016). Therefore, for a company to be strategically in terms of competition, the human resources department needs to step away from conventional administrative roles to be a strategic partner who recognizes the value of employee benefit programs and the role they play in generating a significant competitive advantage. This makes it vital to be mindful that an excellent employee benefits package attracts and maintains the skills required to distinguish a company from its competitors. This paper discusses the factors to considers when providing employee benefit programs, compares and contrasts income protection programs, and pays for time not worked programs and other benefits that are necessary for the benefits package.
Factors to Consider Before Providing Employee Benefits Programs
Everyone is aware that rewards are components of an organization's overall incentive package. It is also worth noting that other than the traditional pensions and healthcare plans, employees need a broader choice of benefits that reflect the changing needs and lifestyles (Hagel & White, 2016). It is undeniable that every commercial entity must ensure that it has in place attractive employee compensation packages to attract and retain the talent needed to gain a meaningful competitive advantage. It must, however, be recalled that many essential variables play a crucial role in deciding an economic entity's employee benefits programs. One of these variables is the type of benefits to be provided. Some benefits are too expensive to provide while others are within reach of many business organizations. Therefore, a commercial enterprise must weigh its financial soundness to avoid providing a benefits program that works against its overall objectives.
Another variable to consider is aligning the benefits strategy with the business objectives. The human resource department of an organization must revisit a plan quite regularly to ensure that it meets the changin.
Running Head Employee Compensation1Employee compensation5.docxcharisellington63520
Running Head: Employee Compensation 1
Employee compensation 5
Employee Compensation
Name:
Institution Affiliation
Course Title
Professor
Date
Employee compensation covers various things. Amongst the things that are part of it are conception philosophies, salary surveys, and discretionary benefits. These three are inevitable when it comes to employee compensation. In this paper, we shall expound more on these three contents.
The compensation philosophy of a company contains the guiding principles that are useful when making decisions regarding compensation (Services, 2003). It expresses the need to hire and retain the best talent. It also explains why the organization compensates employees the way it does. The compensation philosophy of Maersk Company covers various areas. Maersk has taken a lot of measures towards ensuring their talent management efficient. Maersk Company compensates employees according to their skills and how well they perform their jobs. The company has over the years used its resources to train underperforming employees. It has also rewarded employees who have achieved a lot in their jobs.
Salary surveys, which are carried out by employers, collect data about employee compensation (wages and employee benefits). They are of great value to every organization that conducts them. It is necessary that an organization conducts these surveys twice or thrice yearly. One advantage of the organization is that data from the survey can be obtained at discounted rates. For this to happen, the Human Resource Department has to allocate enough time for them to partake in these surveys and complete them. Salary surveys prevent the HR professionals from overpaying individuals working in similar positions. They determine whether employees are being compensated fairly and competitively. Offering competitive wages is key when trying to hire the best talent. They also avail the HR professionals with the most recent data concerning the market they are in so that they can compare their employees’ salaries to those of the local employment market. This maintains the competitive advantage of the organization in the market.
Information obtained from these surveys can be used when benchmarking. Information is also used to set levels of compensation for employees within various organizations. Salary surveys are useful when getting reviews periodically concerning the various compensation plans. The conducting of salary surveys by large companies gives them an advantage over small companies when it comes to the hiring of highly-qualified candidates. The information availed by salary surveys cannot be obtained anywhere else. When it comes to the access of such information, those who dedicated their time towards participating in the surveys are given priority. Salary surveys are important for an organization that is still in its initial stages of the establishment. Salary surveys make work easier for compensation managers, since the most c.
I need someoe to complete the replies for these two posts. Be cert.docxevontdcichon
I need someoe to complete the replies for these two posts.
Be certain you acknowledge their interest and support it with at least 2 scholarly references other than the course textbook that identify the importance of their chosen topic. For instance, if a classmate posted that they want to know more about the Fair Labor Standards Act, your reply might include an example of how FLSA impacts organizations and a second that identifies a current issue for organizations with respect to the FLSA (minimum two external references).
of at least 250 words each. Each reply must also cite at least 2 sources. Must be in APA format, no plagiarism.
1
In an increasingly competitive job market it is important that businesses are equipped to offer the best benefit and compensation packages that they can. In studying strategic compensation, we are afforded the opportunity to learn about compensation and benefit design, as well as the laws and regulations that impact the implementation of benefit and compensation packages. There are several topics that are of particular interest, some of which are discussed below.
One topic that is particularly interesting is retirement plans. The type and availability of various retirement plans has changed dramatically over the past few decades. As our text notes, there has been a fairly substantial decline in defined benefit plan participation, while participation in defined participation plans (Martocchio, 2015). The number of companies that offer employer-sponsored pension plans has also decreased dramatically, with many businesses favoring 401k-type programs, which have favorable tax advantages to both employees and employers. It is important to know the types of retirement plans that are attractive to employees, and manageable for employers. The issue of health insurance, as a part of retirement benefits, is also interesting, and merits additional study.
As someone who has worked for many years in what is considered a flexible job, compensating flexible workers is also of particular interest. One advertised benefit of flexible work is the ability to adapt the work schedule to fit personal needs. Another feature touted by many organizations that use flexible workers, is increased pay in lieu of benefits. Despite the lack benefits such as vacation and sick time, those who use flex employers are required to pay overtime for hours worked greater than 40, as well as paying the premiums for workman’s compensation insurance, among other benefits (Martocchio, 2015). It would certainly be beneficial for me to learn additional information about what types of benefits are legally required, and what benefits an employer might consider offering.
The third topic that I would like to learn more about, is building pay structures that reward employee contributions. When considering these types of plans, one would likely think first of the traditional incentive program found in many sales jobs. Indeed, these commission plans .
Importance of Employee Engagement Programs - Employee Engagement, Employee Em...Xoxoday
A brief guide explaining the importance of employee engagement in the organisation. This guide will explain, how employee engagement improves the business.
COURSE REFLECTIONJune 11, 2020How has this course helped you.docxmelvinjrobinson2199
COURSE REFLECTION
June 11, 2020
How has this course helped you be more prepared for successful leadership?
This course has helped prepare me for successful leadership. It has enlightened me about various rights regarding the treatment of students. The learning standards in the course have been helpful. Through the learning standards, knowledge of the freedom of religion and expression was gained. As a successful educational leader understanding that the students have the freedom of religion. Also understanding that students who come from minority groups are likely to be discriminated against or denied their rights. Therefore, advocates for equity in the course of educational leadership and honors diverse views. However, being a successful educational leader understands that children have different learning needs, and this makes them strive to create a strong educational opportunity and provide adequate learning resources.
How do you see yourself using the information in this course to support your leadership goals?
The course enabled me to learn about how to handle student records. As an educational leader, I am in a better position to safeguard the records of students. Upon completion of the course, one understands how to communicate with parents about the progress of children and their rights. I learned that I should ensure that student records are accessed only for educational legitimate reasons. Researchers are likely to ask for students' records, and this means an educational leader must have a proper understanding of privacy laws. The knowledge acquired about the safety of students was important. It was useful to know that teachers are responsible for the safety of students as they must care for them when they are at school or during school-related events. Regarding school attire, it was good to know that one must create opportunities for open discussion with parents and teachers and even community members to decide on the appropriate attire for students.
The information gained in this course will be used to create safe learning environments for children in the future. Students will be protected from harassment, discrimination, and other potential dangers they could face at school. The information will also be used to create adequate policies about various issues such as school uniforms and the level of expression. It will also help to find learning resources for students, especially from the community members. While creating policies regarding various school issues such as student privacy and search, I will use the information acquired from this course. For students with disabilities, adequate learning aids will be provided and they will be treated fairly. Positive relationships will be developed with families and caregivers of the children. There will also be a high level of collaboration and supervision of instruction.
How might the information in this course change or add to your own personal definition of leadership (Especially .
Discussion #1Give an example of a perk used by your (or another) o.docxmecklenburgstrelitzh
Discussion #1
Give an example of a perk used by your (or another) organization and discuss how the perk was (or was not) successful. What factors contributed to the success of the perk?
Discussion #2
Select one benefit and compliance issue identified in Module 3 and share why you feel it is a potentially risky one of which all organizations need to be aware.
Use a minimum of one reference from the class materials.
References
Read:
What are the Best in Class Non-Monetary Benefits
Other Types of Compensation
Making Learning a Key Element of a Total Rewards Package
Favorite Perks
Compensation Metrics
Module 3: Core Elements of Non-monetary Rewards and Work Experience
Topics
Topic 1: What are Non-monetary Rewards?
Topic 2: Key Elements of Work Experience
Topic 3: Governmental Compliance Issues
Topic 4: Understanding Demographic and Psychographic Differences
Topic 5: Role of Non-monetary Rewards and Work Experience in Total Rewards Design
Topic 6: Conclusions
Topic 1
: What are Non-monetary Rewards?
A Society for Human Resource Management study (SHRM, 2005) found that both employers and HR professionals see benefits or non-monetary rewards as a driving factor for job satisfaction. In this module, non-monetary rewards are defined as the set of rewards known broadly as
benefits
. The array of benefits that supplement monetary rewards are evolving quickly, as the competition for employees increases. While there is a wide range of non-monetary rewards offered, most center around those that protect against the cost of illness or health emergencies, provide income protection in the case of disability, and and provide general well being for the employees and their families. The more typical non-monetary rewards offered today are shown in the center column in table 3.1 below.
Callout
Table 3.1
Three Elements of the Total Rewards Model
Monetary Rewards
Non-monetary Rewards
Work Experience
Base Pay
Income Protection Benefits
Values of the Organization
Variable Pay
Medical Insurance
Community (Individual and Organizational)
Merit and Cost of Living Increases
Vision and Dental
Recognition
Retirement Savings
Disability
Training and Development
Performance Feedback
Life Insurance
Promotions
Deferred Compensation
Paid Time Off
Sense of Accomplishment
Day Care
Employee Assistance Program
Health Related Programs
Tuition Assistance
Companies listed on
Fortune
magazine's list of "100 Best Companies to Work for in America" seem to recognize the importance of offering a wide assortment of benefits. They offer the assortment in order to meet the needs of the employees and address many of the needs in Maslow's hierarchy (Maslow, 1954).The companies appear to use a total rewards approach to compensation to attract, retain, and motivate their employees. In addition to what has become rather standard as a set of rewards including medical, dental and vision insurance; paid time off; and ample room for career growth, some mix of the following benefits is often prese.
Compensation and Human Theory A close look at all the t.docxmaxinesmith73660
Compensation and Human Theory
A close look at all the theories of human motivation reveals a common driving
principle: people do what they are rewarded for doing. This has been termed "the
greatest management principle in the world." Reinforcement, expectancy, and goal
setting describe how to motivate people. Hence they are also called the "process
theories." Rewards are both intrinsic—that is feeling good about an accomplishment—
and extrinsic—that is being recognized for an accomplishment. Compensation is part
of the mix of rewards for employees.
David McClelland’s early studies showed that receiving a bonus or salary increase had
a short-term positive effect. Withholding a bonus or salary increase had a long-term
negative effect. Pay satisfaction is comprised of four elements: the level of pay and
benefits, the extent to which workers perceive their earnings are fair or deserved,
comparisons with other people’s pay, and noneconomic satisfactions such as intrinsic
satisfaction with the content of one's work.
Compensation is a topic near and dear to every employee. Companies are learning that
sharing the economic gains of reaching targets helps employees stay motivated to reach
increasingly difficult goals. For example, PepsiCo has instituted a program called
"SharePower" that makes all employees—not just a select group of senior executives—
who work at least 1,500 hours per year and who are employed by Pepsi for 1 year or
longer, eligible for stock. Since its introduction, stories abound at Pepsi about how
employees have gone the extra mile to serve customers. When HR professionals help
employees see that a particularly demanding project or exercise will result in economic
payback for the employee, the employee is likely to work harder. With a clear line of
sight between work and reward, employees may cope better with increased demands.
Financial incentives, in order to be effective, must be clearly linked with desired
outcomes. For example, in one banking call center, management rewarded employees
who had shorter time per call averages because they were able to take more calls. The
employees strove to have shorter online times each day. Unfortunately, they often did
not complete customer requests and customers had to call several times to get a request
completed or problem solved. Call volumes in the center went up dramatically, and
customer satisfaction with the call center service went down. The plan was changed
once management determined they had created the problem.
