Helping HR to measure up: arming the
‘‘soft’’ function with hard metrics
Kate Feather
Abstract
Purpose – The purpose of this article is to highlight the more strategic role HR departments can play in
their organizations. By prioritizing the measurement strategy in organizations, HR leaders can
demonstrate to leadership the impact employees have on the business and how an investment in
internal processes and programs can boost engagement – and ultimately business results.
Design/methodology/approach – This paper outlines a four-step process for effective employee
engagement measurement: use behavioral and emotional outcomes; correlate employee engagement
survey results to meaningful outcomes; focus improvement efforts and investments on the high
impact/low performing areas; and re-measure to assess success. A series of de-identified examples
from PeopleMetrics clients illustrate the importance of following each step in the process.
Findings – By measuring employee engagement, tying the results to other HR and business metrics
and using the findings to target improvement efforts, organizations are demonstrating to leadership the
impact employees have on the business and how an investment in internal processes and programs can
boost engagement – and ultimately business results. As more organizations recognize the value of
using rigorous metrics to evaluate and optimize their workforces, the HR function will benefit because it
will be serving a more strategic function than it has traditionally been associated with in the past.
Research limitations/implications – These findings are based on the fieldwork experience of
PeopleMetrics.
Originality/value – The paper provides a very useful perspective for HR managers to consider,
particularly within organizations with extensive measurement systems.
Keywords Employee development, Human resource management,
Human resource management research
Paper type Case study
Introduction
HR professionals looking to overcome the view that HR is a ‘‘soft’’ function for which there are
few hard metrics should focus on employee engagement as a measurement that can be
linked to other HR and business metrics and deliver improved business results. Kate
Feather, a director at PeopleMetrics, outlines the path to effective measurement and
demonstrates the theory in practice in a range of organizations.
Successful businesses function around a set of core metrics supporting the view that what
gets measured gets managed. For a long time metrics such as revenue, costs, profits, units
shipped and defects have been closely monitored, analyzed and researched. During this
time, however, HR was dubbed a ‘‘soft’’ function, with the typical view being that people and
metrics do not mix. While HR has always known the value of its role, the problem has been in
quantifying return on investment for senior management.
Today, there is little doubt in the board room that people make a difference to business
...
An understanding of return on investment (ROI) on employee enables an organization to strategically align the efforts prioritized for its human capital management initiatives to those that can have the most influence on the performance outcomes.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
1. HR metrics are used to measure the effectiveness and efficiency of HR policies and functions, but they only provide data points and not reasons why.
2. HR analytics uses data to identify causes and quantify the impact of people-related factors on business outcomes.
3. The example shows how collecting absence data provides initial facts, but benchmarks are needed to understand if the level is high or low. Analytics then helps identify the cause as a flu outbreak and calculate its financial impact on productivity.
The document provides an overview of various topics related to human resource management including the HRM cycle and model, HR challenges, strategic HRM, human resource information systems (HRIS), employee handbooks, and organizational development. It discusses the outputs of quality of work life, productivity, and readiness for change. It also summarizes HR challenges such as acquisition, managing change, attrition, work-life balance, and globalization.
EMPOWERING MANAGERS THROUGH POSITIVE POLITICAL SKILLSMENTORSHIPINTRODU...Abhishek Kumar
The document discusses mentorship and human resources analytics. It provides information on what mentorship is, different mentorship techniques, objectives and benefits of mentorship programs, and responsibilities of mentors. It also discusses what human resources analytics is, tools used in HR analytics, benefits and use cases, challenges, and analyzing data to anticipate future needs. An example is provided of a restaurant chain that used people analytics to understand why customer trends were declining and identify key drivers to improve business outcomes like customer satisfaction and employee turnover. Advanced analytics identified survey categories in the "focus box" that most strongly impacted outcomes and had room for improvement.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Human resource management performance appraisalpochettino339
This document discusses the importance of effective human resource performance appraisals for businesses. It outlines that properly deploying performance appraisal programs can provide companies with improved employee performance to help address business challenges. Key aspects of successful performance appraisals include clear communication, accurate performance measurement, and alignment of employee and departmental goals with company objectives. Regular feedback is also important to motivate employees and ensure accountability. Overall, well-executed performance appraisals that involve HR, management, and employees can help companies achieve higher performance and financial success.
An understanding of return on investment (ROI) on employee enables an organization to strategically align the efforts prioritized for its human capital management initiatives to those that can have the most influence on the performance outcomes.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
1. HR metrics are used to measure the effectiveness and efficiency of HR policies and functions, but they only provide data points and not reasons why.
2. HR analytics uses data to identify causes and quantify the impact of people-related factors on business outcomes.
3. The example shows how collecting absence data provides initial facts, but benchmarks are needed to understand if the level is high or low. Analytics then helps identify the cause as a flu outbreak and calculate its financial impact on productivity.
The document provides an overview of various topics related to human resource management including the HRM cycle and model, HR challenges, strategic HRM, human resource information systems (HRIS), employee handbooks, and organizational development. It discusses the outputs of quality of work life, productivity, and readiness for change. It also summarizes HR challenges such as acquisition, managing change, attrition, work-life balance, and globalization.
EMPOWERING MANAGERS THROUGH POSITIVE POLITICAL SKILLSMENTORSHIPINTRODU...Abhishek Kumar
The document discusses mentorship and human resources analytics. It provides information on what mentorship is, different mentorship techniques, objectives and benefits of mentorship programs, and responsibilities of mentors. It also discusses what human resources analytics is, tools used in HR analytics, benefits and use cases, challenges, and analyzing data to anticipate future needs. An example is provided of a restaurant chain that used people analytics to understand why customer trends were declining and identify key drivers to improve business outcomes like customer satisfaction and employee turnover. Advanced analytics identified survey categories in the "focus box" that most strongly impacted outcomes and had room for improvement.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Human resource management performance appraisalpochettino339
This document discusses the importance of effective human resource performance appraisals for businesses. It outlines that properly deploying performance appraisal programs can provide companies with improved employee performance to help address business challenges. Key aspects of successful performance appraisals include clear communication, accurate performance measurement, and alignment of employee and departmental goals with company objectives. Regular feedback is also important to motivate employees and ensure accountability. Overall, well-executed performance appraisals that involve HR, management, and employees can help companies achieve higher performance and financial success.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
This document discusses various approaches to measuring the return on investment (ROI) of human resources programs and investments over time. It outlines 12 approaches that have been used since the 1960s, ranging from early subjective measures like management by objectives and surveys to more recent leading approaches like developing an HR effectiveness index and treating HR as a profit center. The document provides details on different measurement techniques and argues that while no single approach may be best, using a mix of approaches can help bring more accountability to the HR function.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
This document discusses the relationship between employer value proposition and employee value proposition. It states that EVP and EVP are interdependent and must be properly aligned in order to attract and retain the right talent, ensure employee satisfaction, and increase productivity. It provides examples of how they are like two sides of the same coin or like identical twins that must be in tune. The document emphasizes that organizations must consider what employees want, including satisfaction, feedback, growth and learning opportunities, and passion from leaders. It also outlines some factors that make employees unhappy.
