The document discusses explanatory variables and how they influence variables of interest. It provides examples of questions that contain one or more explanatory variables, such as whether the morning, afternoon, or evening shift influences employee satisfaction rates (one explanatory variable) or whether the type of training and education level influences agent commission (two explanatory variables). The document asks the reader to identify how many explanatory variables are in example questions and provides the explanatory variables and variable of interest for each.
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Send your semester & Specialization name to our mail id :
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or
call us at : 08263069601
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docxcurwenmichaela
Nine Evaluation of Training
Learning Objectives
After reading this chapter, you should be able to:
· ■ Describe the pros and cons of evaluation and indicate which way to go on the issue.
· ■ Explain what process evaluation is, and why it is important.
· ■ Describe the interrelationships among the various levels of outcome evaluation.
· ■ Describe the costs and benefits of evaluating training.
· ■ Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis).
· ■ Describe the various designs that are possible for evaluation and their advantages and disadvantages.
· ■ Define and explain the importance of internal and external validity (Appendix 9-1).CASE TRAINING DESIGNED TO CHANGE BEHAVIOR AND ATTITUDES1
The city of Palm Desert, California, decided to provide training to improve employees’ attitudes toward their work and to provide them with the skills to be more effective on the job. The two-day seminar involved a number of teaching methods, including a lecture, films, role-plays, and group interaction. Among the topics covered were conflict control, listening, communicating, telephone etiquette, body language, delegation, and taking orders. Throughout the two days, the value of teamwork, creativity, and rational decision making was stressed and integrated into the training.
Before the training was instituted, all 55 nonmanagement employees completed a paper-and-pencil questionnaire to measure both their attitudes toward the job and their perception of their job behaviors. Supervisors also completed a questionnaire assessing each of their employees. All 55 employees were told that they would be receiving the same two-day seminar. The first set of 34 employees was chosen at random.
The 21 employees who did not take the training immediately became a comparison group for evaluating the training. While the first group of employees was sent to the training, the others were pulled off the job, ostensibly to receive training, but they simply took part in exercises not related to any training. Thus, both groups were treated similarly in every way except for the training. Both groups completed attitude surveys immediately after the trained group finished training. Six months later, both groups completed self-report surveys to measure changes in their job behavior. Their supervisors also were asked to complete a similar behavior measure at the six-month mark.
The data provided some revealing information. For the trained group, no changes in attitude or behavior were indicated, either by the self-report or by supervisor-reported surveys. This result was also true (but expected) for the group not trained.
Was training a failure in the Palm Desert case? Would the training manager be pleased with these results? Was the evaluation process flawed? These types of issues will be addressed in this chapter. We will refer back to the case from time to time to answer these and other questions.RATIONALE FOR EVALUATION
Im ...
Must use the websites provided below for in text citations and referAlyciaGold776
Must use the websites provided below for in text citations and references.
Homework assignment. Respond to two discussion post by fellow classmate.
Use only class materials in your responses
. All responses to your classmates must have support from the class material,
PROVIDED BELOW
. This means any and all opinions, facts or conclusions must show support from the weekly class materials and/or case study facts,
PROVIDED BELOW
. APA in text citations, reference list and sound writing mechanics are required.
Question #1
Using the side bars found in this week's content tab, along with our reading material, explain how the trends are altering or making job performance harder to manage.
· Be sure to identify in the answer what is meant by
job performance
.
· Explain how the trend affects performance behavior.
· Identify the challenge the trend has for the manager.
******My homework is to provide a response to this student answer to this question, Response must have in text citations AND references from the course material below******
Student Answer/Post:
Trends are altering or making job performance harder to manage because things have changed from what they use to be. There are 10 trends that have been identified that need to be addressed in order to improve job performance. One of the trends that affect performance behavior is that "Organizations are clamoring for more agile, diverse, and younger leaders, as well as new leadership models that capture the “digital way” to run businesses." (Bersin, J. ,Pelster, B., Schwartz, J., & van der Vyver, B. , 2017) Older, more experienced workers are quickly being replaced by millennial as digital programs are being integrated into the workplace. They find it difficult to perform at the pace as their younger counterparts. Not being able to be as productive as they once did is difficult. Millennial perform differently than Baby Boomers and Managers are finding it harder to track individual performances as teams are now being used more and more to complete projects. Within those teams, there is generally a great diversity and different levels of experience therefore it is easier to track the groups progress as opposed to the individual.