Benefits and services are a major ingredient in employee compensation. Estimates are
that on average, benefits as a part of payroll are 41%. The overall benefits plan of a
company is also an important element in employee retention. Each plan is designed for
the specific company and its unique situation, although there are many similarities
within industries. As part of the corporate downsizings, many companies outsource
their bene.
New Trends in Compensation Management (Group Mediclaim/Insurance Scheme, Personal Accident Insurance Scheme, Company Leased Accommodation,
Recreation/ATM facilities, Corporate Credit Card,
Club memberships, Cellular Phone/Laptop,
Personal Health Care, Loans, Educational Benefits, Regular Get together and other cultural programs, Wedding Day/Birthday Gift, Employee Referral Scheme, Maternity Leave, Paternity Leave, Work-life Balance, Pay Transparency, Broad banding,Variable Pay (Incentive Pay),
Flexible Benefits
Chapter 10 Managing assessment, record keeping, and reporting1.EstelaJeffery653
Chapter 10: Managing assessment, record keeping, and reporting
1. How could you use rubrics as tools for students to self-assess their learning?
2. When is the best situation to use a student portfolio?
100 words per question also times new roman size 12 font please use intext citation and refercences
Chapter 11: Managing communication with students, caregivers, and others.
1. Discuss Bloom’s Taxonomy of the Cognitive Domain?
2. How do we use Bloom’s Taxonomy to form questions and design activities at higher or
multiple levels of thinking?
Chapter 12: Managing the work of paraprofessionals, substitute teachers, and student teachers, and contact with advocates
1. Explain the definition of the word: paraprofessional
2. Discuss the difference among the work of paraprofessionals, substitute teachers, and student teachers
Chapter 13: Managing emotional trauma and job-related stress productively
1. Discuss one major source of increased teacher stress found in the behavior of students.
2. Discuss time pressure as a major source of teacher stress.
Chapter 14: It’s your turn: show your understanding of the following topics
1. The Council for Exceptional Children gives strong attention to students with special talents, but not to students with disabilities.
2. The No Child Left Behind Act places a very strong emphasis on teacher and school
2
EDUCATIONAL PROGRAM ON RISK MANAGEMENT-PART ONE
Educational Program on Risk Management
Educational Program on Risk Management
All forms of risk cannot be avoided, but there is always a way to manage them. Risk management emerges as the best possible way or mechanism for managing these risks. Today, the healthcare infections problem is one of the top critical issues facing healthcare organizations (Fineschi, 2019). Therefore, hospitals, long-term care facilities, and other healthcare organizations must have a plan for managing this risk. In addition to keeping patients safe and secure, the risk management plan will help the facility minimize potential losses and keep operational costs down.
The current risk management plan, without a doubt, has played a pivotal role in minimizing cases of infections in the organization. However, when closely assessed, it lacks in some areas. For example, when a risk assessment is completed, beyond sharing the number of risks the facility has experienced within a specific period to the top management, the plan is not promptly. It takes an unnecessary huge amount of time before the risk management team responds effectively. The plan is also not flexible in terms of adapting to the changing care environment. If the plan is re-modeled and shaped to be flexible enough, it will be easy to meet the state, federal and compliance standards. New laws and regulations related to compliance are often being instituted (Basile et al., 2020). Thus, if a risk management plan can easily be modified to accommodate these standards, the organization can reduce care costs and av ...
Compensation, Benefits, Reward & Recognition Plan for V..docxannette228280
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
Compensation, Benefits, Reward & Recognition Plan for V..docxbartholomeocoombs
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docxdewhirstichabod
CASE STUDY 2.1: W. L. Gore and Associates
He was ready for anything—or so he thought. Dressed in his finest and armed with an MBA degree fresh off the press, Jack Dougherty walked in for his first day of work at Newark, Delaware–based W. L. Gore and Associates, the global fluoropolymer technology and manufacturing giant that is best known as the maker of Gore-Tex.
But it turned out he wasn’t ready for this: “Why don’t you look around and find something you’d like to do,” founder and CEO Bill Gore said to him after a quick introduction. Although many things have changed over the course of W. L. Gore and Associates’ 50+ years in business, the late Gore stuck to his principles regarding organizational structure (or lack thereof), a legacy he passed down to subsequent generations of management. Gore wasn’t fond of thick layers of formal management, which he believed smothered individual creativity. According to Gore, “A lattice (flat) organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority.”
In the 1930s, Gore received a bachelor’s degree in chemical engineering and a master’s degree in physical chemistry. During his career, he worked on a team to develop applications for polytetraflurothylene (PTFE), commonly known as Teflon. Through this experience, Gore discovered a sense of excited commitment, personal fulfillment, and self-direction, which he yearned to share with others. Spending nights tinkering in his own workshop, he did what he had previously thought to be impossible: he created a PTFE-coated ribbon cable. It occurred to Gore that he might be able to start his own business producing his invention, so he left his stable career of 17 years, borrowed money, and drained his savings. Though his friends advised him against taking such a risk, W. L. Gore and Associates was born in January 1958. The basement of the Gore home was the company’s first facility.
Although no longer operating from a family basement (Gore boasts more than $3 billion in annual sales and 9,000 employees in more than 45 facilities worldwide), the sense of informality has stuck. “It absolutely is less efficient upfront,” said Terri Kelly, chief executive of W. L. Gore. (Her title is one of the few at the company.) “[But] once you have the organization behind it . . . the buy-in and the execution happens quickly,” she added.
Structure and Management of Unstructure and Unmanagement
Even as Gore started to grow, the company continued to resist titles and hierarchy. It had no mission statement, no ethics statement, and no conventional structures typical of companies of the same size. The only formal titles were “chief executive” and “secretary-treasurer”—those required by law for corporations. There were also no rules that business units within the company couldn’t create such structures, and so some of them did create their own mission statements and such. Many called Gore’s management style “unmanag.
Case study 1Client ProfileMrs. Harriet is a 68-year-old .docxdewhirstichabod
Case study 1
Client Profile
Mrs. Harriet is a 68-year-old woman who is alert and oriented. Allergies are Erythromycin. She presents to the emergency department with complaints of chest tightness, shortness of breath, cough, and congestion. She states, "I have been having these symptoms for three days now. I have been taking Maximum Strength Robitussin for my cough but it has not helped very much. When I woke up this morning. I felt very weak so I came in to be checked out." Her vital signs are blood pressure 110/70, pulse 94, respiratory rate of 28, and temperature of 102.7 F. Her oxygen saturation on room air is 92%. She is placed on 2 liters (L) of oxygen by nasal cannula. The HCP prescribes a 12-lead electrocardiogram (ECG, EKG) and chest X-ray (CXR). Laboratory tests prescribed include complete blood count (CBC), basic metabolic panel (BMP), brain natriuretic peptide (B-type natriuretic peptide assay or BNP), total creatine kinase (CK, CPK), creatine kinase-MB (CPK-MB), and troponin. The HCP will also assess blood cultures x 2, AGs on room air, sputum culture and sensitivity (C &S), and asks that the client have a Mantoux (tuberculin, purified protein derivative, or PPD) test.
Case Study
Mrs. Harriet's ECG shows normal sinus rhythm (NSR) with a heart rate of 98 beats per minute. The CXR reveals a right lower lobe(RLL) infiltrate. Laboratory tests include the following results: white blood cell cot (WBC) 12,2000 cells/mm3, 72& seg neutrophils with a left shift of 11% bands, and a BNP of 50.9 pg/mL. ABGs on room air is pH 7.44, partial pressure of carbon dioxide (PaCO2) 39 mmHg, bicarbonate (HCO3) 26.9 mEq/L, partial pressures of oxygen (PaO2) 58 mmHg, and oxygen saturation (SaO2) of 92%. Results of the sputum culture show Streptococcus pneumoniae. The CPK, CPK-MB, and troponin are all within normal limits. Mrs. Harriet is five feet three inches tall and weighs 224 pounds (101.8 kg). On assessment, the nurse hears expiratory wheezes and rhonchi bilaterally with diminished lung sounds in the right base. Her thoracic (chest) expansion is equal but slightly decreased on inspiration. Accessory muscle retraction is not noted, and she does exhibit central cyanosis. The capillary refill of the client's nail beds is four seconds.
Mrs. Harrier is admitted with acute bronchitis and pneumonia. The HCP prescribes oxygen via nasal cannula to keep the client's saturations greater or equal to 95%, Ceftriaxone sodium, Erythromycin, Albuterol, Acetaminophen every four to six hours as needed, bed rest, an 1800 calorie diet, increased oral (PO) fluid intake to 2 to 4 liters per day, coughing and deep breathing exercises and use of the incentive spirometer (IS).
1. Discuss additional assessment data that would help gain a more thorough understanding or Mrs. Harriet's symptoms?
2. Discuss the causes, pathophysiology, and symptoms of acute bronchitis?
3. Discuss the pathophysiology and causes of pneumonia in general?
4. Compare the defining characteri.
Case Study 11.1 Why the Circus No Longer Comes to TownFor 146 y.docxdewhirstichabod
Case Study 11.1: Why the Circus No Longer Comes to Town
For 146 years, the Ringling Brothers and Barnum & Bailey Circus traveled the United States by train, putting on shows featuring acrobats, trapeze artists, clowns, and exotic animals. In 2017, the circus held its last performances after a significant decline in attendance and revenue due to changing public tastes. Shorter attention spans also contributed to its demise. The final blow to the circus came from its decision to eliminate elephant acts. According to a press release from Feld Entertainment, the company that owned the circus, this move led to a “greater than could have been anticipated” decline in ticket sales.1
For decades the American Humane Society, PETA (People for the Ethical Treatment of Animals), and other animal rights groups tried to ban elephant acts in Ringling Brothers performances. Protesters regularly picketed the circus, and for 14 years animal rights groups fought Ringling Brothers in court. Activists claimed that elephant acts were cruel and pointed out that these highly intelligent animals were chained up much of their lives. In 2011, Feld Entertainment was fined $270,000 for violations of the Animal Welfare Act. However, Feld Entertainment successfully fended off the lawsuits, winning a $24 million judgment against the animal rights groups in 2014. Nonetheless, Ringling Brothers agreed to retire all traveling elephants to its Center for Elephant Conservation in Florida that same year. (During this same period, Los Angeles, Oakland, and Asheville, North Carolina, restricted animal acts.)
Animal rights groups cheered the closing of the circus. According to PETA’s president, “PETA heralds the end of what has been the saddest show on earth for wild animals, and asks all other animal circuses to follow suit, as this is a sign of changing times.”2 The CEO of the United States Humane Society said, “I applaud their decision to move away from an institution grounded on inherently inhumane wild animal acts.”3 CEO Kenneth Feld acknowledged that the negative publicity generated by the lawsuits took its toll: “We prevailed in court 100% [but] obviously, in the court of public opinion we didn’t win.”4
Ringling Brothers/Feld Entertainment isn’t the only company that has had to deal with changing societal attitudes toward animals. For decades killer whales were the major attraction at SeaWorld parks in San Diego, Orlando, and San Antonio. However, the death of trainer Dawn Brancheau, who was dragged into the water and drowned by Sea World’s largest breeding male, Tilikum (“Tilly”), galvanized opposition to captive orca programs. The film Blackfish documented the death of Brancheau and whale mistreatment. Matt Damon, Harry Styles, Willie Nelson, and other celebrities joined the protest. Animal activists noted that orcas (which are really large dolphins) never kill humans in the wild. In captivity, young killer whales are separated from their families and are forced to live thei.
Case Study 10.3 Regulating Love at the OfficeThe office has bec.docxdewhirstichabod
Case Study 10.3: Regulating Love at the Office
The office has become a hotbed of romance. In one survey, 60% of employees surveyed reported that they had participated in an office romance during their careers and 64% said they would do so again. And the percentage of workplace romances is likely to climb as younger workers (ages 25 to 34) put in more hours at work. As one human resource writer notes:
Traditional places like church, family events, and leisure time don’t present the same pool of candidates as they did in earlier times. The workplace provides a preselected pool of people who share at least one important area of common ground. People who work together also tend to live within a reasonable dating distance, and they see each other on a daily basis.1
Office romances can pose a number of problems, including a loss of productivity, public displays of affection, gossip, damage to the professional image of the organization, charges of favoritism, and affairs in cases where romantic partners already have spouses or significant others. Serious issues arise when superiors and subordinates date and then break up. The subordinate (often a young female assistant) may claim that she was sexually harassed because she was pressured into having sex to keep her job or that her supervisor (often an older male executive) retaliated when the relationship ended.