The document discusses using an HR scorecard to measure HR performance and strategy. It explains that an HR scorecard is most useful when based on an HR strategy map that shows the links between objectives across four perspectives: input, activity, outcome, and business impact. Without a strategy map to provide context, an HR scorecard can confuse strategy and lead to misguided decisions if measures are not well aligned with objectives. The key is developing an HR strategy map first to identify the strategic activities, outcomes, and impacts of HR before defining scorecard measures.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
The document discusses several topics related to human resources and organizational strategy. It first discusses determining a company's health and wellness needs through assessing organizational needs. It then discusses strategic goals and how an HR strategy should aim to ensure the organization has the right people, skills, attitudes and employee development. The document also discusses the importance of integrating the HR strategy with broader organizational objectives and gaining organizational acceptance of the strategy.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document discusses developing an effective employee engagement strategy. It outlines that an engagement strategy should be created before conducting an engagement survey and should detail how the strategy will be communicated, how action areas will be identified from survey results, what measurable outcomes will be used to evaluate progress, what specific actions will address survey findings, and how the strategy will be sustained over time. Identifying drivers of engagement that can be realistically addressed given available resources is important for focusing improvement efforts.
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Performance Management - Keeping it FlexibleDarryl Judd
This document discusses performance management and argues that it should be a continuous process rather than just an annual evaluation. It proposes that performance management shift to having agile and aligned goals that are reviewed quarterly, regular check-ins and feedback between managers and employees, and a future focus on growth rather than just evaluating past performance. Large companies are moving in this direction by removing ratings and rankings and focusing on continuous coaching and development.
This document discusses the importance of performance management for organizational effectiveness. It argues that performance management influences factors like employee development, teamwork, commitment and retention. It states that effective managers are able to understand how employees feel about their work and intervene when needed. The document provides details on how to develop an effective performance management system, including gaining input from senior management, employees and other stakeholders. It outlines key elements of strategic plans that can be used to develop performance measures and management. Overall, the document advocates for the use of performance management to motivate employees and improve business performance.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The document discusses how human capital metrics need to evolve to reflect changes in the modern workforce. It provides examples of how two existing metrics - quality of hire and ready now candidates - could incorporate collaboration skills. It also examines how employee engagement index and employee net promoter score could evolve to include social engagement and employees' ongoing digital dialogue. Taking these new skills into account may impact how organizations view and manage their talent pools.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Please read the description of the Religion ethnography carefully an.docxSusanaFurman449
Please read the description of the Religion ethnography carefully and then ask me in class to explain anything that isn't clear. You can also email me with questions.
At the end there is a short list of possible sites for the ethnography: Sikh, Islamic, Jewish, Catholic, Hindu, Buddhist. Shumei. There are other religions and many other sites. Bahai is an interesting religion but you have to be invited to attend by a member.
Mormon the same.
If you have access to a Santeria or similar ceremony, great!
To make the project worthwhile choose a site as different from your own background as you can.
If you have a Christian or Catholic background do not do your paper on any kind of Christian or Catholic service.
You are welcome to attend a non-English language service as long as you understand the language being used.
Be sure to okay your choice with me. Some places that don’t work for this project are Scientology, the Self Realization Fellowship, the Kabbalah Center, SGI Buddhist, Hare Krishna.
INSTRUCTIONS:
Attend a religious activity that you’re curious about and would like to explore.
You must attend a service, not simply visit a religious site.
Examples: a mosque, temple, synagogue, gurdwara.
You can probably find an interesting place of worship near where you live or work.
It’s always a good idea to phone or email the place of worship before you attend.
Research methods must include participant/observation and informal conversation. One slightly more formal interview is desirable.
Be absolutely sure to allow time to stay after the service for food, lunch, other refreshment, or informal gathering. This may well be the most important part of your experience and will enable you to answer the question, “What meaning does this place and this service have for the participants?
You must go some place you’ve never been to before. Do NOT choose your own tradition or somewhere you’re even a bit familiar with. Choose somewhere entirely new and different.
The important thing is to come to the service as an outsider, with the eyes and ears of an anthropologist and take note of everything. Use the skills you’ve learned in this class.
You can attend alone or with a co-researcher or two from the class. Best, you can be the guest(s) of a classmate or someone else you know and discuss the event with them. Invite a classmate or two to attend a service from your tradition.
Do not write about an event you attended in the past. But you can use past experiences for comparison and reflection.
It is almost never appropriate to jot down notes during a religious service. Better, write everything you remember immediately after the event. Get sufficient detail to write what anthropologist Clifford Geertz called “thick”, or rich description.
In writing your paper use terms we've discussed in class and think about connections to the reading we’ve done and films we’ve seen.
OUTLINE
: Include each of these sections.
Title Page,
or top of page: .
PLEASE read the question carefully. The creation of teen ido.docxSusanaFurman449
PLEASE read the question carefully.
The creation of “teen idols” is a tradition that stems back to Tin Pan Alley and the “old guard” way of making music. What were some of the factors that led to this point in the early 60’s? Is it still prevalent? If so, why? Name some examples.
.
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Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
This document discusses various approaches to measuring the return on investment (ROI) of human resources programs and investments over time. It outlines 12 approaches that have been used since the 1960s, ranging from early subjective measures like management by objectives and surveys to more recent leading approaches like developing an HR effectiveness index and treating HR as a profit center. The document provides details on different measurement techniques and argues that while no single approach may be best, using a mix of approaches can help bring more accountability to the HR function.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
This document discusses the relationship between employer value proposition and employee value proposition. It states that EVP and EVP are interdependent and must be properly aligned in order to attract and retain the right talent, ensure employee satisfaction, and increase productivity. It provides examples of how they are like two sides of the same coin or like identical twins that must be in tune. The document emphasizes that organizations must consider what employees want, including satisfaction, feedback, growth and learning opportunities, and passion from leaders. It also outlines some factors that make employees unhappy.
The document discusses using an HR scorecard to measure HR performance and strategy. It explains that an HR scorecard is most useful when based on an HR strategy map that shows the links between objectives across four perspectives: input, activity, outcome, and business impact. Without a strategy map to provide context, an HR scorecard can confuse strategy and lead to misguided decisions if measures are not well aligned with objectives. The key is developing an HR strategy map first to identify the strategic activities, outcomes, and impacts of HR before defining scorecard measures.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
The document discusses several topics related to human resources and organizational strategy. It first discusses determining a company's health and wellness needs through assessing organizational needs. It then discusses strategic goals and how an HR strategy should aim to ensure the organization has the right people, skills, attitudes and employee development. The document also discusses the importance of integrating the HR strategy with broader organizational objectives and gaining organizational acceptance of the strategy.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document discusses developing an effective employee engagement strategy. It outlines that an engagement strategy should be created before conducting an engagement survey and should detail how the strategy will be communicated, how action areas will be identified from survey results, what measurable outcomes will be used to evaluate progress, what specific actions will address survey findings, and how the strategy will be sustained over time. Identifying drivers of engagement that can be realistically addressed given available resources is important for focusing improvement efforts.
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Performance Management - Keeping it FlexibleDarryl Judd
This document discusses performance management and argues that it should be a continuous process rather than just an annual evaluation. It proposes that performance management shift to having agile and aligned goals that are reviewed quarterly, regular check-ins and feedback between managers and employees, and a future focus on growth rather than just evaluating past performance. Large companies are moving in this direction by removing ratings and rankings and focusing on continuous coaching and development.
This document discusses the importance of performance management for organizational effectiveness. It argues that performance management influences factors like employee development, teamwork, commitment and retention. It states that effective managers are able to understand how employees feel about their work and intervene when needed. The document provides details on how to develop an effective performance management system, including gaining input from senior management, employees and other stakeholders. It outlines key elements of strategic plans that can be used to develop performance measures and management. Overall, the document advocates for the use of performance management to motivate employees and improve business performance.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The document discusses how human capital metrics need to evolve to reflect changes in the modern workforce. It provides examples of how two existing metrics - quality of hire and ready now candidates - could incorporate collaboration skills. It also examines how employee engagement index and employee net promoter score could evolve to include social engagement and employees' ongoing digital dialogue. Taking these new skills into account may impact how organizations view and manage their talent pools.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Similar to Helping HR to measure up arming the‘‘soft’’ function with h (20)
Please read the description of the Religion ethnography carefully an.docxSusanaFurman449
Please read the description of the Religion ethnography carefully and then ask me in class to explain anything that isn't clear. You can also email me with questions.