Job Performance is formally defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment. (Coquitt,J., Lepine, J., & Wesson, M., 2013) Job performance behavior can be affect if you are struggling to perform at a level in which you are not accustomed to. Some older employees find it harder to keep when the pace has picked up due to the integration of new computer programs, faster working millennial, and even the demand in which the deadlines have been set. The working world is fast moving in the direction of computers. These programs are becoming so advanced, Managers are struggling to stay one step ahead. The future of technology is here and whether we are ready for it or not and ...
Employees’ Introduction to the DoD Performance Management and Ap.docxSALU18
Employees’ Introduction to the DoD Performance Management and Appraisal Program (DPMAP)
LER DPMAP V2 MAR2017
Instructor Notes: Display the course title slide as participants arrive for training.
Welcome participants as they arrive for the class.
If applicable, give them their name tents or name tags.
Thank them for coming.
Check their names on the class roster, ensure that all of their data on the roster is correct, and that supervisors/managers versus employees are assigned to the appropriate training.
1
Fair – Credible – Transparent
(2)
Instructor Notes: These words represent the key messages that embody what is most important about New Beginnings - Performance, Mission, Communication, Excellence, etc.
Display the New Beginnings slide at the beginning of each instructional day and during breaks.
Defense Performance Management Appraisal Program (DPMAP) "New Beginnings" is a collaborative labor-management effort to improve Human Resource practices and policies in the Department of Defense (DoD). A major New Beginnings effort is the development and implementation of the enterprise-wide DoD Performance Management and Appraisal Program which will help foster a cultural change that encourages employee engagement, on-going communication, on-going employee recognition, and accountability. USMC will roll out the new system to nonbargaining unit employees on 1 October 2017. This training will provide information on the new system including employee and supervisor roles and responsibilities, timelines and requirements.
New words or phrases you will hear, high Performance organization HPO, DoD core Values, performance elements linked to organization mission and smart objectives. You will hear more about each one of these later in the lesson.
2
What Do You Know About Performance Management?
PERFORMANCE
MANAGEMENT
Fair – Credible – Transparent
(3)
Transition Message: Before we get into DPMAP let’s check our assumptions about performance management.
Instruction:
NOT NEW = You already have performance goals in your every day work, you know your job, and you've talked with your supervisor about his or her expectations. Life cycle of the performance management system is the same.
NEW = DPMAP to apply to the majority of employees across DoD and is focused on including employees in the process.
Standardizes the approach to help both the supervisor and the employee be more successful and effective, which ultimately makes DoD more effective.
Instructor Notes: The goal of this discussion is to address the misconception that the program is a “Big Change,” or that it represents a vastly new way of doing business. Emphasize the importance of supervisor-employee communication and engagement.
3
What You THINK You Know
What You KNOW You Know
What You ACTUALLY Know
Key Performance Management Features
Fair – Credible – Transparent
(4)
Outstanding (5)
Fully Successful (3)
Unacceptable (1)
Transition Message: Let’s revi ...
1 Kaplan University School of Health Sciences HI2.docxSONU61709
1
Kaplan University School of Health Sciences
HI215 Unit 7 Assignment
Home Health Comparison
Unit outcomes addressed in this Assignment:
Understand the various data sets utilized in the payment for post-acute care
Course outcome assessed/addressed in this Assignment:
HI215-2: Examine the reimbursement processes of different health insurance plans.
Instructions:
Go to the CMS.gov Home Health Compare website at:
http://www.medicare.gov/HomeHealthCompare/search.aspx
Source: Home Health Compare. Medicare.gov. Retrieved from
http://www.medicare.gov/HomeHealthCompare/search.aspx
Explore the site including the green link “About the Data” and the blue side bars “Home
Health Spotlight” and “Additional Information” and answer the following questions:
o List a way in which “Home Health Compare” can be utilized;
o What is the difference between “process” and “outcome” care measures?
o What are the current data collection periods for the home health available
measures?
o What is the data source for the majority of the process and outcome measures?
o How is the data collected?
o What is meant by the term “risk adjusted” as it relates to outcome measures?
o Review the Medicare coverage for Home Health. What are the typical services
covered and not covered?
o What is the HHABN and how it is utilized?
Conduct a search for a home health agency in your state by using the “find a Home
Health Agency” search box. Narrow your search by using the “Modify Your Results” if you
choose.