The nation was reminded of the dangers of superior–subordinate relationships when former late-night talk show host David Letterman admitted that he’d had a series of sexual relationships with female writers and staffers at his production company. Letterman went public with his affairs after a CBS producer who dated his long-term girlfriend, Stephanie Birkett, tried to extort money from the entertainer in return for keeping silent about his sexual activities. While Letterman’s relationships were consensual, it appeared as if the women he dated received special benefits. For example, Birkitt was featured in broadcast segments even though she did not seem to be particularly talented.
Human resource departments are taking note of the dangers of office romances. The number of companies developing written policies to address office romances rose from 20% to 42% over an eight-year period, according to the Society of Human Resource Management. And the policies grew stricter. Almost all the firms surveyed by SHRM forbid romantic relationships between superiors and subordinates; one-third forbid relationships between those reporting to the same supervisor or with a client or customer; 10% don’t allow romances between their employees and employees of competitors. Punishments range from minimal (relationship counseling and department transfers) to severe (suspension and termination). Executives at the American Red Cross, the World Bank, Walmart, Boeing, and the Harvard Business Review lost their jobs for having relationships with subordinates.
Not everyone is convinced that restrictions on dating are just.
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I need someoe to complete the replies for these two posts. Be cert.docxevontdcichon
I need someoe to complete the replies for these two posts.
Be certain you acknowledge their interest and support it with at least 2 scholarly references other than the course textbook that identify the importance of their chosen topic. For instance, if a classmate posted that they want to know more about the Fair Labor Standards Act, your reply might include an example of how FLSA impacts organizations and a second that identifies a current issue for organizations with respect to the FLSA (minimum two external references).
of at least 250 words each. Each reply must also cite at least 2 sources. Must be in APA format, no plagiarism.
1
In an increasingly competitive job market it is important that businesses are equipped to offer the best benefit and compensation packages that they can. In studying strategic compensation, we are afforded the opportunity to learn about compensation and benefit design, as well as the laws and regulations that impact the implementation of benefit and compensation packages. There are several topics that are of particular interest, some of which are discussed below.
One topic that is particularly interesting is retirement plans. The type and availability of various retirement plans has changed dramatically over the past few decades. As our text notes, there has been a fairly substantial decline in defined benefit plan participation, while participation in defined participation plans (Martocchio, 2015). The number of companies that offer employer-sponsored pension plans has also decreased dramatically, with many businesses favoring 401k-type programs, which have favorable tax advantages to both employees and employers. It is important to know the types of retirement plans that are attractive to employees, and manageable for employers. The issue of health insurance, as a part of retirement benefits, is also interesting, and merits additional study.
As someone who has worked for many years in what is considered a flexible job, compensating flexible workers is also of particular interest. One advertised benefit of flexible work is the ability to adapt the work schedule to fit personal needs. Another feature touted by many organizations that use flexible workers, is increased pay in lieu of benefits. Despite the lack benefits such as vacation and sick time, those who use flex employers are required to pay overtime for hours worked greater than 40, as well as paying the premiums for workman’s compensation insurance, among other benefits (Martocchio, 2015). It would certainly be beneficial for me to learn additional information about what types of benefits are legally required, and what benefits an employer might consider offering.
The third topic that I would like to learn more about, is building pay structures that reward employee contributions. When considering these types of plans, one would likely think first of the traditional incentive program found in many sales jobs. Indeed, these commission plans .
Importance of Employee Engagement Programs - Employee Engagement, Employee Em...Xoxoday
A brief guide explaining the importance of employee engagement in the organisation. This guide will explain, how employee engagement improves the business.
COURSE REFLECTIONJune 11, 2020How has this course helped you.docxmelvinjrobinson2199
COURSE REFLECTION
June 11, 2020
How has this course helped you be more prepared for successful leadership?
This course has helped prepare me for successful leadership. It has enlightened me about various rights regarding the treatment of students. The learning standards in the course have been helpful. Through the learning standards, knowledge of the freedom of religion and expression was gained. As a successful educational leader understanding that the students have the freedom of religion. Also understanding that students who come from minority groups are likely to be discriminated against or denied their rights. Therefore, advocates for equity in the course of educational leadership and honors diverse views. However, being a successful educational leader understands that children have different learning needs, and this makes them strive to create a strong educational opportunity and provide adequate learning resources.
How do you see yourself using the information in this course to support your leadership goals?
The course enabled me to learn about how to handle student records. As an educational leader, I am in a better position to safeguard the records of students. Upon completion of the course, one understands how to communicate with parents about the progress of children and their rights. I learned that I should ensure that student records are accessed only for educational legitimate reasons. Researchers are likely to ask for students' records, and this means an educational leader must have a proper understanding of privacy laws. The knowledge acquired about the safety of students was important. It was useful to know that teachers are responsible for the safety of students as they must care for them when they are at school or during school-related events. Regarding school attire, it was good to know that one must create opportunities for open discussion with parents and teachers and even community members to decide on the appropriate attire for students.
The information gained in this course will be used to create safe learning environments for children in the future. Students will be protected from harassment, discrimination, and other potential dangers they could face at school. The information will also be used to create adequate policies about various issues such as school uniforms and the level of expression. It will also help to find learning resources for students, especially from the community members. While creating policies regarding various school issues such as student privacy and search, I will use the information acquired from this course. For students with disabilities, adequate learning aids will be provided and they will be treated fairly. Positive relationships will be developed with families and caregivers of the children. There will also be a high level of collaboration and supervision of instruction.
How might the information in this course change or add to your own personal definition of leadership (Especially .
Discussion #1Give an example of a perk used by your (or another) o.docxmecklenburgstrelitzh
Discussion #1
Give an example of a perk used by your (or another) organization and discuss how the perk was (or was not) successful. What factors contributed to the success of the perk?
Discussion #2
Select one benefit and compliance issue identified in Module 3 and share why you feel it is a potentially risky one of which all organizations need to be aware.
Use a minimum of one reference from the class materials.
References
Read:
What are the Best in Class Non-Monetary Benefits
Other Types of Compensation
Making Learning a Key Element of a Total Rewards Package
Favorite Perks
Compensation Metrics
Module 3: Core Elements of Non-monetary Rewards and Work Experience
Topics
Topic 1: What are Non-monetary Rewards?
Topic 2: Key Elements of Work Experience
Topic 3: Governmental Compliance Issues
Topic 4: Understanding Demographic and Psychographic Differences
Topic 5: Role of Non-monetary Rewards and Work Experience in Total Rewards Design
Topic 6: Conclusions
Topic 1
: What are Non-monetary Rewards?
A Society for Human Resource Management study (SHRM, 2005) found that both employers and HR professionals see benefits or non-monetary rewards as a driving factor for job satisfaction. In this module, non-monetary rewards are defined as the set of rewards known broadly as
benefits
. The array of benefits that supplement monetary rewards are evolving quickly, as the competition for employees increases. While there is a wide range of non-monetary rewards offered, most center around those that protect against the cost of illness or health emergencies, provide income protection in the case of disability, and and provide general well being for the employees and their families. The more typical non-monetary rewards offered today are shown in the center column in table 3.1 below.
Callout
Table 3.1
Three Elements of the Total Rewards Model
Monetary Rewards
Non-monetary Rewards
Work Experience
Base Pay
Income Protection Benefits
Values of the Organization
Variable Pay
Medical Insurance
Community (Individual and Organizational)
Merit and Cost of Living Increases
Vision and Dental
Recognition
Retirement Savings
Disability
Training and Development
Performance Feedback
Life Insurance
Promotions
Deferred Compensation
Paid Time Off
Sense of Accomplishment
Day Care
Employee Assistance Program
Health Related Programs
Tuition Assistance
Companies listed on
Fortune
magazine's list of "100 Best Companies to Work for in America" seem to recognize the importance of offering a wide assortment of benefits. They offer the assortment in order to meet the needs of the employees and address many of the needs in Maslow's hierarchy (Maslow, 1954).The companies appear to use a total rewards approach to compensation to attract, retain, and motivate their employees. In addition to what has become rather standard as a set of rewards including medical, dental and vision insurance; paid time off; and ample room for career growth, some mix of the following benefits is often prese.
Compensation and Human Theory A close look at all the t.docxmaxinesmith73660
Compensation and Human Theory
A close look at all the theories of human motivation reveals a common driving
principle: people do what they are rewarded for doing. This has been termed "the
greatest management principle in the world." Reinforcement, expectancy, and goal
setting describe how to motivate people. Hence they are also called the "process
theories." Rewards are both intrinsic—that is feeling good about an accomplishment—
and extrinsic—that is being recognized for an accomplishment. Compensation is part
of the mix of rewards for employees.
David McClelland’s early studies showed that receiving a bonus or salary increase had
a short-term positive effect. Withholding a bonus or salary increase had a long-term
negative effect. Pay satisfaction is comprised of four elements: the level of pay and
benefits, the extent to which workers perceive their earnings are fair or deserved,
comparisons with other people’s pay, and noneconomic satisfactions such as intrinsic
satisfaction with the content of one's work.
Compensation is a topic near and dear to every employee. Companies are learning that
sharing the economic gains of reaching targets helps employees stay motivated to reach
increasingly difficult goals. For example, PepsiCo has instituted a program called
"SharePower" that makes all employees—not just a select group of senior executives—
who work at least 1,500 hours per year and who are employed by Pepsi for 1 year or
longer, eligible for stock. Since its introduction, stories abound at Pepsi about how
employees have gone the extra mile to serve customers. When HR professionals help
employees see that a particularly demanding project or exercise will result in economic
payback for the employee, the employee is likely to work harder. With a clear line of
sight between work and reward, employees may cope better with increased demands.
Financial incentives, in order to be effective, must be clearly linked with desired
outcomes. For example, in one banking call center, management rewarded employees
who had shorter time per call averages because they were able to take more calls. The
employees strove to have shorter online times each day. Unfortunately, they often did
not complete customer requests and customers had to call several times to get a request
completed or problem solved. Call volumes in the center went up dramatically, and
customer satisfaction with the call center service went down. The plan was changed
once management determined they had created the problem.
Benefits and services are a major ingredient in employee compensation. Estimates are
that on average, benefits as a part of payroll are 41%. The overall benefits plan of a
company is also an important element in employee retention. Each plan is designed for
the specific company and its unique situation, although there are many similarities
within industries. As part of the corporate downsizings, many companies outsource
their bene.
New Trends in Compensation Management (Group Mediclaim/Insurance Scheme, Personal Accident Insurance Scheme, Company Leased Accommodation,
Recreation/ATM facilities, Corporate Credit Card,
Club memberships, Cellular Phone/Laptop,
Personal Health Care, Loans, Educational Benefits, Regular Get together and other cultural programs, Wedding Day/Birthday Gift, Employee Referral Scheme, Maternity Leave, Paternity Leave, Work-life Balance, Pay Transparency, Broad banding,Variable Pay (Incentive Pay),
Flexible Benefits
Chapter 10 Managing assessment, record keeping, and reporting1.EstelaJeffery653
Chapter 10: Managing assessment, record keeping, and reporting
1. How could you use rubrics as tools for students to self-assess their learning?
2. When is the best situation to use a student portfolio?
100 words per question also times new roman size 12 font please use intext citation and refercences
Chapter 11: Managing communication with students, caregivers, and others.
1. Discuss Bloom’s Taxonomy of the Cognitive Domain?
2. How do we use Bloom’s Taxonomy to form questions and design activities at higher or
multiple levels of thinking?
Chapter 12: Managing the work of paraprofessionals, substitute teachers, and student teachers, and contact with advocates
1. Explain the definition of the word: paraprofessional
2. Discuss the difference among the work of paraprofessionals, substitute teachers, and student teachers
Chapter 13: Managing emotional trauma and job-related stress productively
1. Discuss one major source of increased teacher stress found in the behavior of students.
2. Discuss time pressure as a major source of teacher stress.
Chapter 14: It’s your turn: show your understanding of the following topics
1. The Council for Exceptional Children gives strong attention to students with special talents, but not to students with disabilities.