At the end there is a short list of possible sites for the ethnography: Sikh, Islamic, Jewish, Catholic, Hindu, Buddhist. Shumei. There are other religions and many other sites. Bahai is an interesting religion but you have to be invited to attend by a member.
Mormon the same.
If you have access to a Santeria or similar ceremony, great!
To make the project worthwhile choose a site as different from your own background as you can.
If you have a Christian or Catholic background do not do your paper on any kind of Christian or Catholic service.
You are welcome to attend a non-English language service as long as you understand the language being used.
Be sure to okay your choice with me. Some places that don’t work for this project are Scientology, the Self Realization Fellowship, the Kabbalah Center, SGI Buddhist, Hare Krishna.
INSTRUCTIONS:
Attend a religious activity that you’re curious about and would like to explore.
You must attend a service, not simply visit a religious site.
Examples: a mosque, temple, synagogue, gurdwara.
You can probably find an interesting place of worship near where you live or work.
It’s always a good idea to phone or email the place of worship before you attend.
Research methods must include participant/observation and informal conversation. One slightly more formal interview is desirable.
Be absolutely sure to allow time to stay after the service for food, lunch, other refreshment, or informal gathering. This may well be the most important part of your experience and will enable you to answer the question, “What meaning does this place and this service have for the participants?
You must go some place you’ve never been to before. Do NOT choose your own tradition or somewhere you’re even a bit familiar with. Choose somewhere entirely new and different.
The important thing is to come to the service as an outsider, with the eyes and ears of an anthropologist and take note of everything. Use the skills you’ve learned in this class.
You can attend alone or with a co-researcher or two from the class. Best, you can be the guest(s) of a classmate or someone else you know and discuss the event with them. Invite a classmate or two to attend a service from your tradition.
Do not write about an event you attended in the past. But you can use past experiences for comparison and reflection.
It is almost never appropriate to jot down notes during a religious service. Better, write everything you remember immediately after the event. Get sufficient detail to write what anthropologist Clifford Geertz called “thick”, or rich description.
In writing your paper use terms we've discussed in class and think about connections to the reading we’ve done and films we’ve seen.
OUTLINE
: Include each of these sections.
Title Page,
or top of page: .
PLEASE read the question carefully. The creation of teen ido.docxSusanaFurman449
PLEASE read the question carefully.
The creation of “teen idols” is a tradition that stems back to Tin Pan Alley and the “old guard” way of making music. What were some of the factors that led to this point in the early 60’s? Is it still prevalent? If so, why? Name some examples.
.
Please reflect on the relationship between faith, personal disciplin.docxSusanaFurman449
Please reflect on the relationship between faith, personal discipline, and political integrity. Explain how the Progressive movement and the New Deal Court transformed constitutional interpretation. Briefly give 2 illustrations of how government regulations and/or subsidies (legal plunder, perhaps?) channels behavior and/or distorts markets. 400 WORDS
.
Please read the following questions and answer the questions.docxSusanaFurman449
Please read the following questions and answer the questions
This unit's chapter discussed concerns about quality programming in the media. Different models for assessing culture were discussed:
1) Culture as a Skyscraper Model and 2) Culture as a Map.
Come up with several television shows that serve as examples of “quality” programs and “trashy” programs. What characteristics determine their quality (plots, subject matter, themes, characters…)?
Is there anything you can think of that is “universally trashy”? Or universally in good taste?
On the whole, are Americans seen as having good taste? Why or why not? Is there a country/culture that always seems tasteful in its cultural products?
Which model (Culture as Skyscraper or Culture as Map) makes more sense to you and why?
i need 400 words
.
PRAISE FOR CRUCIAL CONVERSATIONS Relationships ar.docxSusanaFurman449
PRAISE FOR CRUCIAL CONVERSATIONS
"Relationships are the priority of life, and conversations are the
crucial element in profound caring of relationships. This book
helps us to think about what we really want to say. If you want
to succeed in both talking and listening, read this book."
-Dr. Lloyd J. Ogilvie, chaplain, United States Senate
"Important, lucid, and practical, Crucial Conversations is a
book that will make a difference in your life. Learn how to flour
ish in every difficult situation."
-Robert E. Quinn, ME Tracy Collegiate Professor of
OBHRM, University of Michigan Business School
"I was personally and professionally inspired by this book-and
I'm not easily impressed. In the fast-paced world of IT, the success
of our systems, and our business, depends on crucial conversations
we have every day. Unfortunately, because our environment is so
technical, far too often we forget about the 'human systems' that
make or break us. These skills are the missing foundation piece."
-Maureen Burke, manager of training,
Coca-Cola Enterprises, Inc.
"The book is compelling. Yes, I found myself in too many of their
examples of what not to do when caught in these worst-of-all
worlds situations! GET THIS BOOK, WHIP OUT A PEN AND
GET READY TO SCRIBBLE MARGIN NOTES FURIOUSLY,
AND PRACTICE, PRACTICE, PRACTICE THE INVALUABLE
TOOLS THESE AUTHORS PRESENT. I know I did-and it
helped me salvage several difficult situations and repair my
damaged self-esteem in others. I will need another copy pretty
soon. as I'm wearing out the pages in this one!"
-James Belasco. best-selling author of Flight of the Buffalo,
l!l1trl!prl!l1eur. professor. und l!xl!cutive director of the Financial
Tilllrs Knowkdgc Diuloguc
"Crucial Conversations is the most useful self-help book I have
ever read. I'm awed by how insightful, readable, well organized,
and focused it is. I keep thinking: 'If only I had been exposed to
these dialogue skills 30 years ago ... '"
-John Hatch, founder, FINCA International
"One of the greatest tragedies is seeing someone with incredible
talent get derailed because he or she lacks some basic skills.
Crucial Conversations addresses the number one reason execu
tives derail, and it provides extremely helpful tools to operate in
a fast-paced, results-oriented environment."
-Karie A. Willyerd, chief talent officer, Solectron
"The book prescribes, with structure and wit, a way to improve on
the most fundamental element of organizational learning and
growth-honest, unencumbered dialogue between individuals.
There are one or two of the many leadership/management
'thought' books on my shelf that are frayed and dog-eared from
use. Crucial Conversations will no doubt end up in the same con
dition."
-John Gill, VP of Human Resources, Rolls Royce USA
Crucial
Conversations
Crucial
Conversations
Tools for Talking
When Stakes Are High
by
Kerry Patterson, .
Must Be a
hip-hop concert!!!!
attend a
hip-hop concert (in-person or virtual/recorded live concert on DVD or streaming platform) of your choice
THIS month.
After the concert, write an
objective review (1000 - 1500 words) of the concert detailing your experience.
Write A Review and include those questions!!!
The review should include:
1. The names of the performing groups/artists; the date and location of the performance.
2. Describe the setting. Is it a large hall or an intimate theater? What type of audience demographic is there? Young or old? How do they respond to the music?
3. The different styles/genres of songs the artist(s) perform.
4. Use your notes and experience to describe the different musical elements (i.e. melody, harmony, timbre, technology, form, volume, etc.) you recognize in most (if not all) the songs/pieces.
5. Be sure to arrive on time to hear the
entire concert.
6. Attach a photo of the flyer, ticket, or webpage (or social media event) when you submit this assignment.
7. Describe your personal reaction to the concert. List reasons why you think it was successful or not. However, do not make this the center of your paper. It should be
one or two paragraphs at the end. Further, use
data to support your arguments about why it was successful or not successful. (e.g., How did people respond verbally and non-verbally? Was this based on your perception or was there a general consensus? If it is a consensus, then what facts do you have to support this?)