Choose three agencies to compare and click “compare now.”
o What type of services are provided? Are there any services not provided?
o Write a 2-–3 paragraph summary of the results of the “Quality of Patient Care”
results for your three agencies. Include the following:
Provide an explanation of the data and why the information is important
for the selected measures.
2
How your selected agencies compare to the state and national averages
for the selected measures.
Why is preventing unplanned hospital care important?
Requirements
Provide the answers to the questions and your 2–3 paragraph summary in a Word
document submitted to the Unit 7 Dropbox.
Please be sure to download the file “Writing Center Resources” from Doc Sharing to assist you
with meeting APA expectations for written Assignments.
Submitting Your Work
Put your responses in a Microsoft Word document. Save it in a location and with the proper
naming convention: username-CourseName-section-Unit 7_Assignment.doc (username is your
Kaplan username, section is your course section, 7 is your Unit number). When you are ready to
submit it, go to the Dropbox and complete the steps below:
1. Click the link that says “Submit an Assignment.”
2. In the “Submit to Basket” menu, select Unit 7: Assignment.
3. In the “Comments” field, make sure to add at least the title of your paper.
4. Click the “Add Atta ...
In Chapter 1, we talked about compensation objectives complementing overall human resource objectives and both of these helping an organization achieve its overall strategic objectives. But this begs the question, “How does an organization achieve its overall strategic objectives?” In this part of the book, we argue that organizational success ultimately depends on human behavior. Our compensation decisions and practices should be designed to increase the likelihood that employees will behave in ways that help the organization achieve its strategic objectives. This chapter is organized around employee behaviors. First, we identify the four kinds of behaviors organizations are interested in. Then we note what theories say about our ability to motivate these behaviors. And, finally, we talk about our success, and sometimes lack thereof, in designing compensation systems to elicit these behaviors. Exhibit 9.1 shows how organizational strategy is the guiding force that determines what kinds of employee behaviors are needed.
As an illustration, Nordstrom’s department stores are known for extremely good quality merchandise and high levels of customer satisfaction—this is the organization strategy they use to differentiate themselves from competitors. Nordstrom’s success isn’t a fluke. You can bet that some of their corporate goals, strategic business unit goals (SBU goals, where a strategic business unit might be a store), department-level goals, and indeed individual employee goals are linked to pleasing customers and selling high-quality products. The job of Human Resources is to devise policies and practices (and compensation falls in this mix) that lead employees (the last box in Exhibit 9.1) to behave in ways that ultimately support corporate goals. Walk into a Nordstrom, you see employees politely greeting you, helping without suffocating, and generally making the shopping experience a pleasant one. These are behaviors that support Nordstrom’s strategic plan. Every organization, whether they realize it or not, has Human Resource practices that can either work together, or conflict with each other, in trying to generate positive employee behaviors. One way of looking at this process is evident from Exhibit 9.2.
Wanting to succeed isn’t enough. Having the ability but not the motivation also isn’t enough. Many players with lots of talent doesn’t have the motivation to endure thousands of hours of repetitive drills, or to endure weight training and general physical conditioning. Even with both ability and motivation, a player’s work environment (both physical and political) must be free of obstacles. A home run hitter drafted by a team with an enormous ball park (home run fences set back much farther from home plate) might never reach his full potential. The same thing is true in more traditional jobs. with ability—that’s the primary job of recruitment, selection, and training. on Once good people are hired, they need to be motivated to behave in way
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docxcurwenmichaela
Nine Evaluation of Training
Learning Objectives
After reading this chapter, you should be able to:
· ■ Describe the pros and cons of evaluation and indicate which way to go on the issue.
· ■ Explain what process evaluation is, and why it is important.
· ■ Describe the interrelationships among the various levels of outcome evaluation.
· ■ Describe the costs and benefits of evaluating training.
· ■ Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis).
· ■ Describe the various designs that are possible for evaluation and their advantages and disadvantages.
· ■ Define and explain the importance of internal and external validity (Appendix 9-1).CASE TRAINING DESIGNED TO CHANGE BEHAVIOR AND ATTITUDES1
The city of Palm Desert, California, decided to provide training to improve employees’ attitudes toward their work and to provide them with the skills to be more effective on the job. The two-day seminar involved a number of teaching methods, including a lecture, films, role-plays, and group interaction. Among the topics covered were conflict control, listening, communicating, telephone etiquette, body language, delegation, and taking orders. Throughout the two days, the value of teamwork, creativity, and rational decision making was stressed and integrated into the training.