2. The No Child Left Behind Act places a very strong emphasis on teacher and school
2
EDUCATIONAL PROGRAM ON RISK MANAGEMENT-PART ONE
Educational Program on Risk Management
Educational Program on Risk Management
All forms of risk cannot be avoided, but there is always a way to manage them. Risk management emerges as the best possible way or mechanism for managing these risks. Today, the healthcare infections problem is one of the top critical issues facing healthcare organizations (Fineschi, 2019). Therefore, hospitals, long-term care facilities, and other healthcare organizations must have a plan for managing this risk. In addition to keeping patients safe and secure, the risk management plan will help the facility minimize potential losses and keep operational costs down.
The current risk management plan, without a doubt, has played a pivotal role in minimizing cases of infections in the organization. However, when closely assessed, it lacks in some areas. For example, when a risk assessment is completed, beyond sharing the number of risks the facility has experienced within a specific period to the top management, the plan is not promptly. It takes an unnecessary huge amount of time before the risk management team responds effectively. The plan is also not flexible in terms of adapting to the changing care environment. If the plan is re-modeled and shaped to be flexible enough, it will be easy to meet the state, federal and compliance standards. New laws and regulations related to compliance are often being instituted (Basile et al., 2020). Thus, if a risk management plan can easily be modified to accommodate these standards, the organization can reduce care costs and av ...
Compensation, Benefits, Reward & Recognition Plan for V..docxannette228280
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
Compensation, Benefits, Reward & Recognition Plan for V..docxbartholomeocoombs
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
Similar to Case Studies Focusing on Fluency StrategiesCase Scenario .docx (17)
CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docxdewhirstichabod
CASE STUDY 2.1: W. L. Gore and Associates
He was ready for anything—or so he thought. Dressed in his finest and armed with an MBA degree fresh off the press, Jack Dougherty walked in for his first day of work at Newark, Delaware–based W. L. Gore and Associates, the global fluoropolymer technology and manufacturing giant that is best known as the maker of Gore-Tex.
But it turned out he wasn’t ready for this: “Why don’t you look around and find something you’d like to do,” founder and CEO Bill Gore said to him after a quick introduction. Although many things have changed over the course of W. L. Gore and Associates’ 50+ years in business, the late Gore stuck to his principles regarding organizational structure (or lack thereof), a legacy he passed down to subsequent generations of management. Gore wasn’t fond of thick layers of formal management, which he believed smothered individual creativity. According to Gore, “A lattice (flat) organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority.”
In the 1930s, Gore received a bachelor’s degree in chemical engineering and a master’s degree in physical chemistry. During his career, he worked on a team to develop applications for polytetraflurothylene (PTFE), commonly known as Teflon. Through this experience, Gore discovered a sense of excited commitment, personal fulfillment, and self-direction, which he yearned to share with others. Spending nights tinkering in his own workshop, he did what he had previously thought to be impossible: he created a PTFE-coated ribbon cable. It occurred to Gore that he might be able to start his own business producing his invention, so he left his stable career of 17 years, borrowed money, and drained his savings. Though his friends advised him against taking such a risk, W. L. Gore and Associates was born in January 1958. The basement of the Gore home was the company’s first facility.
Although no longer operating from a family basement (Gore boasts more than $3 billion in annual sales and 9,000 employees in more than 45 facilities worldwide), the sense of informality has stuck. “It absolutely is less efficient upfront,” said Terri Kelly, chief executive of W. L. Gore. (Her title is one of the few at the company.) “[But] once you have the organization behind it . . . the buy-in and the execution happens quickly,” she added.
Structure and Management of Unstructure and Unmanagement
Even as Gore started to grow, the company continued to resist titles and hierarchy. It had no mission statement, no ethics statement, and no conventional structures typical of companies of the same size. The only formal titles were “chief executive” and “secretary-treasurer”—those required by law for corporations. There were also no rules that business units within the company couldn’t create such structures, and so some of them did create their own mission statements and such. Many called Gore’s management style “unmanag.
Case study 1Client ProfileMrs. Harriet is a 68-year-old .docxdewhirstichabod
Case study 1
Client Profile
Mrs. Harriet is a 68-year-old woman who is alert and oriented. Allergies are Erythromycin. She presents to the emergency department with complaints of chest tightness, shortness of breath, cough, and congestion. She states, "I have been having these symptoms for three days now. I have been taking Maximum Strength Robitussin for my cough but it has not helped very much. When I woke up this morning. I felt very weak so I came in to be checked out." Her vital signs are blood pressure 110/70, pulse 94, respiratory rate of 28, and temperature of 102.7 F. Her oxygen saturation on room air is 92%. She is placed on 2 liters (L) of oxygen by nasal cannula. The HCP prescribes a 12-lead electrocardiogram (ECG, EKG) and chest X-ray (CXR). Laboratory tests prescribed include complete blood count (CBC), basic metabolic panel (BMP), brain natriuretic peptide (B-type natriuretic peptide assay or BNP), total creatine kinase (CK, CPK), creatine kinase-MB (CPK-MB), and troponin. The HCP will also assess blood cultures x 2, AGs on room air, sputum culture and sensitivity (C &S), and asks that the client have a Mantoux (tuberculin, purified protein derivative, or PPD) test.
Case Study
Mrs. Harriet's ECG shows normal sinus rhythm (NSR) with a heart rate of 98 beats per minute. The CXR reveals a right lower lobe(RLL) infiltrate. Laboratory tests include the following results: white blood cell cot (WBC) 12,2000 cells/mm3, 72& seg neutrophils with a left shift of 11% bands, and a BNP of 50.9 pg/mL. ABGs on room air is pH 7.44, partial pressure of carbon dioxide (PaCO2) 39 mmHg, bicarbonate (HCO3) 26.9 mEq/L, partial pressures of oxygen (PaO2) 58 mmHg, and oxygen saturation (SaO2) of 92%. Results of the sputum culture show Streptococcus pneumoniae. The CPK, CPK-MB, and troponin are all within normal limits. Mrs. Harriet is five feet three inches tall and weighs 224 pounds (101.8 kg). On assessment, the nurse hears expiratory wheezes and rhonchi bilaterally with diminished lung sounds in the right base. Her thoracic (chest) expansion is equal but slightly decreased on inspiration. Accessory muscle retraction is not noted, and she does exhibit central cyanosis. The capillary refill of the client's nail beds is four seconds.
Mrs. Harrier is admitted with acute bronchitis and pneumonia. The HCP prescribes oxygen via nasal cannula to keep the client's saturations greater or equal to 95%, Ceftriaxone sodium, Erythromycin, Albuterol, Acetaminophen every four to six hours as needed, bed rest, an 1800 calorie diet, increased oral (PO) fluid intake to 2 to 4 liters per day, coughing and deep breathing exercises and use of the incentive spirometer (IS).
1. Discuss additional assessment data that would help gain a more thorough understanding or Mrs. Harriet's symptoms?
2. Discuss the causes, pathophysiology, and symptoms of acute bronchitis?
3. Discuss the pathophysiology and causes of pneumonia in general?
4. Compare the defining characteri.
Case Study 11.1 Why the Circus No Longer Comes to TownFor 146 y.docxdewhirstichabod
Case Study 11.1: Why the Circus No Longer Comes to Town
For 146 years, the Ringling Brothers and Barnum & Bailey Circus traveled the United States by train, putting on shows featuring acrobats, trapeze artists, clowns, and exotic animals. In 2017, the circus held its last performances after a significant decline in attendance and revenue due to changing public tastes. Shorter attention spans also contributed to its demise. The final blow to the circus came from its decision to eliminate elephant acts. According to a press release from Feld Entertainment, the company that owned the circus, this move led to a “greater than could have been anticipated” decline in ticket sales.1
For decades the American Humane Society, PETA (People for the Ethical Treatment of Animals), and other animal rights groups tried to ban elephant acts in Ringling Brothers performances. Protesters regularly picketed the circus, and for 14 years animal rights groups fought Ringling Brothers in court. Activists claimed that elephant acts were cruel and pointed out that these highly intelligent animals were chained up much of their lives. In 2011, Feld Entertainment was fined $270,000 for violations of the Animal Welfare Act. However, Feld Entertainment successfully fended off the lawsuits, winning a $24 million judgment against the animal rights groups in 2014. Nonetheless, Ringling Brothers agreed to retire all traveling elephants to its Center for Elephant Conservation in Florida that same year. (During this same period, Los Angeles, Oakland, and Asheville, North Carolina, restricted animal acts.)
Animal rights groups cheered the closing of the circus. According to PETA’s president, “PETA heralds the end of what has been the saddest show on earth for wild animals, and asks all other animal circuses to follow suit, as this is a sign of changing times.”2 The CEO of the United States Humane Society said, “I applaud their decision to move away from an institution grounded on inherently inhumane wild animal acts.”3 CEO Kenneth Feld acknowledged that the negative publicity generated by the lawsuits took its toll: “We prevailed in court 100% [but] obviously, in the court of public opinion we didn’t win.”4
Ringling Brothers/Feld Entertainment isn’t the only company that has had to deal with changing societal attitudes toward animals. For decades killer whales were the major attraction at SeaWorld parks in San Diego, Orlando, and San Antonio. However, the death of trainer Dawn Brancheau, who was dragged into the water and drowned by Sea World’s largest breeding male, Tilikum (“Tilly”), galvanized opposition to captive orca programs. The film Blackfish documented the death of Brancheau and whale mistreatment. Matt Damon, Harry Styles, Willie Nelson, and other celebrities joined the protest. Animal activists noted that orcas (which are really large dolphins) never kill humans in the wild. In captivity, young killer whales are separated from their families and are forced to live thei.
Case Study 10.3 Regulating Love at the OfficeThe office has bec.docxdewhirstichabod
Case Study 10.3: Regulating Love at the Office
The office has become a hotbed of romance. In one survey, 60% of employees surveyed reported that they had participated in an office romance during their careers and 64% said they would do so again. And the percentage of workplace romances is likely to climb as younger workers (ages 25 to 34) put in more hours at work. As one human resource writer notes:
Traditional places like church, family events, and leisure time don’t present the same pool of candidates as they did in earlier times. The workplace provides a preselected pool of people who share at least one important area of common ground. People who work together also tend to live within a reasonable dating distance, and they see each other on a daily basis.1
Office romances can pose a number of problems, including a loss of productivity, public displays of affection, gossip, damage to the professional image of the organization, charges of favoritism, and affairs in cases where romantic partners already have spouses or significant others. Serious issues arise when superiors and subordinates date and then break up. The subordinate (often a young female assistant) may claim that she was sexually harassed because she was pressured into having sex to keep her job or that her supervisor (often an older male executive) retaliated when the relationship ended.
The nation was reminded of the dangers of superior–subordinate relationships when former late-night talk show host David Letterman admitted that he’d had a series of sexual relationships with female writers and staffers at his production company. Letterman went public with his affairs after a CBS producer who dated his long-term girlfriend, Stephanie Birkett, tried to extort money from the entertainer in return for keeping silent about his sexual activities. While Letterman’s relationships were consensual, it appeared as if the women he dated received special benefits. For example, Birkitt was featured in broadcast segments even though she did not seem to be particularly talented.
Human resource departments are taking note of the dangers of office romances. The number of companies developing written policies to address office romances rose from 20% to 42% over an eight-year period, according to the Society of Human Resource Management. And the policies grew stricter. Almost all the firms surveyed by SHRM forbid romantic relationships between superiors and subordinates; one-third forbid relationships between those reporting to the same supervisor or with a client or customer; 10% don’t allow romances between their employees and employees of competitors. Punishments range from minimal (relationship counseling and department transfers) to severe (suspension and termination). Executives at the American Red Cross, the World Bank, Walmart, Boeing, and the Harvard Business Review lost their jobs for having relationships with subordinates.
Not everyone is convinced that restrictions on dating are just.
Case Study 1 Is Business Ready for Wearable ComputersWearable .docxdewhirstichabod
Case Study 1: Is Business Ready for Wearable Computers?
Wearable computing is starting to take off. Smartwatches, smart glasses, smart ID badges, and activity trackers promise to change how we go about each day and the way we do our jobs. According to Gartner Inc., sales of wearables will increase from 275 million units in 2016 to 477 million units by 2020. Although smartwatches such as the Apple Watch and fitness trackers have been successful consumer products, business uses for wearables appear to be advancing more rapidly. A report from research firm Tractica projects that worldwide sales for enterprise wearables will increase exponentially to 66.4 million units by 2021.