8. Try to do some background research on the genre or artist before and after you attend the concert. This is not a research paper, but if you use any information from any source (including the artist's website), you
must cite it both in-text and on a works-cited page.
.
Mini-Paper #3 Johnson & Johnson and a Tale of Two Crises - An Eth.docxSusanaFurman449
Mini-Paper #3: Johnson & Johnson and a Tale of Two Crises - An Ethics Story Revised Submission
Read the following two PDF documents located at this link: click hereLinks to an external site.
·
Johnson & Johnson’s Tylenol Crisis
·
JNJ’s Baby Powder Crisis: Does Baby Powder Cause Cancer?
·
You are not expected to conduct any outside research
Based on your reading please write a short paper answering the following questions (do not answer with bullets, write a paper):
· JNJ’s response to the Tylenol Crisis is often cited as one of the best historical crisis management leadership examples. Given this perspective:
·
Compare JNJ’s response to the Tylenol Crisis to their response in the Baby Powder Crisis.
·
What actions by JNJ were highly effective in the Tylenol Crisis and why? Explain your examples and why you believe they are best practices
·
What could JNJ improve upon in the Tylenol Crisis?
· After reading JNJ's handling of the Baby Powder Class Action Lawsuit elaborate upon the following:
·
How did JNJs response differ from the Tylenol Crisis in the Baby Powder Lawsuit?
·
Given what you've learned from the Tylenol Crisis what are three potential recommendations/improvements JNJ could have made in the Baby Powder Lawsuit?
·
Ethics Analysis - consider your decision from the perspective of a senior advisor to senior leadership at JNJ (
there is NO right answer here, YOU MAY GIVE OPINION IN FIRST PERSON IN THIS SECTION ONLY (this is a special exception)):
·
· With what ethical actions do you agree or disagree regarding how JNJ handled the Tylenol Crisis?
· With what ethical actions do you agree or disagree regarding how JNJ handled the Baby Powder Crisis?
·
Be sure to reference at least 3 concepts from Chapters 9 and/or 12 in the textbook in answering this mini-paper. Please mark your references with "(textbook)" to make clear the references from the book.
Johnson & Johnson’s Tylenol Crisis
Background
“The killer’s motives remain unknown, but his — or her, or their — technical
savvy is as chilling today as it was 30 years ago.
On Sept. 29, 1982, three people died in the Chicago area after taking
cyanide-laced Tylenol at the outset of a poisoning spree that would claim seven
lives by Oct. 1. The case has never been solved, and so the lingering question —
why? — still haunts investigators.
Food and Drug Administration officials hypothesized that the killer bought
Extra-Strength Tylenol capsules over the counter, injected cyanide into the red
half of the capsules, resealed the bottles, and sneaked them back onto the shelves
of drug and grocery stores. The Illinois attorney general, on the other hand,
suspected a disgruntled employee on Tylenol’s factory line. In either case, it was a
sophisticated and ambitious undertaking with the seemingly pathological go.
Please write these 2 assignments in first person.docxSusanaFurman449
Please write these 2 assignments in
first person view. No need for citation. Please give me two files, the first one is a
Short Paper(600-700 words); the second one is
Long Discussion(450-500 words).
They are all about Art and Politics in Renaissance Florence Period
1. Short Paper
Street corners, guild halls, government offices, and confraternity centers contained works of art that made the city of Florence a visual jewel at precisely the time of its emergence as a European cultural leader. In shared religious and secular spaces, people from the city of Florence commissioned altarpieces, chapels, buildings, textiles, all manner of objects – at home, interior spaces were animated with smaller-scale works, such as family portraits, birth trays, decorated pieces of furniture, all of which relied on patrons, artists, and audiences working with the beauty and power of sensory experience. Like people all over Europe, viewers believed in the power of images, and they shared an understanding of the persuasiveness of art and architecture. Florentines accepted the utterly vital role that art could play as a propagator of civic, corporate, religious, political and individual identity.
Select one or two of the test case studies [that is, talk about Cosimo or Lorenzo the Magnificent or Savonarola's impact on Florence or the new Republic under Soderini] from this Module on Art and Politics in Renaissance Florence, and explore your understanding of people in Florence, who was so alive to the power and communication possibilities in works of art, objects, and spaces throughout the city and beyond.
Word count:
600-700 words
No need for citations.
2. Long Discussion
In this longer discussion forum, create an initial post of
450-500 words that explores these key concepts;
In this discussion post, talk about the political and social messages that you can see in the various works of art commissioned by the Medici, all the while being aware of the debate that was circulating about power and religion. If the content of the work of art is religious, how does the work convey political messages?
a video that may help
https://www.youtube.com/watch?v=UAqE21zjQH4
.
Personal Leadership Training plan AttributesColumbia South.docxSusanaFurman449
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Originality
Regard for Others
Build Confidence
Life example
Working as a Management Analyst in the realm of government spending, I am frequently required to communicate with the Program Management Team of a third party firm. No collimated staff members prevent me from personally performing some of the work necessary to maintain an accurate external organization ledger. As a result, I need to be approachable, polite, and nice to my coworkers so that they would feel comfortable confiding in me and trusting me with their ideas. By consistently soliciting feedback from staff and management, I want to foster a culture of collaboration. This fosters innovation on the team and opens minds to new points of view.
Charismatic leadership style
They have excellent communication skills.
Passionate in furthering Their Cause.
Professionals have a lot of experience in their field.
Act with a level head (Siangchokyoo, et al. 2020).
Leadership traits and behavior are under scrutiny.
Win Over Huge Crowds.
Possible drawbacks
Frustratingly Diminished Clarity
Not Enough People to Make It Happen
Charismatic leader
Charismatic leader example:
pr.
Need help on researching why women join gangs1.How does anxi.docxSusanaFurman449
Need help on researching why women join gangs
1.How does anxiety increase the chance of girls joining groups or gangs.
2. sexual abuse on girls joining gangs
3. long-term consequences on girls joining gangs
4. depression and anxiety impact on girls joining gangs
5.death rates of girls joining gangs
6. health risks of girls joining gangs
.
Jung Typology AssessmentThe purpose of this assignment is to ass.docxSusanaFurman449
Jung Typology Assessment
The purpose of this assignment is to assess your personality and how that information might help guide your career choice. Understanding personalities can also help managers know how to motivate employees.
Find out about your personality by going to the Human Metrics website (www.humanmetrics.com - and TAKE the Jung Typology Test - Jung, Briggs, Meyers Types. It is a free test. (Disclaimer: The test, like all other personality tests, is only a rough and preliminary indicator of personality.)
·
Complete the typology assessment
·
Read the corresponding personality portrait and career portrait.
·
Think about your career interests, then answer the following:
How are your traits compatible for your potential career choice (Business Administration)? This should be around 250 words of writing.
R E S E A R CH
Co-administration of multiple intravenous medicines: Intensive
care nurses' views and perspectives
Mosopefoluwa S. Oduyale MPharm1 | Nilesh Patel PhD, BPharm (Hons)1 |
Mark Borthwick MSc, BPharm (Hons)2 | Sandrine Claus PhD, MRSB, MRSC3
1Reading School of Pharmacy, University of
Reading, Reading, UK
2Pharmacy Department, John Radcliffe
Hospital, Oxford University Hospitals NHS
Foundation Trust, Oxford, UK
3LNC Therapeutics, Bordeaux, France
Correspondence
Mosopefoluwa S. Oduyale, Reading School of
Pharmacy, University of Reading, Harry
Nursten Building, Room 1.05, Whiteknights
Campus, Reading RG6 6UR, UK.