Before the training was instituted, all 55 nonmanagement employees completed a paper-and-pencil questionnaire to measure both their attitudes toward the job and their perception of their job behaviors. Supervisors also completed a questionnaire assessing each of their employees. All 55 employees were told that they would be receiving the same two-day seminar. The first set of 34 employees was chosen at random.
The 21 employees who did not take the training immediately became a comparison group for evaluating the training. While the first group of employees was sent to the training, the others were pulled off the job, ostensibly to receive training, but they simply took part in exercises not related to any training. Thus, both groups were treated similarly in every way except for the training. Both groups completed attitude surveys immediately after the trained group finished training. Six months later, both groups completed self-report surveys to measure changes in their job behavior. Their supervisors also were asked to complete a similar behavior measure at the six-month mark.
The data provided some revealing information. For the trained group, no changes in attitude or behavior were indicated, either by the self-report or by supervisor-reported surveys. This result was also true (but expected) for the group not trained.
Was training a failure in the Palm Desert case? Would the training manager be pleased with these results? Was the evaluation process flawed? These types of issues will be addressed in this chapter. We will refer back to the case from time to time to answer these and other questions.RATIONALE FOR EVALUATION
Im ...
Must use the websites provided below for in text citations and referAlyciaGold776
Must use the websites provided below for in text citations and references.
Homework assignment. Respond to two discussion post by fellow classmate.
Use only class materials in your responses
. All responses to your classmates must have support from the class material,
PROVIDED BELOW
. This means any and all opinions, facts or conclusions must show support from the weekly class materials and/or case study facts,
PROVIDED BELOW
. APA in text citations, reference list and sound writing mechanics are required.
Question #1
Using the side bars found in this week's content tab, along with our reading material, explain how the trends are altering or making job performance harder to manage.
· Be sure to identify in the answer what is meant by
job performance
.
· Explain how the trend affects performance behavior.
· Identify the challenge the trend has for the manager.
******My homework is to provide a response to this student answer to this question, Response must have in text citations AND references from the course material below******
Student Answer/Post:
Trends are altering or making job performance harder to manage because things have changed from what they use to be. There are 10 trends that have been identified that need to be addressed in order to improve job performance. One of the trends that affect performance behavior is that "Organizations are clamoring for more agile, diverse, and younger leaders, as well as new leadership models that capture the “digital way” to run businesses." (Bersin, J. ,Pelster, B., Schwartz, J., & van der Vyver, B. , 2017) Older, more experienced workers are quickly being replaced by millennial as digital programs are being integrated into the workplace. They find it difficult to perform at the pace as their younger counterparts. Not being able to be as productive as they once did is difficult. Millennial perform differently than Baby Boomers and Managers are finding it harder to track individual performances as teams are now being used more and more to complete projects. Within those teams, there is generally a great diversity and different levels of experience therefore it is easier to track the groups progress as opposed to the individual.
Job Performance is formally defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment. (Coquitt,J., Lepine, J., & Wesson, M., 2013) Job performance behavior can be affect if you are struggling to perform at a level in which you are not accustomed to. Some older employees find it harder to keep when the pace has picked up due to the integration of new computer programs, faster working millennial, and even the demand in which the deadlines have been set. The working world is fast moving in the direction of computers. These programs are becoming so advanced, Managers are struggling to stay one step ahead. The future of technology is here and whether we are ready for it or not and ...
Employees’ Introduction to the DoD Performance Management and Ap.docxSALU18
Employees’ Introduction to the DoD Performance Management and Appraisal Program (DPMAP)
LER DPMAP V2 MAR2017
Instructor Notes: Display the course title slide as participants arrive for training.
Welcome participants as they arrive for the class.
If applicable, give them their name tents or name tags.
Thank them for coming.
Check their names on the class roster, ensure that all of their data on the roster is correct, and that supervisors/managers versus employees are assigned to the appropriate training.
1
Fair – Credible – Transparent
(2)
Instructor Notes: These words represent the key messages that embody what is most important about New Beginnings - Performance, Mission, Communication, Excellence, etc.
Display the New Beginnings slide at the beginning of each instructional day and during breaks.