Doctors and nurses are using smart eyewear for hands-free access to patients’ medical records. Oil rig workers sport smart helmets to connect with land-based experts, who can view their work remotely and communicate instructions. Warehouse managers are able to capture real-time performance data using a smartwatch to better manage distribution and fulfillment operations. Wearable computing devices improve productivity by delivering information to workers without requiring them to interrupt their tasks, which in turn empowers employees to make more-informed decisions more quickly.
Wearable devices are helping businesses learn more about employees and the everyday workplace than ever before. New insights and information can be uncovered as IoT sensor data is correlated to actual human behavior. Information on task duration and the proximity of one device or employee to another, when combined with demographic data, can shed light on previously unidentified workflow inefficiencies. Technologically sophisticated firms will understand things they never could before about workers and customers; what they do every day, how healthy they are, where they go, and even how well they feel. This obviously has implications for protecting individual privacy, raising potential employee (and customer) fears that businesses are collecting sensitive data about them. Businesses will need to tread carefully.
Global logistics company DHL worked with Ricoh, the imaging and electronics company, and Ubimax, a wearable computing services and solutions company, to implement “vision picking” in its warehouse operations. Location graphics are displayed on smart glasses guiding staffers through the warehouse to both speed the process of finding items and reduce errors. The company says the technology delivered a 25 percent increase in efficiency. Vision picking gives workers locational information about the items they need to retrieve and allows them to automatically scan retrieved items. Future enhancements will enable the system to plot optimal routes through the warehouse, provide pictures of items to be retrieved (a key aid in case an item has been misplaced on the warehouse shelves), and instruct workers on loading carts and pallets more efficiently.
Google has developed Glass Enterprise Edition smar.
Case Study 1 Headaches Neurological system and continue practicing .docxdewhirstichabod
Case Study 1 Headaches: Neurological system and continue practicing documentation of a focused/episodic SOAP note for Assignment
A 20-year-old male complains of experiencing intermittent headaches. The headaches diffuse all over the head, but the greatest intensity and pressure occurs above the eyes and spreads through the nose, cheekbones, and jaw.
Episodic/Focused SOAP Note Template
Patient Information:
Initials, Age, Sex, Race
S.
CC
(chief complaint) a BRIEF statement identifying why the patient is here - in the patient’s own words - for instance, "headache", NOT "bad headache for 3 days”.
HPI
: This is the symptom analysis section of your note. Thorough documentation in this section is essential for patient care, coding, and billing analysis. Paint a picture of what is wrong with the patient. Use LOCATES Mnemonic to complete your HPI. You need to start EVERY HPI with age, race, and gender (e.g., 34-year-old AA male). You must include the seven attributes of each principal symptom in paragraph form, not a list. If the CC was “headache”, the LOCATES for the HPI might look like the following example:
Location: head
Onset: 3 days ago
Character: pounding, pressure around the eyes and temples
Associated signs and symptoms: nausea, vomiting, photophobia, phonophobia
Timing: after being on the computer all day at work
Exacerbating/ relieving factors: light bothers eyes, Aleve makes it tolerable but not completely better
Severity: 7/10 pain scale
Current Medications
: include dosage, frequency, length of time used and reason for use; also include OTC or homeopathic products.
Allergies:
include medication, food, and environmental allergies separately (a description of what the allergy is ie angioedema, anaphylaxis, etc. This will help determine a true reaction vs intolerance).
PMHx
: include immunization status (note date of
last tetanus
for all adults), past major illnesses and surgeries. Depending on the CC, more info is sometimes needed
Soc Hx
: include occupation and major hobbies, family status, tobacco & alcohol use (previous and current use), any other pertinent data. Always add some health promo question here - such as whether they use seat belts all the time or whether they have working smoke detectors in the house, living environment, text/cell phone use while driving, and support system.
Fam Hx
: illnesses with possible genetic predisposition, contagious or chronic illnesses. The reason for the death of any deceased first degree relatives should be included. Include parents, grandparents, siblings, and children. Include grandchildren if pertinent.
ROS
: cover all body systems that may help you include or rule out a differential diagnosis You should list each system as follows:
General:
Head
:
EENT
: etc. You should list these in bullet format and document the systems in order from head to toe.
Example of Complete ROS:
GENERAL: No weight loss, fever, chills, weakness or fatigue.
HEENT: Eyes: No visu.
CASE STUDY 1 HeadachesA 20-year-old male complains of exper.docxdewhirstichabod
CASE STUDY 1: Headaches
A 20-year-old male complains of experiencing intermittent headaches. The headaches diffuse all over the head, but the greatest intensity and pressure occurs above the eyes and spreads through the nose, cheekbones, and jaw.
Evaluate abnormal neurological symptoms
Apply concepts, theories, and principles relating to health assessment techniques and diagnoses for cognition and the neurologic system
Assess health conditions based on a head-to-toe physical examination
USE THE ATTACHED EPISODIC SOAP NOTE
.
Case Study - Stambovsky v. Ackley and Ellis Realty Supreme C.docxdewhirstichabod
Case Study -
Stambovsky v. Ackley and Ellis Realty
Supreme Court, Appellate Division, State of New York 169 A.D.2d 254 (1991)
he assignment should consist of a Word Document, 2 pages in length double spaced, 12-point font, 1-inch margins not including the title page and reference page. (Short papers will lose significant points!!). All cases will automatically be submitted to Turnitin. Your paper should follow the case format (below) and include a summary of the relevant facts, the law, judicial opinion, etc.
Research the case using the case citation in the Library under databases (select - HeinOnline), FindLaw.com, and other legal sources. Research the parties and circumstances of the case itself.
Utilize the case format found in the Case Analysis Module.
Submit your assignment as a Microsoft Word document.
.
CASE STUDY - THE SOCIAL NETWORKThe growing use of social network.docxdewhirstichabod
CASE STUDY - THE SOCIAL NETWORK
The growing use of social network sites (such as Facebook) and online communities (such as
for instance the Apple Computer community, the community of Harley-Davidson riders,
and the community of Starbucks customers) provides exciting opportunities for
organizations. Online brand communities allow organizations to engage and interact with
customers, obtain market information, sell and advertise products, rapidly disseminate
information, develop long-term relationships with the community, and eventually to
influence consumers’ preferences and behavior (Dholakia and Bagozzi, 2001, Dholakia,
Bagozzi, and Pearo, 2004, Franke and Shah, 2003, Muniz and Schau, 2005, Tedjamulia, Olsen,
Dean, and Albrecht, 2005). “Brand community” is a term that is used to describe likeminded
consumers who identify with a particular brand and share significant traits, such as
for instance “a shared consciousness, rituals, traditions, and a sense of moral responsibility”
(Muniz and O’Guinn, 2001, p. 412). Online brand communities are based on their core value
- the brand- and grow by building relationships with and among members interested in the
brand (Jang et al. 2008).
There are several possible categorizations of online brand communities, but they are
generally grouped into two categories based on who initiates and manages the community;
(1) company-initiated communities, built by the company that owns the brand and (2) userinitiated
communities, voluntarily built by their members (that is, the consumer) (e.g.,
Armstrong and Hagel 1996; Kozinets 1999). These two types of brand communities provide
different opportunities for marketers. For instance, a brand community on a company
website is one of the key determinants of attracting consumers to and retaining customers
on the website (Nysveen and Pedersen, 2004). Consumer-initiated online brand
communities may provide consumers with useful information about other consumers’
experiences with the product or service and the strengths and weaknesses of products or
services (Jang et al. 2008).
The success of online brand communities is heavily dependent on consumer participation in
the online brand community. To determine why consumers participate in online brand
communities business student Jesse Eisenberg has developed a model based on extant
service marketing literature. The main idea in this literature is that perceived value and
satisfaction are antecedents of the intention to use a product or service (Anderson, Fornell,
and Lehmann 1994; Bolton and Drew 1991; Grönroos 1990; Hocutt 1998; Kang, Lee, and Choi
2007; Ravald and Grönroos 1996). Jesse wants to apply this idea to consumer participation in
online brand communities. According to Jesse, “members will probably be satisfied with an
online brand community and have the intention to participate in the community when they
derive value from the community. Therefore it is important to know which values.
Case Study #1 Probation or PrisonWrite a 12 to one page (.docxdewhirstichabod
Case Study #1: Probation or Prison?
Write a 1/2 to one page (150–275 words) response in which you answer the three questions that follow the case study below:
You could have been in the same situation yourself. Instead, it is Mary Lee Smith, one of your probationers, who is about to stand before the judge in a probation revocation hearing.
When you and your husband split 10 years ago, you had two children and eventually had to declare bankruptcy and accept food stamps to be able to pay the rent. After seven years working as a secretary at the nearby state juvenile corrections center, receiving constant encouragement from Mrs. Jones, the superintendent, and taking advantage of a criminal justice scholarship program, you finished a degree in administration of justice and qualified for an entry-level position with the community resources division of the state department of corrections. You advanced as the system grew, and now, three years later, you are a probation supervisor in Judge Longworth's court.
In a way, Mary Lee is as much a victim as she is an offender. Married at seventeen, she quit high school and moved west with her husband who was in the army. By the time she was twenty, she had two children and was divorced. With babysitters to pay and skills that would command no more than minimum wage, Mary Lee turned to such income supplements as shoplifting, bad check writing, and occasionally prostitution. Her check-passing skills developed rapidly, and it was not long before she had amassed a series of convictions, not to mention several lesser offenses for petty larceny that were disposed of by the prosecutor's declaration of
nolle prosequi
. To date, Mary Lee has not served a day in prison. Judge Longworth has used admonition, restitution, suspended sentence, and probation to rehabilitate Mary Lee. However, Mary Lee's criminal conduct has persisted, as has her inability to stretch her food stamps, welfare payments, and part-time minimum-wage employment into a satisfactory existence for herself and her children. To complicate the matter, the welfare safety net that had helped keep Mary Lee and her children afloat would cease to exist for her within 24 months.
Judge Longworth has called you into his chambers before the hearing. He read your violation report with interest. You pointed out Mary Lee's family obligations and the imminent possibility that the children would have to be placed in foster homes if she were confined. You also pointed out that she has been faithful in making restitution and that she maintains a steady church relationship and a good home environment for her children. Although your report is fair and accurate, you realize that the judge has sensed your misgivings and uncertainty concerning Mary Lee.
Judge Longworth looks up from your report and comes directly to the point. "Do you really believe this woman deserves to go back into the community? You certainly seem to have found some redeeming features in her cond.
Case Studies of Data Warehousing FailuresFour studies of data .docxdewhirstichabod
Case Studies of Data Warehousing Failures
Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment.
Read the cases and prepare a report that provides a substantive discussion on each of the following:
1. What’s the scope of what can be considered a data warehousing failure?
2. What do you find most interesting in the failure stories?
3. Do they provide any insights about how a failure might be avoided?
Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins.
Case Study 1: Auto Guys
Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys.
At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format.
The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support.
A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally.
Given his experience with the warehouse, the project manager made the following summary .
Case Studies GuidelinesWhat is a Case StudyCase studies.docxdewhirstichabod
Case Studies Guidelines
What is a Case Study:
Case studies are stories. They are formatted in such a way that at a glance one could easily determine the “issue” about to be discussed. We look to clearly address the who, what, where, when, why and how to ensure that we have covered the story in its entirety. If you miss one of these factors, you leave the reader guessing and questioning your report. In public policy & administration our case studies/stories are required to be fact based. Make sure your research is based on credible information. Verify, verify, verify. Make a mistake and/or be challenged on one of your “facts”, could create a host of issues. If you are found to be incorrect, the entire report is incorrect and your credibility is suspect. Cite your research appropriately.
We call it an issue rather than a “problem” because a problem presents a negative image/connotation. Issues are not necessarily negative and provides the policy analyst with an opportunity to evaluate each issue based on its own merits without taking a position of negative or positive.
What Does a Case Study Look Like:
A case study should set up similar to story-telling.
Do not write this as you would a thesis.
You don’t want to put in a lot of “fluff & stuff”. Think of the reader as a high level administrator whose in-box is full of documents that require review. To catch this administrator’s attention, consider what he/she would be concerned with. The “issue” clearly delineated, then the people involved “stakeholders”, the positions (where one stands depends upon where one sits), of these people/perspectives” of the stakeholders and then a fact based well thought out “recommendation”. Use the first paragraph or two to set the tone for the issue under consideration. Once you have the reader’s attention then you are prepared to move onto your 4-step policy analyses.