Email: [email protected]
Funding information
University of Reading
Abstract
Background: Co-administration of multiple intravenous (IV) medicines down the
same lumen of an IV catheter is often necessary in the intensive care unit (ICU) while
ensuring medicine compatibility.
Aims and objectives: This study explores ICU nurses' views on the everyday practice
surrounding co-administration of multiple IV medicines down the same lumen.
Design: Qualitative study using focus group interviews.
Methods: Three focus groups were conducted with 20 ICU nurses across two hospi-
tals in the Thames Valley Critical Care Network, England. Participants' experience of
co-administration down the same lumen and means of assessing compatibility were
explored. All focus groups were recorded, transcribed verbatim, and analysed using
thematic analysis. Functional Resonance Analysis Method was used to provide a
visual representation of the co-administration process.
Results: Two key themes were identified as essential during the process of co-admin-
istration, namely, venous access and resources. Most nurses described insufficient
venous access and lack of compatibility data for commonly used medicines (eg, anal-
gesics and antibiotics) as particular challenges. Strategies such as obtaining additional
venous access, prioritizing infusions, and swapping line of infusion were used to man-
age IV administration pro.
Journal of Organizational Behavior J. Organiz. Behav. 31, .docxSusanaFurman449
Journal of Organizational Behavior
J. Organiz. Behav. 31, 24–44 (2010)
Published online 22 May 2009 in Wiley InterScience
(www.interscience.wiley.com) DOI: 10.1002/job.621
Towards a multi-foci approach to
workplace aggression: A meta-analytic
review of outcomes from different
yperpetrators
M. SANDY HERSHCOVIS1* AND JULIAN BARLING2
1I. H. Asper School of Business, University of Manitoba, Winnipeg, Manitoba, Canada
2Queen’s School of Business, Queen’s University, Kingston, Ontario, Canada
Summary Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective
commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance,
organizational deviance, and work performance), and four health-related outcomes (i.e.,
general health, depression, emotional exhaustion, and physical well being) of workplace
aggression from three different sources: Supervisors, co-workers, and outsiders. Results from
66 samples show that supervisor aggression has the strongest adverse effects across the
attitudinal and behavioral outcomes. Co-worker aggression had stronger effects than outsider
aggression on the attitudinal and behavioral outcomes, whereas there was no significant
difference between supervisor, co-worker, and outsider aggression for the majority of the
health-related outcomes. These results have implications for how workplace aggression is
conceptualized and measured, and we propose new research questions that emphasize a multi-
foci approach. Copyright # 2009 John Wiley & Sons, Ltd.
I admit that, before I was bullied, I couldn’t understand why employees would shy-away from doing
anything about it. When it happened to me, I felt trapped. I felt like either no one believed me or no
one cared. This bully was my direct boss and went out of his way to make me look and feel
incompetent. . . I dreaded going to work and cried myself to sleep every night. I was afraid of
losing my job because I started to question my abilities and didn’t think I’d find work elsewhere.
(HR professional as posted on a New York Times blog, 2008).
Introduction
Growing awareness of psychological forms of workplace aggression has stimulated research interest in
the consequences of these negative behaviors. Workplace aggression is defined as negative acts that are
* Correspondence to: M. Sandy Hershcovis, I. H. Asper School of Business, University of Manitoba, Winnipeg, Manitoba,
Canada. E-mail: [email protected]
yAn earlier version of this study was presented at the 65th Annual Meeting of the Academy of Management, Honolulu, HI.
Received 28 April 2008
Revised 17 March 2009
Copyright # 2009 John Wiley & Sons, Ltd. Accepted 4 April 2009
mailto:[email protected]
www.interscience.wiley.com
25 AGGRESSION META-ANALYSIS
perpetrated against an organization or its members and that victims are motivated to avoid (Neuman &
Baron, 2005; Raver & Barling, 2007). Much of this research (e.g., .
LDR535 v4Organizational Change ChartLDR535 v4Page 2 of 2.docxSusanaFurman449
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 2 of 2
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
Insert the organization’s vision.
Mission
Insert the organization’s mission.
Purpose
Insert the organization’s purpose.
Values
Insert a list of the organization’s values.
Diversity and Equity
Insert the types of the diversity and equity observed in the organization.
Inclusion
Insert examples of overall involvement of diverse groups inclusion in decision-making and process change.
Goal
Identify the goal set for organizational change.
Strategy
Identify the implementation strategies followed to implement the organizational change.
Communication
Identify the communication methods used to communicate organizational change and the change progress.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
Statement
Rating (1 – 5)
Employees know the organization’s vision.
Employees know the organization’s mission.
Employees know the organization’s purpose.
Employees know the organization’s values.
Overall, the organization is diverse and equitable.
Diverse groups are included in decision making and processes for change.
The change goal was successfully met.
The implementation strategies were effective.
The organization’s communication about the change was effective.
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
Step 2: Form a Powerful Coalition.
Step 3: Create a Vision for Change.
Step 4: Communicate the Vision.
Step 5: Remove Obstacles.
Step 6: Create Short-Term Wins.
Step 7: Build on the Change.
Step 8: Anchor the Changes in Corporate Culture.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
image1.png
.
In this paper, you will select an ethics issue from among the topics.docxSusanaFurman449
In this paper, you will select an ethics issue from among the topics below and provide a 3-4 page paper on the issue.
In the paper, you will address the following:
1. Explain the topic (20%)
2. Why the topic or issue is controversial (25%)
3. Is the controversy justified? Why or why not? (20%)
4. Summarize current research about the issue and at least two credible sources. At least one reference source should discuss the issue from a pro and the other should discuss from a con perspective. (20%)
5. Cite references in APA format (15%)
Topics may include:
Research on animals
Medical Research on prisoners or ethnic minorities
Patient rights and HIPAA
Torture of military prisoners
Off-shore oil drilling and the potential threat to biodiversity
Development in emerging nations and its impact on biodiversity
Stem cell research
Healthcare Accessibility: Right or privilege
Genetically modified organisms
Genetic testing and data sharing
Reproductive rights
Pesticides and Agriculture
Organ transplants and accessibility
Assisted Suicide
Medicinal use of controlled substances/illicit drugs
.
In the past few weeks, you practiced observation skills by watchin.docxSusanaFurman449
In the past few weeks, you practiced observation skills by watching
Invictus, a movie that tells “the inspiring true story of how Nelson Mandela joined forces with the captain of South Africa's rugby team to help unite their country.”
[1]. While watching the film, you were instructed to pay special attention to the factors relating to group dynamics for teams, which include but are not limited to
1. Team beginnings
2. Leader’s behaviors,
3. Communication Patterns,
4. Conflict resolution style,
5. Power styles,
6. Decision making style,
7. Creativity,
8. Diversity.
You were also instructed to identify leadership decisions and leadership styles developed by Nelson Mandela and Francois Pinnear (captain of the rugby team).
Write a paper (1000 words) to the following three questions:
1. Which leadership decision/style has impressed you the most? Why do you feel this way?
2. How does the leader contribute to the development of their leadership ability?
3. What specific decisions made this leader make them such an effective leader? Provide insight on how those under this leadership are affected by decisions made.
.
Overview After analyzing your public health issue in Milestone On.docxSusanaFurman449
Overview: After analyzing your public health issue in Milestone One and studying socioeconomic factors affecting healthcare in this module, you will write a short paper to identify and analyze socioeconomic barriers and supports involved in addressing the public health issue. Your paper must include an introduction to your public health issue, a discussion of socioeconomic barriers to change, a discussion of supports for change, and a conclusion with a call to action for your readers. Assume your readers will include healthcare administrators and managers, as well as healthcare policy makers and legislators.