Defense Performance Management Appraisal Program (DPMAP) "New Beginnings" is a collaborative labor-management effort to improve Human Resource practices and policies in the Department of Defense (DoD). A major New Beginnings effort is the development and implementation of the enterprise-wide DoD Performance Management and Appraisal Program which will help foster a cultural change that encourages employee engagement, on-going communication, on-going employee recognition, and accountability. USMC will roll out the new system to nonbargaining unit employees on 1 October 2017. This training will provide information on the new system including employee and supervisor roles and responsibilities, timelines and requirements.
New words or phrases you will hear, high Performance organization HPO, DoD core Values, performance elements linked to organization mission and smart objectives. You will hear more about each one of these later in the lesson.
2
What Do You Know About Performance Management?
PERFORMANCE
MANAGEMENT
Fair – Credible – Transparent
(3)
Transition Message: Before we get into DPMAP let’s check our assumptions about performance management.
Instruction:
NOT NEW = You already have performance goals in your every day work, you know your job, and you've talked with your supervisor about his or her expectations. Life cycle of the performance management system is the same.
NEW = DPMAP to apply to the majority of employees across DoD and is focused on including employees in the process.
Standardizes the approach to help both the supervisor and the employee be more successful and effective, which ultimately makes DoD more effective.
Instructor Notes: The goal of this discussion is to address the misconception that the program is a “Big Change,” or that it represents a vastly new way of doing business. Emphasize the importance of supervisor-employee communication and engagement.
3
What You THINK You Know
What You KNOW You Know
What You ACTUALLY Know
Key Performance Management Features
Fair – Credible – Transparent
(4)
Outstanding (5)
Fully Successful (3)
Unacceptable (1)
Transition Message: Let’s revi ...
1 Kaplan University School of Health Sciences HI2.docxSONU61709
1
Kaplan University School of Health Sciences
HI215 Unit 7 Assignment
Home Health Comparison
Unit outcomes addressed in this Assignment:
Understand the various data sets utilized in the payment for post-acute care
Course outcome assessed/addressed in this Assignment:
HI215-2: Examine the reimbursement processes of different health insurance plans.
Instructions:
Go to the CMS.gov Home Health Compare website at:
http://www.medicare.gov/HomeHealthCompare/search.aspx
Source: Home Health Compare. Medicare.gov. Retrieved from
http://www.medicare.gov/HomeHealthCompare/search.aspx
Explore the site including the green link “About the Data” and the blue side bars “Home
Health Spotlight” and “Additional Information” and answer the following questions:
o List a way in which “Home Health Compare” can be utilized;
o What is the difference between “process” and “outcome” care measures?
o What are the current data collection periods for the home health available
measures?
o What is the data source for the majority of the process and outcome measures?
o How is the data collected?
o What is meant by the term “risk adjusted” as it relates to outcome measures?
o Review the Medicare coverage for Home Health. What are the typical services
covered and not covered?
o What is the HHABN and how it is utilized?
Conduct a search for a home health agency in your state by using the “find a Home
Health Agency” search box. Narrow your search by using the “Modify Your Results” if you
choose.
Choose three agencies to compare and click “compare now.”
o What type of services are provided? Are there any services not provided?
o Write a 2-–3 paragraph summary of the results of the “Quality of Patient Care”
results for your three agencies. Include the following:
Provide an explanation of the data and why the information is important
for the selected measures.
2
How your selected agencies compare to the state and national averages
for the selected measures.
Why is preventing unplanned hospital care important?
Requirements
Provide the answers to the questions and your 2–3 paragraph summary in a Word
document submitted to the Unit 7 Dropbox.
Please be sure to download the file “Writing Center Resources” from Doc Sharing to assist you
with meeting APA expectations for written Assignments.
Submitting Your Work
Put your responses in a Microsoft Word document. Save it in a location and with the proper
naming convention: username-CourseName-section-Unit 7_Assignment.doc (username is your
Kaplan username, section is your course section, 7 is your Unit number). When you are ready to
submit it, go to the Dropbox and complete the steps below:
1. Click the link that says “Submit an Assignment.”
2. In the “Submit to Basket” menu, select Unit 7: Assignment.
3. In the “Comments” field, make sure to add at least the title of your paper.
4. Click the “Add Atta ...
In Chapter 1, we talked about compensation objectives complementing overall human resource objectives and both of these helping an organization achieve its overall strategic objectives. But this begs the question, “How does an organization achieve its overall strategic objectives?” In this part of the book, we argue that organizational success ultimately depends on human behavior. Our compensation decisions and practices should be designed to increase the likelihood that employees will behave in ways that help the organization achieve its strategic objectives. This chapter is organized around employee behaviors. First, we identify the four kinds of behaviors organizations are interested in. Then we note what theories say about our ability to motivate these behaviors. And, finally, we talk about our success, and sometimes lack thereof, in designing compensation systems to elicit these behaviors. Exhibit 9.1 shows how organizational strategy is the guiding force that determines what kinds of employee behaviors are needed.