Why a 4-Step Policy Analysis:
We use the four-step policy analysis because of its simplicity and its thoroughness. There are plenty of other models, some with seven-steps and others with ten-steps. It is not the number of steps that makes a case study. It is the report itself that stands on merit.
Do not change the language of the 4-steps or add other language, as new headings could change the report and its intent. It is vital that you understand this foundation as it will be used throughout your baccalaureate curriculum. Learning to use this in both your professional and personal lives will help you with your decision making in a variety of ways.
How Do I Begin:
Case studies are complex and may contain a myriad of issues, stakeholders, etc. It is your job to select one issue and then to stay on course as you work through your critical thinking and 4-step policy analysis. Do not say there are “many” issues as this may confuse the reader of leave him/her questioning why you chose one issue over another. Chose one….
How Should the Final Case Study Paper Set Up:
Use APA format when c.
Case Project 8-2 Detecting Unauthorized ApplicationsIn conducti.docxdewhirstichabod
Case Project 8-2: Detecting Unauthorized Applications
In conducting a review of the Oss running on the Alexander Rocco network, you detect a program that appears to be unauthorized. No one in the department knows how this program got on the Linux computer. The department manager thinks the program was installed before his start date three years ago. When you review the program’s source code, you discover that it contains a buffer overflow vulnerability. Based on this information, write a report to the IT manager stating what course of action should be taken and listing recommendations for management.
Your essay should be a minimum of 350 words and include the steps you took to discover file.
Use reference:
Simpson, M. T., Backman, K., & Corley, J. (2011).
Hands-on ethical hacking and network defense
. Cengage Learning.
Add any other recent references
.
Case Number 7Student’s NameInstitution Affiliation.docxdewhirstichabod
Case Number 7
Student’s Name
Institution Affiliation
Case Number 7. The case of physician do not heal thyself
Questions
1. Have you recently engaged in risky behaviors such as binge eating, unsafe sex, gambling, drug and substance abuse, or risky driving?
1. How would you describe your relationships with people such as your spouse, friends, neighbors, colleagues, and strangers while considering aspects of anger, irritability, and violence?
1. Do you have a recurring problem of variant moods that result to interpersonal stress, feeling of emptiness, and other challenges that are stress-related and they push you towards suicidal thoughts?
People to speak to
It is crucial to identify the right people to provide essential details for the assessment of the patient. Some of the most important people include the spouses, siblings, family friends, personal friends, and neighbors. Furthermore, the patient’s colleagues can provide important information regarding the behaviors of the patient and help in identifying issues that the patient could be hiding. Speaking to the people to whom the patient exercises authority is important in attaining the true image of the person.
Physical exam and diagnostic test
The disorder is mental, but it can be assessed through physical exams that indicate how the brain is working in relation to actions ( Stahl 2013). Fixing a puzzle would be an effective way of testing the patient and how stable they can be. The other approach is engaging the patient in a physical exercise and observing their participation. Physical exams provide a diagnostic insight to test how the patient relates with others.
Diagnoses
Personality Disorder
Mood Disorder
Depression with psychotic features
Pharmacological agents
Application of antidepressants
Use of antipsychotics
Administering mood-stabilizing drugs
Contradictions or Alterations
It is a complex situation to treat a complex and long-term unstable disorder of mood because the patients experience different emotions even during therapy (Yasuda & Huang 2008). It becomes difficult to separate mood disorder from personality disorder especially for difficult patient like in this case. Furthermore, there are no specific drugs that can be used for treatment without additional therapy since this patient is able to adjust or play with their own treatment as a physician. The mental condition observed in the patient requires a careful approach due to the delicate situations involving suicidal thoughts and aggression.
Lessons Learned
In the case study “The case of physician do not heal thyself,” the lessons include the importance of conducting a complete assessment of the patient and including other people who interact with the patient. It would be more effective to treat such conditions if the patients had stable emotions, but strategic approaches can help to streamline the treatment process ( Stahl 2014b).
References
Stahl, S. M. (2013). Stahl’s essential psychopharmacol.
Case number #10 OVERVIEWAbstract In this case, a local chapt.docxdewhirstichabod
Case number #10
OVERVIEW
Abstract In this case, a local chapter of a national nonprofit organization continuously struggles with funding and must, therefore, be proactive in seeking out additional revenue sources. The local coordinator encounters a situation involving a potential donor that forces her to weigh the pros and cons of breaking the rules and the best way to communicate her concerns to her superiors and the donor. A chance meeting on a flight leads to a potential conflict-of-interest situation for the local coordinator.
Main Topics Decision making, Ethics
Secondary Topic Communication, Intergovernmental affairs*
Teaching Purpose To discuss the complexities involved in balancing personal and organizational responsibilities within the framework of a nonprofit organization.
The Organization ReadNow is a nonprofit program that promotes early literacy by giving new books to children and advice to parents about the importance of reading aloud in pediatric exam rooms across the nation.
* Main Characters: • Michael Vaughn, Executive Vice President of Johnson Hospital • Dr. Lea Nelson, Head of National ReadNow • Patricia Clay, Local ReadNow Coordinator • Molly Carter, Tillingast Foundation employee • Dr. Katie Nelson, ReadNow Local Director
BACKGROUND
In 1962, a group of doctors at a hospital in Phoenix, Arizona, were brain-storming ways to increase early childhood literacy and parent– parent– child interactions among their patients. One doctor had the idea of distributing children's books to their patients during checkups, accompanied by advice to the parents about the importance of reading aloud to their children. From this modest beginning, ReadNow developed into a national, nonprofit organization that distributes books and early literacy guidance to more than 2.5 million children and their families. ReadNow has offices all over the United States and is currently supported in part through a grant from the U.S. Department of Education. ReadNow opened a branch in Crown City, Michigan, in August with a partnership between the National ReadNow and the Johnson Children's Medical Center. One of the founders, Dr. Mark Jeffries, still active within ReadNow, approached Dr. Katie Nelson, a pediatrician at Johnson Hospital with the opportunity to bring ReadNow to Crown City. Dr. Nelson soon had more than thirty pediatric clinics participating in the program and hired a coordinator, Patricia Clay, to manage the day-to-day operations of the Crown City chapter.
As a result of its affiliation with the Johnson Children's Medical Center, ReadNow was fortunate to have its rent, computers, telephones, and office supplies provided by the hospital. Johnson Children's Medical Center agreed to support the office environment of ReadNow, as well as to guarantee the coordinator a stipend of $ 50,000 each year. However, part of Patricia Clay's duties included raising funds to purchase books to distribute in clinics across the metropolitan area and t.
Case GE’s Two-Decade Transformation Jack Welch’s Leadership.docxdewhirstichabod
Case: GE’s Two-Decade Transformation: Jack Welch’s Leadership
Thoroughly: -Identifies core problem of the case with applicable rationale and evidence. -Discusses the severity of the core problem. Provides supporting rationale. -Discusses implications of the core problem. How and to what extent may the core problem affect the stakeholders/those being led? Provides supporting rationale.
.
CASE BRIEF 7.2 Tiffany and Company v. Andrew 2012 W.docxdewhirstichabod
CASE BRIEF 7.2
Tiffany and Company v. Andrew
2012 WL 5451259 (S.D.N.Y.)
FACTS: Tiffany (plaintiffs) allege that Andrew and others (defendants) sold counterfeit Tiffany
products through several websites hosted in the United States. Andrew accepted payment in U.S.
dollars, used PayPal, Inc. to process customers' credit card transactions, then transferred the sales
proceeds to accounts held by the Bank of China (“BOC”), Industrial and Commercial Bank of
China (“ICBC”), and China Merchants Bank (“CMB”) (“Banks”).
Andrew defaulted on the suit, and Tiffany sought discovery from the Banks by serving subpoenas
seeking the identities of the holders of the accounts into which the proceeds of the counterfeit sales
were transferred and the subsequent disposition of those proceeds. The Banks involved all
maintained branch offices in the Southern District of New York, and the subpoenas were served
on those branch offices.
The Banks responded to the subpoenas by explaining that the information sought was all
maintained in China and that the New York branches of the Banks lacked the ability to access the
requested information. China's internal laws prohibited the disclosure of the information except
under certain conditions. The Banks proposed that the plaintiffs pursue the requested discovery
pursuant to the Hague Convention.
The court concluded that Tiffany should pursue discovery through the Hague Convention. Tiffany
submitted its Hague Convention application to China's Central Authority in November 2010, and
on August 7, 2011, the Ministry of Justice of the People's Republic of China (“MOJ”) responded
by producing some of the documents requested. For each of the Banks, the MOJ produced account
opening documents (including the government identification card of the account holder), written
confirmation of certain transfers into the accounts and a list of transfers out of the accounts. With
respect to CMB, the records indicate that all funds in the account were withdrawn through cash
transactions at either an ATM or through a teller. BOC and CMB each produced documents
concerning a single account; ICBC produced documents for three accounts.
In its cover letter, the MOJ noted that it was not producing all documents requested. Specifically,
the letter stated, “Concerning your request for taking of evidence for the Tiffany case, the Chinese
competent authority holds that some evidence required lacks direct and close connections with the
litigation. As the Chinese government has declared at its accession to the Hague Evidence
Convention that for the request issued for the purpose of the pre-trial discovery of documents only
the request for obtaining discovery of the documents clearly enumerated in the Letters of Request
and of direct and close connection with the subject matter of the litigation will be executed, the
Chinese competent authority has partly executed the requests which it d.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
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
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Case Studies Focusing on Fluency StrategiesCase Scenario .docx
1. Case Studies: Focusing on Fluency Strategies
Case Scenario 1
Student: Mary
Age: 8.6
Grade: 3rd
Mary is a third grader at a small private school. It is the
beginning of the second semester of the school year and
assessment data show that Mary is still having difficulty with
decoding multi-syllable words, as are many of her classmates.
The students are struggling with an important reading skill that
will be assessed at the end of the school year and will be
important for success in the following years. Mr. Bounds,
Mary’s teacher, has decided to implement strategies each day
that will assist all of his students, Mary included, in reaching
the following goal:
Given multi-syllable words, students will decode them
accurately and with ease.
Case Scenario 2
Student: Emma
Age: 8.4
Grade: 3rd
Emma is a shy third grader who is struggling in all academic
subjects that require significant reading. Assessment data show
that Emma is able to read all sight words and decode most of
the multi-syllable words she encounters. However, Emma’s
fluency is not at the level of most third graders. This might be
because Emma appears to have a low self-concept. Emma reads
aloud very softly and slowly, often waiting to speak a word
3. STRATEGIC VALUES OF EMPLOYEE BENEFITS
PROGRAMS 8
Strategic Values of Employee Benefits Programs
Student’s Name: Gabrielle McNeely
Institutional Affiliation: Strayer University
Strategic Values of Employee Benefits Programs
Every business organization or firm is tasked with the challenge
to attract, motivate, reward, and retain its good employees. This
has been a primary challenge and puzzle for many managers in
the rapidly evolving and competitive business world. Managers
are doing what they can to reduce the rates of employees fall-
outs. Thus, to motivate and retain employees, employers ought
to create and offer attractive benefits to the employees. This
implies that firms or organizations should have effective and
functional benefits programs. The first aspect is that the benefit
program should be attractive to the employees, and the second
aspect is that the benefits programs should be supportive of the
organization.
In every organization, employees look forward to a benefits
package that is helpful and supportive to them as individuals as
well as their families and those who depend on them. Thus,
managers should choose only variables that are essential to the
company and the employees. Such packages are known as Total
reward packages, which entails six vital components. These
4. components include compensation, benefits, recognition,
performance management, talent development, and management,
as well as the effectiveness of work and life. All these
components create a concrete strategy for organizations to
attract, reward, motivate, and retain employees (Rothaermel,
2016).
Furthermore, in the total reward program, benefits are a vital
entity making it crucial for organizational managers to educate
their employees as well as sensitizing them on the need for
benefit programs and how it will help improve their working
attitudes. In an organizational setting, managers are required to
first educate and create awareness to employees before
implementing any set or program in the organization. Programs
that are aimed at involving employees should be effectively
communicated to them regarding their impact on the employees
and their job execution, the importance, and values of the
program thereof. Furthermore, the managers should also explain
in detail how the program is likely to benefit the general
organization apart from benefiting the employees.