Prompt: Write a short paper including the following sections:
I. Introduction
A. Introduce your public health issue and briefly explain what needs to change to address the issue.
II. Barriers
A. Identify two potential socioeconomic barriers to change and describe each with specific details.
B. Consider patient demographics (e.g., age, ethnicity, and education), geographic factors (e.g., urban/rural location), and psychographic factors (e.g., eating habits and employment status).
C. Justify your points by referencing your textbook or other scholarly resources.
III. Supports
A. Identify two possible socioeconomic supports for change and describe each with specific details.
B. B. Consider patient demographics (e.g., age, ethnicity, and education), geographic factors (e.g., urban/rural location), and psychographic factors (e.g., eating habits and employment status).
C. C. Justify your points by referencing your textbook or other scholarly resources.
IV. Conclusion
A. Conclude with a clear call to action: What can your readers do to assist in the implementation of the necessary changes?
Rubric Guidelines for Submission: Your short paper must be submitted as a 2-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.
.
Judicial OpinionsOverview After the simulation, justices writ.docxSusanaFurman449
Judicial Opinions
Overview: After the simulation, justices write judicial opinions in reaction to the oral argument, merits briefs, conference, and draft opinions as well as the facts of the case, Constitution, and case law. Justices circulate drafts so they know how their colleagues plan to rule and why, and so they can respond to one another in their final judicial opinion draft.
Instructions: You are a Supreme Court justice preparing an opinion for announcement. Read the case materials: case hypothetical, merits briefs, and judicial opinion drafts of your colleagues, and review your notes from oral argument and conference. Write a majority opinion resolving the major legal question in light of the facts of the case, Constitution, and case law, as well as all case materials: merits briefs, oral argument, and the views of your colleagues (in conference and draft opinions). Opinions must support an argument, refute counterarguments, and respond to attorneys (oral argument and/or merits briefs), and fellow justices (conference and/or draft opinions).
Opinions should contain the following five elements, in the following order:
1. an introductory statement of the nature, procedural posture, and prior result of the case;
2. a statement of the issues to be decided;
3. a statement of the material facts;
4. a discussion of the governing legal principles and resolution of the issues; and
5. the disposition and necessary instructions.
Each of these is developed further below.
Assessment: Complete opinions must support an argument, refute counterarguments, and respond to attorneys (oral argument and/or merits briefs), and fellow justices (conference and/or draft opinions). Strong opinions will be well organized, logically argued, and well supported through reference to and explanation of Supreme Court decisions and legal principles. Assessment rests on how well you make use of, identify, and explain relevant course material. It also rests on staying in character and not diverging from your justice’s political ideology and/or judicial philosophy.
Introduction
The purpose of the Introduction is to orient the reader to the case. It should state briefly what the case is about, the legal subject matter, and the result. It may also cover some or all of the following:
1. The parties: The parties should be identified, if not in the Introduction, then early in the opinion, preferably by name, and names should be used consistently throughout. (The use of legal descriptions, such as “appellant” and “appellee,” tends to be confusing, especially in multi-party cases.)
2. The procedural and jurisdictional status: relevant prior proceedings, and how the case got before the court should be outlined.
Statement of issues
The statement of issues is the cornerstone of the opinion; how the issues are formulated determines which facts are material and what legal principles govern. Judges should not be bound by the attorneys’.
IntroductionReview the Vila Health scenario and complete the int.docxSusanaFurman449
Introduction
Review the Vila Health scenario and complete the interviews with staff at Vila Health Skilled Nursing Facility (SNF). After completing the scenario, you will update the patient safety plan for the SNF and present it to the executive team. The safety plan will include meeting accrediting body requirements as well as regulatory obligations. The plan must be based on evidenced-based best practices and include tools, approaches, and mechanisms for reporting, tracking, and reducing patient safety incidents.
Instructions
After reviewing the Vila Health scenario, present your findings to the executive team at Vila Health by creating a 15-20 slide PowerPoint presentation. To be successful in this assignment, ensure you complete the following steps:
Research the health care organization's (Vila Health SNF) safety plan and propose recommendations to ensure the successes of their best practices.
Assess and propose how to link health care safety goals to those of the organizational strategic plan in order to create and sustain an organization-wide safety culture.
Analyze evidence-based practices within the organization's health care safety program, including falls prevention, medication errors, or others.
Establish protocols to identify and monitor patients who qualify for being at risk for falls, readmission, suicide, or others.
Develop mechanisms to coordinate and integrate risk management approaches into the organization's health care safety strategy.
Create mechanisms and tools as monitors for patients identified for being at risk.
Create ongoing evaluation procedures that provide continuous safe, quality patient care, and sustained compliance with evidence-based practices, professional standards, and regulations.
Submission Requirements
Your presentation should meet the following requirements:
Length:
15–20 slide PowerPoint presentation, excluding the cover slide and references list. Include slide numbers, headings, and running headers.
References:
3–5 current peer-reviewed references.
Format:
Use current APA style and formatting, for citations and references.
Font and font size:
Fonts and styles used should be consistent throughout the presentation, including headings.
.
In studying Social Problems, sociologists (and historians) identify .docxSusanaFurman449
This document discusses how sociologists identify defining moments that trigger the need for social change or resistance to the status quo in social problems. It asks the reader to provide context for a social issue, the defining moment that brought the issue into politics, and the resulting public policy.
I need help correcting an integrative review.This was the profes.docxSusanaFurman449
I need help correcting an integrative review.
This was the professor's feedback: Great job on your first draft :) Few things Past tense throughout the integrative review. Some of the sections are light on detail - need to check the requirements (Integrative review guidelines). This is an integrative review - not a study or project refer to it as an integrative review all the time.
.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
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Helping HR to measure up arming the‘‘soft’’ function with h
1. Helping HR to measure up: arming the
‘‘soft’’ function with hard metrics
Kate Feather
Abstract
Purpose – The purpose of this article is to highlight the more
strategic role HR departments can play in
their organizations. By prioritizing the measurement strategy in
organizations, HR leaders can
demonstrate to leadership the impact employees have on the
business and how an investment in
internal processes and programs can boost engagement – and
ultimately business results.
Design/methodology/approach – This paper outlines a four-step
process for effective employee
engagement measurement: use behavioral and emotional
outcomes; correlate employee engagement
survey results to meaningful outcomes; focus improvement
efforts and investments on the high
impact/low performing areas; and re-measure to assess success.
A series of de-identified examples
from PeopleMetrics clients illustrate the importance of
2. following each step in the process.
Findings – By measuring employee engagement, tying the
results to other HR and business metrics
and using the findings to target improvement efforts,
organizations are demonstrating to leadership the
impact employees have on the business and how an investment
in internal processes and programs can
boost engagement – and ultimately business results. As more
organizations recognize the value of
using rigorous metrics to evaluate and optimize their
workforces, the HR function will benefit because it
will be serving a more strategic function than it has
traditionally been associated with in the past.
Research limitations/implications – These findings are based on
the fieldwork experience of
PeopleMetrics.
Originality/value – The paper provides a very useful perspective
for HR managers to consider,
particularly within organizations with extensive measurement
systems.
Keywords Employee development, Human resource
management,
Human resource management research
Paper type Case study
3. Introduction
HR professionals looking to overcome the view that HR is a
‘‘soft’’ function for which there are
few hard metrics should focus on employee engagement as a
measurement that can be
linked to other HR and business metrics and deliver improved
business results. Kate
Feather, a director at PeopleMetrics, outlines the path to
effective measurement and
demonstrates the theory in practice in a range of organizations.