As an illustration, Nordstrom’s department stores are known for extremely good quality merchandise and high levels of customer satisfaction—this is the organization strategy they use to differentiate themselves from competitors. Nordstrom’s success isn’t a fluke. You can bet that some of their corporate goals, strategic business unit goals (SBU goals, where a strategic business unit might be a store), department-level goals, and indeed individual employee goals are linked to pleasing customers and selling high-quality products. The job of Human Resources is to devise policies and practices (and compensation falls in this mix) that lead employees (the last box in Exhibit 9.1) to behave in ways that ultimately support corporate goals. Walk into a Nordstrom, you see employees politely greeting you, helping without suffocating, and generally making the shopping experience a pleasant one. These are behaviors that support Nordstrom’s strategic plan. Every organization, whether they realize it or not, has Human Resource practices that can either work together, or conflict with each other, in trying to generate positive employee behaviors. One way of looking at this process is evident from Exhibit 9.2.
Wanting to succeed isn’t enough. Having the ability but not the motivation also isn’t enough. Many players with lots of talent doesn’t have the motivation to endure thousands of hours of repetitive drills, or to endure weight training and general physical conditioning. Even with both ability and motivation, a player’s work environment (both physical and political) must be free of obstacles. A home run hitter drafted by a team with an enormous ball park (home run fences set back much farther from home plate) might never reach his full potential. The same thing is true in more traditional jobs. with ability—that’s the primary job of recruitment, selection, and training. on Once good people are hired, they need to be motivated to behave in way
Similar to Independent variable je jit - practice (2) (20)
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. Central Tendency, Spread, or Symmetry?
What is an explanatory variable?
The explanatory variable is the thing doing
2. Central Tendency, Spread, or Symmetry?
What is an explanatory variable?
The explanatory variable influences the variable of interest.
3. Central Tendency, Spread, or Symmetry?
Explanatory Variable Variable of Interest
Does Age influence Driving speed?
Do Bonuses influence Employee productivity?
Do Promotions influence Employee retention?
What is an explanatory variable?
The explanatory variable influences the variable of interest.
4. Example of a question with
ONE explanatory variable
5. Example of a question with
ONE explanatory variable
Does the new employee self-initiative plan effect
employee productivity?
1
6. Example of a question with
TWO variables of interest
7. Example of a question with
TWO variables of interest
Does the new employee self-initiative plan and
getting a bonus or not effect employee
productivity?
1
2
10. One Two or More
Does the morning, afternoon, or evening shifts
have the highest employee satisfaction rates?
11. One Two or More
Does the morning, afternoon, or evening shifts
have the highest employee satisfaction rates?
12. One Two or More
Does the morning, afternoon, or evening shifts
have the highest employee satisfaction rates?
13. One Two or More
Does the morning, afternoon, or evening shifts
have the highest employee satisfaction rates?
Explanatory Variable Variable of Interest
Assigned shift influence Employee satisfaction rates
15. One Two or More
Is there a significant difference between the type of
training received and whether one is college
educated or not in terms of agent commission?
16. One Two or More
Is there a significant difference between the type of
training received and whether one is college
educated or not in terms of agent commission?
17. One Two or More
Is there a significant difference between the type of
training received and whether one is college
educated or not in terms of agent commission?
18. One Two or More
Is there a significant difference between the type of
training received and whether one is college
educated or not in terms of agent commission?
Explanatory Variable Variable of Interest
Type of training Agent commission
College educated or not
20. One Two or More
Which training method (A, B, or C) brings about
greater trainee proficiency?
21. One Two or More
Which training method (A, B, or C) brings about
greater trainee proficiency?
22. One Two or More
Which training method (A, B, or C) brings about
greater trainee proficiency?
23. One Two or More
Which training method (A, B, or C) brings about
greater trainee proficiency?
Explanatory Variable Variable of Interest
Training Method Training proficiency