Another vital variable to consider when implementing a benefits
program is its ability to supply and deliver quality performance
to the organization's staff members. This indicates that the
program should be a motivating factor to the employees in that;
through it, they are pushed to work harder. Through
technological advancements in the contemporary world,
managers can access and choose the most effective way of
analyzing and supplying employees with programs that are
affordable to the employees. This way of handling the
employees' benefits packages does not only benefit the
employees but also benefits the staff during their staff insurance
package implementation. Thus, organizations that desire to
attract, motivate, and retain good employees should incorporate
three essential benefits programs. These include medical, life,
and retirement insurance programs. All these insurance offers
security to the employees in terms of their health, life, and
benefits after they retire from their jobs. Even though
5. organizations may have a variety of other benefits at the
organizational policies, health, and life insurance is crucial
(Rothaermel, 2016).
Many employers offer the mentioned insurances to their
employees. They cover a variety of aspects of employee life by
covering things like hospital bills and cover them in case of
accidents. Some organizations include surgery procedures,
dental as well as vision services under the medical insurance
premiums to help employees to access medical assistance in
case of need. This implies that when designing the benefits
program in an organization, many elements should be
considered, especially regarding the type of business the
organization runs. Life insurance benefits insure the employees
and offer beneficial outcomes such as death benefits, which his
or her family will receive if the employees were insured before
dying. In case an employee dies through a car crash or any other
form of accident, he or she will be compensated on the same.
Moreover, the tax code takes the responsibility of retirement
benefits program. Therefore, start-up businesses can use a
variety of tools in planning for retirement benefits. Tools such
as the A401 (k) is crucial when companies attempt to attract or
retain good employees (Mwau et al. 2019).
The benefits program has elements such as the income
protection program and the pay for time not worked. Income
protection programs are insurance policies that offer benefits to
incapacitated employees, who find it difficult to work due to
illnesses or accidents. Initially, this form of the policy was
designed and regarded as Permanent Health Insurance. Through
this policy, the employee gives out some portion of his or her
salary to the insurance, to cater for any misfortunes or
emergency occurrences such as illnesses or accidents.
Therefore, this program is essential to the employees since it is
designed and meant to ensure that employees receive some
payment to run their livelihood in case they are befallen by
circumstances that can render then unable to work (Mwau et al.
2019). The federal law requires that in case of incapacitation of
6. an employee who is registered under the income protection
program, the employer should compensate or pay the employee
for the time he or she is unable to work. Thus, the income
protection program assumes that even though the employee is
not working in the organization premises, he or she is still
under the control of the employer, who is responsible for paying
the employee thereof to ensure that he or she leads a better life
even when not working.
Pay for the time not worked in another element of benefits
programs, which is characterized by offering employees paid
offs. These off-days are not meant for organizational benefits
but for the employee to do what he or she wishes to do. During
such days, employees take part in vacations and training while
others attend to medical requirements. Therefore, both income
protection programs and pay for the time not worked are
essential in a company setting and depends on the type of
business the organization runs. Even though the two elements
work parallel to each other, they can both be accessed by the
employees according to their needs. Another common aspect
associated with the two elements of benefits programs is that
they are both aimed at retaining qualified employees by
motivating them and giving the employees hopes that in case of
anything, they are insured and protected. The underlying
difference between the two elements is the Income protection
program helps to compensate the employees for adverse
occurrences such as illnesses and accidents while pay for the
time did not work compensated for activities associated with
work as a vacation, attending a conference or undergoing some
training related to the company protocols (Rothaermel, 2016).
In organizations, other benefit programs are recommendable for
managers to include in the benefits package. The aim of
designing a benefits package is to increase employee attraction,
motivation, and retention. Some of the other benefits include
work and life benefits, recognition, career development, and
insurance benefits. These 'other benefits' helps leaders or
managers to understand that work and life benefits are a
7. program that offers the employees an opportunity to take
personal time off the working environment to enjoy and relax.
In this case, the organizations give employees flextime offers,
which include freedom to working at flexible hours and also
allow employees who wish to execute their tasks away from the
office premises to do so. Work-life benefit programs also allow
workers to participate in activities such as social practices
through the creation of flexible workplaces, paid time offs,
taking part in life initiatives, and attending community services.
Recognition as 'other benefit' is a vital entity in motivating
employees. Employers should recognize the efforts, hard work,
and dedication from their employees and reward them according
to their loyalty levels. Awarding them or starting recognition
programs will be vital in helping the employees feel that they
are recognized as assets in a company. Career development is
also essential for employees since it helps them to grow as
individuals and as assets in an organization. Development can
be fostered through internships, attending short course training
as recommended by an organization, promotions, and attending
seminars and workshops aimed at issuing certificates to boost
their experiences and CVs. Welfare benefits are also vital
entities under 'other benefits.' This includes welfare services
like giving discounts on products purchased by employees,
especially in production organizations, and pre-tax payments
that can benefit the employees all the same (Mwau et al. 2019).
In an organization, there are exempt or no-exempt position
levels of employees. Top management or top organizational
positions falls under the exempt positions. These are employees
who receive a fixed salary range, and most do not offer
overtime payments to exempt employees. That implies that
benefit programs allocated to exempt employees are more
lucrative than those allocated to non-exempt employees. Thus,
for exempt employees, the benefits package will entail primary
benefits such as full-time benefits as employees, especially
those that exceed their working hours to over 30 hours in a
week.
8. Furthermore, an employee pension plan will be vital for exempt
employees. In this case, the organization will send pension
money to the pension plan as long as the employee is working
under the organization thereof. The pension money will be
cashed into the employees when they retire. For non-exempt
employees, they are paid in wages because most of them are
casual workers. Such employees should be compensated through
the minimum wage provisions. That is to imply that for no-
exempt employees, their compensation should tie with the
federal or state requirements stipulated for exempt employees
(Arulrajah, 2017).
In conclusion, organizations should strategically implement
benefits programs aimed at attracting, motivating, and retaining
qualified employees because they are crucial in marinating the
company image in the competitive world and increasing
productivity. Benefits such as medical life and retirement
benefits are vital in motivating and retaining employees. Income
protection and pay for time not worked programs are also
essential for employees retaining and motivating. More so, some
benefits such as work-life, flextime, and discounted products
fall under the 'other benefits' programs essential to employees.
References
Rothaermel, F. T. (2016). Strategic management: concepts (Vol.
2). McGraw-Hill Education.
Arulrajah, A. A. (2017). Productivity and quality management
through human resource management: A systematic
review. International Review of Management and Business
Research, 6(2), 419-437.
Mwau, F. M., Binti Abdullah, N. F., & Sama, I. (2019,
December). A Study of The Relationships between
Compensation Package, Work Motivation, and Job Satisfaction.
In Prosiding International Conference on Information
Technology and Business (ICITB) (pp. 59-65).
9. `
Running head: HUMAN RESOURCE TRAINING PROGRAMS
1
HUMAN RESOURCE TRAINING PROGRAMS 8
Human Resource Training Programs
Student Name: Gabrielle McNeely
Institutional Affiliation: Strayer University
10. Human Resource Training Programs
Introduction
Employee training is not only crucial for good organizational
outcomes and success but also vital in developing the career and
motivation in employees. When employees receive substantive
training, they develop confidence and get more zeal in working
(Adam & Rachman-Moore, 2004). Many organizations have
embrace employee training and they always do that through
human resource which is responsible for human or labor
management. However depending on the method used, human
resource have either successful instilled new knowledge in
employees or failed to achieve their training objective. As a
new human resource director. I present the method that would
best disseminate the new organization strategy and planning to
the employees.
Organizational Training
Although most organization employ workers who have trained
respectively to the job assigned or employed for, training have
become inventible in the contemporary business environment.
Organizations have either achieved or failed to achieve this
training objective depending on the methods used in this
training (London, 1989). Training is a comprehensive program.
Is start from known knowledge to unknown knowledge and
nevertheless create a distinctive link between this known and
unknown knowledge. For this reasons any training that creates
lapses in this basic fundamentals always fails to meet it
objective. One of training model that not follows the
fundamental concepts of training but also present an array of
benefits when used in employee training programs is the ADDIE
training model (Adam & Rachman-Moore, 2004). ADDIE is an
acronym for analysis, design, development, implementation and
evaluation.
The ADDIE Training Method
For several years, instructional designers and educators have
used the ADDIE framework as one of the most effective method
11. of training. Although ADDIE does not impose restrict linear
progression of its framework, clear definition of each stage and
distinctive facilitation of the implementation has made this
method not only distinctive from other training methods but one
of the best training method that result to success of training
programs and good business outcomes (Kurt, 2017).
The ADDIE has it basis on instructional design concepts which
trace back in 1950. However, this method vividly come into
picture in 1975 where the Center for Education Technology in
Florida devised an instructional model to train the US armed
forces. The success of this unique instructional method made it
to be subsequently be used in other branches of the United
States defense and later in business organization (Kurt, 2017).
Just from its acronym, ADDIE is structured into four five
stages, which starts from analysis stage, design, developmental,
implementation and lastly the evaluation stage as shown in the
figure below
Figure 1: The ADDIE instructional Model (Kurt, 2017)
The analysis stage is mostly considered as the goal setting
phase. In this stage, the educator targets the audience by setting
knowledge and programs that level the intelligence and skills of
the audience, participants or students. It’s also in this stage
that the instructor distinguish between what the audience know
from what they do not know (Kurt, 2017). This to ensure that
what they already know is not duplicated. As a result, he or she
sets up lessons and topic to explore new knowledge
The design stage is the second stage in ADDIE training module.
In this stage the educator determines all goals and tools that
would be used to gauge performance. This include test, subject
matter analysis, resources and lesson planning (Marler, Liang &
Dulebohn, 2006). In is noteworthy to mention that this stage
focuses on not only the learning objectives, content, exercises,
assessment and subject matter analysis but also the assessment
instrument and media selection. The approaches in design stage
should be systematic, logical and in orderly process of
12. identification. Additionally, this process should be
developmental and evaluation of the planned strategies should
target to attaining the training objectives (Kurt, 2017). Designs
stage constitutes setting rules, values for each element
designed. Furthermore being a stickler to details contributes to
the success of this stage. A point to note in this stage is that
systematic approaches in this stage make everything fall within
the rational of planned strategies and training objectives and
goals.
After the design stage, come the developmental stage which is a
phase that the educator starts the production and testing of the
methods used in the project (Marler et.al, 2006). In this phase
the educator make use of the information collected in the two
previous stages: analysis and design. Using this information the
educator creates programs that rely on what needs to be taught
to the audience. If the two previous stages require
brainstorming and planning, then this stage initiates or develops
programs that would brainstorm the audience or plan the
audience learning activities (Marler et.al, 2006). It should be
noted, that the developmental stage is all about putting into
actions and it includes, drafting, production and evaluation.
In the implementation stage provides a continuous modification
of the programs developed in the developmental stage to ensure
that this programs do not only fit the audience but are effective
and efficiency towards the training goals and objectives. In the
stage, the instructional design (ID) is redesigned, updated or
even edited for effective delivery (Kurt, 2017). Since procedure
in the key word in this phase, much of the work is done in the
implementation stage. this because at this stage, trainer and the
students work hand in hand to train on new tools and continuous
evaluation of the design for improvement.
The evaluation stage comes as the last stage in ADDIE
framework. In this a stage, the project is subjected to a
meticulous final testing where the project is tested on regard of
what, why, how, when of the things that were accomplished or
not accomplished in the training. Evaluation is often structured
13. into two sub peripherals: formative and summative evaluation
(Kurt, 2017). Formative evaluation happens in the training
while summative evaluation happens at the end of the training
Identify and Discuss Possible Challenges Faced In the
Implementation of a New Training Process in the Company
Change brings turbulence and new training programs are no
exemptions. In case, initializing a new training program might
face the challenge of corporation, finance and to some extend
the program might not work as effectively as initially thought.
Lack of corporation might come from not only the employees
who are the audience in this scenario but also other stakeholders
like the department managers and top managers (Samwel, 2018).
This phenomenon but a hurdle to new training model and reduce
its effectiveness and efficiency in employee training. In finance,
the new model might require extra finance for new training
tools and programs which might not be ready available in the
organization. Lastly, since is a new model that has never been
used or implemented in the organization, it might work as
effective as thought due to various customized organizational
challenges (Samwel, 2018).