Successful businesses function around a set of core metrics
supporting the view that what
gets measured gets managed. For a long time metrics such as
revenue, costs, profits, units
shipped and defects have been closely monitored, analyzed and
researched. During this
time, however, HR was dubbed a ‘‘soft’’ function, with the
typical view being that people and
metrics do not mix. While HR has always known the value of its
role, the problem has been in
quantifying return on investment for senior management.
Today, there is little doubt in the board room that people make a
difference to business
4. success; they are often labeled the company’s greatest asset.
Whether you are a
service-based business that generates revenue through talent
that has the ability to create a
PAGE 28 j STRATEGIC HR REVIEW j VOL. 7 NO. 1 2008, pp.
28-33, Q Emerald Group Publishing Limited, ISSN 1475-4398
DOI 10.1108/14754390810847531
Kate Feather is based at
PeopleMetrics,
Philadelphia, PA, USA.
loyal customer base or a manufacturing-based business that
relies on talent to create,
process or distribute products, it is the people in the
organization that contribute to your
growth, success, or failure.
Many companies struggle to measure these assets in a
meaningful way, however. The key
questions HR professionals are being asked are: How can we
effectively measure the impact
of people on our business? How do we know that our
investments in people are paying off?
5. Identifying what to measure
Faced with these questions, HR needs to in turn ask itself what
it should be measuring. It is
tempting to collect data on a myriad of measures, such as
headcount, staff turnover,
absence, accidents, error rates, training hours/spend per
employee, customers per
employee, diversity targets, productivity and so on. While these
are indeed valuable, without
a measurement framework they can turn into an exercise in
measurement for measurement’s
sake. Too many disparate measures without a unifying concept
can dilute the message and
potentially position HR as offering tactical, low value add
information to business leaders.
By focusing measurement on employee engagement, tying the
results to other HR and
business metrics and using the findings to target improvement
efforts, some organizations
are demonstrating to leadership the impact employees have on
the business and how an
investment in internal processes and programs can boost
engagement and ultimately
business results.
6. The path to effective measurement
There are four steps to ensuring such HR measurement
programs are robust and capture
senior leaders’ attention:
1. Measure employee engagement using behavioral and
emotional outcomes.
2. Correlate employee engagement survey results to meaningful
outcomes.
3. Focus improvement efforts and investments on the high
impact/low performing areas.
4. Re-measure to assess success.
Step 1: measure employee engagement using behavioral and
emotional outcomes
There are many definitions of employee engagement. Some
organizations refer to
engagement as job satisfaction, others talk in terms of loyalty
and, still others, in terms of
advocacy or positive word of mouth. Recent research has
revealed that engagement is a
combination of both functional and emotional behaviors and
attitudes (PeopleMetrics,
2007). Without creating an emotional link with employees,
organizations are unable to
7. sustain high levels of engagement and, ultimately, performance.
Specifically, an engaged employee is positive on the following
items:
B Retention. Desire to stay with the organization.
B Effort. Motivation to give more than is required.
B Advocacy. Mindset to actively recommend the company as a
great place to work.
B Passion. Feeling an emotional connection, even ‘‘love,’’ for
the organization.
‘‘ Too many disparate measures without a unifying concept can
dilute the message and potentially position HR as offering
tactical, low value add information to business leaders. ’’
VOL. 7 NO. 1 2008 jSTRATEGIC HR REVIEWj PAGE 29
Based upon recent research by PeopleMetrics involving more
than 5,000 employees of
companies ranging in size from 50 to 100,000 þ employees, the
outcomes of retention,
effort, advocacy and passion are highly correlated with business
outcomes. Specifically, the
findings revealed that:
B Fortune 500 companies in the lowest quartile with regard to
8. company profits had 50
percent fewer engaged employees than those in the top quartile.
B When it comes to individual performance, high performing
employees were twice as
engaged as their low performing counterparts.
Step 2: correlate employee engagement survey results to
meaningful outcomes
The first and critical step in proving the impact people assets
have on the business is to
identify the business or people outcomes that are most valuable
to the organization. These
will vary by organization but should be easily identified through
a review of business
strategy. Two examples are discussed below.
Global brewery links engagement to sales performance. This
organization was most
concerned with the productivity of its sales function. In order to
get the attention of senior
leaders, the HR department of this large, global brewery set out
to prove the relationship
between an engaged sales force and the number of barrels of
beer sold in a given period.
Sales teams were divided according to levels of engagement
9. (high, medium and low) and
year-to-date sales were identified for each engagement
grouping. This showed that as
engagement increases so does the sales performance of each
team. In fact, the difference
in year-to-date sales (measured by the number of barrels of beer
sold) between the sales
teams with the lowest and highest engagement scores was
90,000. The value of this to the
organization was easily calculated and an argument for focusing
on people and HR
investments was made and supported by leadership.
Proving the causal tie between employee engagement and
volume of calls handled in a UK
call center. A government-based organization in the UK was
undergoing significant
organizational change. It set out to understand the relationship
between call center
employee engagement and the number of calls that were being
answered at the call center
level – a key indicator of productivity for this organization. The
hypothesis was that as
employee engagement increased so would the number of calls
answered.
10. One of the questions frequently raised by business and HR
leadership is: what comes first,
engagement or business results? To address this question for
this particular client,
employee engagement and calls answered were measured at two
separate points in time.
Time 1 (T1) offered a baseline measure and time 2 (T2), which
occurred 12 months later,
offered the opportunity to see how employee engagement and
volume of calls answered
shifted over time after interventions to address engagement
were introduced. Figure 1
clearly demonstrates that as engagement increased between T1
and T2, so did the volume
of calls answered. Specifically, by increasing engagement an
average of 12 percentage
points, the average percent of calls answered increased by five
points in the same period.
Step 3: focus improvement efforts and investments on the high
impact yet low performing areas
Successful adherence to steps 1 and 2 will result in the ability
to demonstrate the link
between people assets and business performance for an
organization. The next step is to
11. show how the efforts undertaken by HR to improve employee
engagement are paying off.
Without this evidence, it is hard to secure support and funding
for future interventions.
The most effective way to do this is to identify the key drivers
of employee engagement and
work on improvement efforts in these areas. Key drivers are
those areas in an employee
survey that are found to have the highest impact on levels of
engagement through the
application of regression analysis. This is an important nuance
for HR to understand and
communicate to the business. Low scoring, weak areas are not
necessarily the areas that will
drive desired behaviors from employees. There is a tendency in
many organizations to
identify the lowest scoring items on an employee survey and
make these central to any future
PAGE 30jSTRATEGIC HR REVIEWj VOL. 7 NO. 1 2008
interventions. This is not advised; instead it is critical to
understand the most important
drivers of employee engagement.
12. Frequently, employees give low scores to parts of the work
experience that will not make or
break their commitment and engagement levels. Compensation
is often an example of this.
Very rarely does compensation receive high scores but likewise
rarely is it found to drive
employee engagement. By using statistical techniques that
derive the importance of various
aspects of the employment relationship, organizations are much
better equipped to make
decisions that will positively impact engagement and business
results. Thus, a best practice
approach is to identify the high impact yet low scoring areas
and focus efforts for
improvement on these areas – bearing in mind, of course, ease
of implementation and
alignment with other business and HR initiatives in the
decision-making process. Two
examples are discussed below.
Hospital system finds a culture of caring is the heart of its
engagement strategy. The
organization in question is a large hospital system located in
New England with 11,400
13. employees and 2,519 physicians. The hospital understands the
importance of employee
engagement as a driver of staff retention and patient quality
outcomes. The mission of the
HR function in this hospital system is to assist the hospitals and
their partners in achieving
their goals of being the employer and provider of choice in the
communities the hospitals
serve.