Three Methods of Training Used For Employee Training. The
Best Method and Why Is the Best Method
There are assorted methods that the human resources have used
to train staff and other stakeholders in business. However,
Interactive Training method, Instructor Led (ADDIE) and
Coaching and Mentoring are the three famously used methods.
Although the Coaching and Mentoring and Interactive Training
method where workers are taught progressively through
demonstrative practices work best for most organizational these
methods of training are costly and time consuming (Cocuľová,
2017). For the case of Retail Company, training should be fast,
cost effective and best fit the company goals and objective, in
this regard, the best training method is ADDIE instructional
training program.
This instructional based training module not only customize the
training to best fit the employees and the situational factors
14. within an organizational but it provide an organized, robust and
informative framework that a trainer would use to disseminate
knowledge to the audience. Nevertheless, through evaluation
and implementation phase, the trainers can continuously assess
the effectiveness of the training method as the worker resume
their roles or take on new roles in the organization (Cocuľová,
2017). Furthermore ADDIE training method is fast as instructor
and flexible. It is fast in the sense that training commerce and
finish in one period (Usha Nandhini & Palanivelu, 2016). It
does not need different periods of training as it is in interactive
and couching and mentorship methods. Likewise it less costly
compared to the two methods.
Different Performance Management and Performance Appraisal;
Which Do You Support
While Performance appraisal target the performance of
individual workers in relation to the organizational goals and
objectives, performance management deals with the whole set of
activities to that ensure good business outputs (Usha et.al,
2016). Although individual performance is important to the
business performance, ensuring that every individual, activities
and a whole spectrum of organization process perform well is
more crucial than individual performance.
References
Adam, A. M., & Rachman-Moore, D. (2004). The methods used
to implement an ethical code of conduct and employee
attitudes. Journal of Business Ethics, 54(3), 225-244.
Cocuľová, J. (2017). The Analysis of the Selected Factors
Influencing the Selection of Employee Training
Methods. Journal of Human Resources, 5(2), 7-14.
Kurt, S. (2017). ADDIE Model: Instructional Design -
Educational Technology. Educational Technology. Retrieved 13
May 2020, from https://educationaltechnology.net/the-addie-
model-instructional-design/
London, M. (1989). Managing the training enterprise: High-
15. quality, cost-effective employee training in organizations.
Jossey-Bass.
Marler, J. H., Liang, X., & Dulebohn, J. H. (2006). Training and
effective employee information technology use. Journal of
Management, 32(5), 721-743.
Samwel, J. O. (2018). Impact of employee training on
organizational performance–case study of drilling companies in
geita, shinyanga and mara regions in tanzania. International
Journal of Managerial Studies and Research, 6(1), 36-41.
Usha, M., Nandhini, M., & Palanivelu, P. (2016). Effective
employee training impart employee retention. International
Journal of Management Research & Review, 6 (3), 416-421.
Running head: RECRUITING AND HIRING 1
RECRUITING AND HIRING
Recruiting and Hiring
Name: Gabrielle McNeely
Institution: Strayer University
Recruiting and Hiring
The Selected Strategy and how it could Affect HR
16. For an efficiency-minded retail organization, the best strategy
to work on is differentiation. The primary reason why the
strategy was selected is the nature of the markets. Today,
international influences and forces have made markets more
responsive, which means that producers need to provide
customers with products and services that meet their specific
needs. The trend is seen in the various markets where the
customers are requiring providers to deliver products with a
specific quality. For instance, the cereal market is experiencing
changes as customers prefer cereal which is cereal grain
explaining why organizations, such as General Mills converted
all its cereal offerings to whole grains.
The market changes create a market situation where different
market segments prefer certain forms of a product. For instance,
younger consumers are more selective while older consumers
are more conservative. It means the former must be provided
with products and services that are characterized by more
variety. It is a proven way of establishing a high level of
customer satisfaction (Thompson, 2017). To meet such needs, it
is imperative that an organization differentiates its product
offering.
On the other hand, unlike the 1990s and before, when access to
market information was limited, businesses can rapidly access
the information in real-time by the use of tools, such as
business intelligence tools. Such information can be used to
inform the manner in which differentiation is undertaken. It
must be done in a way that meets and satisfies the varying tastes
and needs of the targeted customers. As such, the organization
will need to access the information, which will be applied to the
production processes.
At the organizational level, human resources will be impacted
in a number of ways. First, they will need to foster a culture of
shared learning where information about the markets is shared
optimally across the organization. It should be a culture that is
adhered to by all the workers in a bid to promote shared
experiences and skills, which will transform into evidence-
17. based performance. Also, it calls for the continued access to
market information, a task that the marketers need to meet.
Additionally, the strategy will require the human resources to
adopt a functional structure that creates teams, which are
supposed to work on different aspects of the product. Such an
approach will provide faster results as every team is skilled and
experienced in the design and creation of a particular product.
However, the teams are supposed to work towards a common
goal, which is realized through effective leadership at the
middle-level (Cokins, 2009). The managers and other leaders
need to communicate the vision and make the teams understand
the overall goal that is being targeted by the organization.
Further, the organization will need to hire workers who are
technologically and data-oriented. The new workers should be
able to collect data and translate it into a product meant for a
particular market. Technology is now a strategic tool and
businesses with technologically skilled personnel are deemed to
have a competitive advantage. Such a new team will bring about
new awareness and guide the current teams in the adoption of
technology as an essential tool that guides the performance of
marketing and human resource functions.
Approaches to Job Design and Redesign
Job design and redesign are important processes that ensure that
a particular job position is able to realize the set goals and
objectives. The first approach is the job enrichment approach. It
is based on the premise that workers are motivated to do more if
they can be provided with more opportunities for responsibility,
growth, and recognition. Every worker needs to feel a sense of
personal and professional advancement, which an organization
must provide. Mainly, job enrichment entails giving the workers
more responsibility, which requires them to make more
decisions regarding performance (Mattiske, 2010). An example
is the junior marketer position that is primarily about ensuring
that market information is gathered through the use of technical
support systems put in place. The position can be enriched by
providing the junior marketers with a new responsibility that
18. entails the analysis of gathered data that will help them make
key decisions regarding the interventions that should be made in
the markets. It will provide junior marketers with a new sense
of responsibility.
The second approach is the job enlargement, which entails the
task of adding more tasks to a particular job or assignment. The
goal is to ensure that the job remains the same but has a bigger
scale. Sometimes, the workers are likely to experience boredom
if they continue to meet particular responsibilities day in, day
out. The boredom can be addressed by enlarging the job through
a number of measures. The best way of doing it is to assign a
group of workers a set of tasks and then allow them to decide
who does what. For instance, for a sales team that needs to
provide quarterly reports on the market performance, they can
be asked to provide the information by a certain date. They will
be given the autonomy of coming up with a framework on how
they will meet the desired performance goals (Mattiske, 2010).
In that sense, the job remains the same, but they are able to
address boredom as the individuals can now be tasked with new
roles and responsibilities in a manner that appreciated
independent performance.
The third approach is job simplification, which refers to
breaking down a task into smaller parts. The smaller part is then
assigned to the employee who does the task over and over. The
goal of this approach is to ensure that proficient workers are
tasked with roles they understand best, which lowers the
training costs. Also, the approach enables an organization to
maximize profits and revenues. However, this approach has a
major setback as it promotes boredom, which impedes
motivation and may also promote absenteeism. A practical
example entails a product design team that is supposed to
develop a prototype by a particular date. The task can be broken
down into parts, such as material evaluation, data gathering and
analysis, and assessment of product suitability to the desired
markets. The team will be broken down into smaller parts,
which will do the tasks depending on which area a worker is
19. proficient in.
Finally, job rotation is an approach that is taken by many
organizations. It implies that a worker is moved from one
position to another in a bid to break the boredom, which may
impact their overall performance. It is monotonous if a worker
does the same thing for months and years. Hence, they can be
moved to tasks they can comfortably handle (Mattiske, 2010).
The limitation of this approach is that some training costs may
be incurred, which increases the overall cost of production.
However, the costs can be optimized through moving workers to
areas they can meet performance goals with less friction and
issues. An example of a rotation entails moving a customer
service worker to a data entry position. The latter does not
require critical skills or experience, hence the worker will
optimally meet the desired performance goals.
Challenges and Constraints of Recruiting Workers
One of the common challenges entails incurring high costs of
recruiting and training workers. Today, businesses are using job
boards and other channels to advertise positions, which is
sometimes costly, especially for SMEs. The approach is
important as it enables a business organization to access a wider
pool of candidates but it comes with a cost. As such, it is
imperative that a budget is allocated sufficiently to ensure that
the desired goals and objectives are met.
An additional constraint entails the lack of hiring experience
that may make businesses fail to access the most talented
candidates. A recruiting panel tasked with hiring candidates
should show competence and evaluate additional skills, such as
emotional intelligence competencies, among others (Osmani &
Maliqi, 2012). Such processes and tasks need to enable the
panel to narrow down to a candidate that is best suited to the
needs of the organization.
On the other hand, there are issues that are usually experienced
when hiring and recruiting. The first issue involves the inability
to strictly adhere to employment laws that prohibit
discrimination on the basis of religion, age, disability, color,
20. and origin among others. There are several US companies that
have faced litigation due to the violation of the law. A recent
case involved a company that failed to hire a Muslim woman
because she wore her religious attire. The Supreme Court
affirmed that the act amounted to discrimination on the basis of
the religion.
An additional issue entails the lack of enough resources, which
should be used for the recruiting and hiring tasks. Small
businesses do not allocate enough resources, which limits the
pool of candidates that the panel can access. When such
happens, it means that it is unlikely that a panel will select a
skilled and competent candidate. Organizations should strive to
provide the panels with the needed resources.
Candidate Selection Process Ideas
There are two ideas that should be considered to add value to
the candidate selection processes. First, the selection panel need
to fully understand the job position before selecting the
candidate. The team should spend more time learning about the
job position in order to equip the team with information that
will guide them during the recruiting phase. On the other hand,
the team needs to understand the organizational culture in terms
of its attributes. Studies have shown that organizations that hire
individuals who match up their culture are likely to experience
success. As such, when selecting candidates, those that are more
oriented to the organizational culture should be hired. On the
other hand, during the selection process, the team needs to
avoid asking questions that may amount to discrimination on the
basis of elements captured under the employment law. Also, the
team should not attempt to learn about any personal information
of the candidate.
21. References
Cokins, G. (2009). Performance Management: Integrating
Strategy Execution, Methodologies, Risk, and Analytics. New
York, NY: Wiley.
Mattiske, C. (2010). Strategic Training Management:
Transforming the Business of Training. Stanford, CA: The
Performance Company Pty Limited.
Osmani, F., & Maliqi, G. (2012). Performance Management, Its
Assessment, and Importance. Procedia 41(1), 434-441.
Thompson, J. (2017). Principles of Marketing. New York, NY:
Larsen and Keller Education.
Case Scenario 1: Mary
25.0
Analysis identifies an appropriate, thoughtful approach to build
fluency skills for reading based on Mary’s learning goal. A
thorough description of how to implement the chosen approach,
including the number and length of sessions required is
provided. Analysis includes a clear, insightful justification of
why the chosen approach is beneficial for Mary, along with a
rationale for the number and length of sessions.
Case Scenario 2: Emma
25.0
Analysis identifies an appropriate, thoughtful approach to build
fluency skills for reading based on Emma’s learning goal. A
thorough description of how to implement the chosen approach,
including the number and length of sessions required is
provided. Analysis includes a clear, insightful justification of
why the chosen approach is beneficial for Emma, along with a
22. rationale for the number and length of sessions.
Case Scenario 3: Daniel
25.0
Analysis identifies an appropriate, thoughtful approach to build
fluency skills for reading based on Daniel’s learning goal. A
thorough description of how to implement the chosen approach,
including the number and length of sessions required is
provided. Analysis includes a clear, insightful justification of
why the chosen approach is beneficial for Daniel, along with a
rationale for the number and length of sessions.
Research Citations
5.0
In-text citations and a reference page are complete and correct.
Sources are credible. The documentation of cited sources is free
of error.
Mechanics of Writing (includes spelling, punctuation, grammar,
and language use)
20.0
Submission is virtually free of mechanical errors. Word choice
reflects well-developed use of practice and content-related
language. Sentence structures are varied and engaging.
Total Percentage
100