The organization takes a holistic approach to measuring and
improving employee
engagement. The executive vice president of HR has said that
one of the most critical
aspects of its measurement system is to ensure that HR and
business leaders are not
‘‘bumping around in the dark’’ with regard to their people
strategy. By surveying employees
on a biennial basis to identify the key drivers and then
conducting regular pulse checks in
between to ensure efforts are reaping the desired results, the
system has been able to
capture clarity and focus with regard to the ‘‘make a
difference’’ areas.
This organization learned that the highest impact/lowest scoring
14. driver of engagement,
consistently across all hospitals and the corporate functions,
was ‘‘the hospital/division
cares about its people.’’ Having learned this, each group was
tasked with developing and
executing its own action plan to impact positive perceptions in
this area. Table I outlines
actions taken by one hospital and the corporate group to
positively affect views of a ‘‘caring’’
culture. A discussion of the impact of these efforts is contained
in step 4.
Regional bank finds reward, recognition and a culture of service
excellence matter most to
employee engagement. One regional bank in the US first
measured employee engagement
in 2006. At that time, the data revealed that employee
engagement has a strong, significant
impact on customer perceptions and behaviors. This analysis put
employee engagement
Figure 1 Engagement between T1 and T2
VOL. 7 NO. 1 2008 jSTRATEGIC HR REVIEWj PAGE 31
squarely on the agenda for the senior leadership team. The bank
15. made a commitment to
improve engagement levels by focusing on the top three drivers
of engagement revealed
through the 2006 survey. These were:
1. A commitment to delivering exceptional service as evidenced
through scores related to
‘‘excellent service is rewarded and recognized here.’’
2. Rewarding and recognizing employees’ contributions.
3. Feeling fairly compensated.
Furthermore, there was evidence that employee engagement
levels were being pulled down
by retention scores and the bank had experienced some turnover
in key positions.
Employees also mentioned in the survey that they perceived a
lack of commitment from
leadership with regard to the retention of top talent.
Over a 12-month period, the bank developed and implemented a
series of initiatives aimed
at increasing employee experiences and perceptions in these
core areas. Specifically, the
organization determined that the first two drivers could be
worked on together. A set of
16. clearly defined service standards (internal and external) was
rolled out and a recognition
program based around employees’ performance on these
standards was launched.
Employees are nominated for quarterly awards based upon their
behaviors and results in
line with these customer service standards.
A thorough review of pay bands was also carried out, following
which a new more
competitive pay scale was introduced for all employees. In
addition, employees in
professional positions were offered new deferred bonus and
stock appreciation plans.
Following a year of intensive effort a follow-up pulse survey
was administered to gauge
effectiveness of the initiatives deployed and determine the
impact on employee
engagement.
Step 4: re-measure to assess success
The final step along the measurement path is re-measurement.
Pulse checks or census
surveys can be carried out to measure changes in employee
perceptions around the areas
17. that have been worked on. This will prove to leadership the
value of the work undertaken in
driving a high performing organization. Returning to two of our
previous examples, the
following results were found.
Hospital system learns that focus on caring pays off. Having
worked diligently to improve
perceptions of caring during a 12-month period, the hospital
system conducted a pulse
survey with a random sample of employees. The survey was
designed to measure change in
Table I Actions taken to positively affect views of a caring
culture in a hospital system
Hospital A Corporate group
Enhanced caring through:
management visibility plan;
development of pay practices that demonstrate fairness and
respect;
consistency of application policy; and
management training
Improved caring through rewards and recognition initiatives:
team to evaluate current rewards and recognition (led by COO);
and
communication and education regarding compensation and
benefit package to staff
Caring through career development:
18. HR staff available for career development/counseling; and
improved communication to internal candidates for open
positions
Increased caring through enhanced communications:
joint meetings of directors and managers;
bulletin boards installed on each floor of the building with
events
and job listings;
employee forums with the CEO;
corporate newsletter to highlight a corporate department each
month;
regular e-mail communication to employees listing actions
taken in
response to issues raised in the survey;
employee suggestions solicited in workshops, brown bag lunch
sessions, etc.
PAGE 32jSTRATEGIC HR REVIEWj VOL. 7 NO. 1 2008
employee engagement and views of the key drivers. Engagement
increased by 10 and 8
points in a 12-month period for the hospital and corporate
groups. Favorable views of the
caring element also increased by five and nine percentage
points, respectively.
Regional bank’s efforts to improve areas that make a difference
result in significant positive
change. Looking again at the regional banking example, a pulse
survey among all
19. employees but including only questions to measure employee
engagement and views of the
key drivers was carried out 12 months after the initial baseline.
The results showed that
significant improvement was made during this timeframe,
providing evidence that focusing
on the top areas shown to drive employee engagement results in
real improvements.
Specifically:
B Overall engagement with the company increased by five
percentage points.
B Employees’ views of how employees are rewarded and
recognized for excellent service
increased by 17 percentage points.
B Perceptions of fair compensation increased by nine
percentage points.
B Leadership’s commitment to retaining top talent improved by
12 percentage points.
B Overall views of contributions being rewarded and recognized
improved by five
percentage points.
In conclusion
20. Effective measurement is an essential skill for HR professionals
to master if the HR function is
to firmly position itself as a strategic function w ith a ‘‘place at
the table.’’ Yet, many
organizations still believe that HR is in the business of ‘‘soft
and fluffy,’’ un-quantifiable
metrics. Thus, determining a measurement approach that is
focused on proving the link
between human capital and business results, as well as the
relationship between HR
interventions and people performance, is a powerful strategy by
which HR can change the
way it works and the value it is perceived to create.
Reference
PeopleMetrics (2007), ‘‘PeopleMetrics’ self-funded research
into employee engagement’’, Philadelphia,
PA, January.
About the author
Kate Feather is director of people engagement practice at
PeopleMetrics. She has over 15
years’ professional experience in customer and employee
research. She was previously a
senior consultant at Hewitt Associates. Kate Feather can be
contacted at:
[email protected]
21. VOL. 7 NO. 1 2008 jSTRATEGIC HR REVIEWj PAGE 33
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PSY-358 Adult Development and Aging
Topic 3 – Physical Changes during Adulthood
Directions: This assignment will require you to type directly in
this worksheet. For Part I, you will describe 3-4 key physical
changes that generally take place within each system during that
particular age range. 75 word per box should suffice, and bullet
points are preferred over long sentences. An example is
included in RED. Note- not all age ranges will experience
significant changes, and some boxes will overlap.
A minimum of three expert sources are required, which can
include your textbook. Expert information must be correctly
cited within each box.
After completing your research for the chart, answer the follow -
up questions in Part II. Use properly formatted APA in-text
citations, including full references at the bottom of the chart.
Part I: General Physical Changes
Age Range
Sensory System
Reproductive System
Cardiovascular System
Musculoskeletal system
(e.g. bones, joints)
Digestion and Metabolism
Appearance
22. Emerging Adulthood through Early Adulthood
(17-25-ish)
Example:
List some significant changes with some of these:
· Vision
· Hearing
· Taste
· Touch
Early Adulthood
through Middle Adulthood
(25-45-ish)
Middle Adulthood
through late adulthood
(45-ish through death)
·
Part II: Follow-up Questions
23. In 150-250 words (for all 4 questions), please answer the
following questions:
· At what age-range do we see the most dramatic changes
occurring?
· Choose (and explain how) at least two factors that might
exacerbate the physical changes. Examples: Excessive sun
exposure
· What can be done to offset some of these physical changes
(cho0se one change above and include both preventive and
accommodating ideas). Example: You might explain the impact
of proper nutrition
· What was your biggest take-away from this activity? What
changes might you make now?
References:
Full APA references belong here
Four lessons learned in how to use human resource analytics to
improve the ...