The document discusses strategies for recruitment and retention of a multigenerational workforce in government. It outlines recruitment strategies that reflect merit principles and diversity. Retention strategies discussed include mentoring employees, providing development resources, and recognizing achievements. The presentation analyzes characteristics of Baby Boomers, Generation X, and Generation Y and how to develop strategies to address needs of each generation. It emphasizes the importance of evaluating recruitment and retention programs.
Applied Chaos LEI Presentation almost final draftMaggie Mahoney
This document discusses applying chaos theory to career development and leadership. It outlines three key tenets of chaos theory: complexity, change, and chance. Career development is influenced by many complex and interconnected factors that are always changing. Chance encounters can also have major effects on career choices. The document then provides examples of two students and discusses using chaos theory concepts to design leadership development programs, such as a collaboration between career and leadership offices to help students transition, a retreat to prepare students for change, and panels on career fields and leadership needs.
Este documento presenta los resultados de una tabla de frecuencia con base en el criterio de tiempo. Los intervalos de tiempo van de 0-5, 5-10, 10-15 y 15-20. La frecuencia relativa más alta (33%) corresponde al intervalo de 5-10, seguido por el intervalo de 10-15 (25%). Los intervalos de 0-5 y 15-20 tienen las frecuencias relativas más bajas, con 22% y 20% respectivamente.
La Web 2.0 ofrece herramientas como blogs, webquest y wikis que permiten una mayor interactividad y colaboración entre usuarios en comparación con la Web 1.0 original. Estas herramientas comparten características como permitir que los usuarios creen y editen contenido en línea de forma colaborativa.
Nuevo hoja de cálculo de microsoft office excelmoneitor-21
El documento lista los nombres, edades, departamentos, cargos y años de experiencia de 16 empleados de Manufactura Rendon Hermanos. Los empleados trabajan en los departamentos de administración, ventas y producción y ocupan cargos que van desde gerentes hasta auxiliares.
The document compares the author's draft and actual front covers for their R&B magazine called "Desire". For the actual cover, the author zoomed in more on the model's face to make her the center of attention. Colors were changed to red, black, and white to appeal to the target audience. More text was added for more information. A barcode and issue number were included to make it seem more like a real magazine. The name "Desire" was chosen to create an association between the magazine and readers.
Applied Chaos LEI Presentation almost final draftMaggie Mahoney
This document discusses applying chaos theory to career development and leadership. It outlines three key tenets of chaos theory: complexity, change, and chance. Career development is influenced by many complex and interconnected factors that are always changing. Chance encounters can also have major effects on career choices. The document then provides examples of two students and discusses using chaos theory concepts to design leadership development programs, such as a collaboration between career and leadership offices to help students transition, a retreat to prepare students for change, and panels on career fields and leadership needs.
Este documento presenta los resultados de una tabla de frecuencia con base en el criterio de tiempo. Los intervalos de tiempo van de 0-5, 5-10, 10-15 y 15-20. La frecuencia relativa más alta (33%) corresponde al intervalo de 5-10, seguido por el intervalo de 10-15 (25%). Los intervalos de 0-5 y 15-20 tienen las frecuencias relativas más bajas, con 22% y 20% respectivamente.
La Web 2.0 ofrece herramientas como blogs, webquest y wikis que permiten una mayor interactividad y colaboración entre usuarios en comparación con la Web 1.0 original. Estas herramientas comparten características como permitir que los usuarios creen y editen contenido en línea de forma colaborativa.
Nuevo hoja de cálculo de microsoft office excelmoneitor-21
El documento lista los nombres, edades, departamentos, cargos y años de experiencia de 16 empleados de Manufactura Rendon Hermanos. Los empleados trabajan en los departamentos de administración, ventas y producción y ocupan cargos que van desde gerentes hasta auxiliares.
The document compares the author's draft and actual front covers for their R&B magazine called "Desire". For the actual cover, the author zoomed in more on the model's face to make her the center of attention. Colors were changed to red, black, and white to appeal to the target audience. More text was added for more information. A barcode and issue number were included to make it seem more like a real magazine. The name "Desire" was chosen to create an association between the magazine and readers.
El documento presenta los resultados de una tabla de frecuencia con base en el criterio de tiempo. Muestra los intervalos de tiempo, la frecuencia absoluta y relativa de cada intervalo. El intervalo [5,10) tuvo la frecuencia relativa más alta con un 33%, seguido por [10,15) con 25% y [0,5) y [15,20) con 22% y 20% respectivamente.
The document compares the author's draft and actual front covers for their R&B magazine called "Desire". For the actual cover, the author zoomed in more on the model's face to make her the center of attention. Colors were changed to red, black, and white to appeal to the target audience. More text was added for more information. A barcode and issue number were included to make it look like a real magazine. The name "Desire" was chosen to create an association between the magazine and readers.
This document lists several of Shakespeare's plays that have been adapted into films including King Lear, Romeo and Juliet, A Midsummer Night's Dream, Much Ado About Nothing, and Othello as well as the film Shakespeare in Love which is based on Shakespeare's life.
The document outlines plans and activities for the Islamic Center of Manhattan in 2011, including:
1) Maintaining unity in the Muslim community and supporting outreach activities.
2) Organizing library and materials for dawah (inviting people to Islam) and meeting with students.
3) Planning social events like coffee hours, cleaning days, and holiday parties.
4) Updating the website and contacts for the center's secretary.
5) Providing a treasurer's report and details on the Islamic school.
zer da energia, fusio eta fisio nuklearrak, uranioa, hondakinak, zentralnuklearraren funtzionamendua, erreaktore nuklearra, abantailak eta desabantailak, konklusioa
Mapping the E Mindset AABAA Poster v 52PeterHackbert
The document summarizes a study conducted at Berea College that mapped students' entrepreneurial mindset using Gallup's BP10 assessment. Key findings include:
1) The top 3 most prevalent talent themes among student cohorts were Relationship, Determination, and Independence, suggesting students are motivated, tenacious, and able to build relationships.
2) Differences existed between males and females, with males reporting higher confidence and profitability talents.
3) Mapping talents provides insights to help students strengthen abilities like innovative thinking and understanding business models.
4) The BP10 assessment can help develop activities to move students from novice to expert entrepreneurial mindsets tailored for liberal arts graduates.
Conducting needs assessments is important to determine what changes are needed in behavior, attitudes, or performance and how those changes can be achieved. A needs assessment should use multiple methods like surveys, observations, focus groups and interviews to get a full picture. This provides triangulation by using diverse, overlapping evidence. The needs assessment should identify the expected costs and benefits of any solutions. Reporting the results to stakeholders is key so they understand what changes are expected and how those changes will be implemented.
This document provides information about a Human Resource Management course including its objectives, content, teaching methods, and assessment. The 3 credit course aims to provide students with practical HR skills and knowledge of key functions. Over 15 weeks students will learn topics such as recruitment, compensation, and labor relations through lectures, case studies, and group projects. Assessment includes coursework, presentations, and exams. The course aims to equip students with the skills to work in HR and analyze HR issues.
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
The document discusses organizational behavior and management. It provides learning objectives for a chapter on organizational behavior, which include demonstrating the importance of interpersonal skills, defining organizational behavior, showing the value of systematic study, identifying contributing behavioral science disciplines, demonstrating why few absolutes apply, and identifying managers' challenges and opportunities. It also discusses Mintzberg's managerial roles, management skills, effective versus successful managerial activities, and challenges managers face with concepts like responding to economic pressures and globalization.
Kate Wildrick is an organizational developer and strategic workforce planning expert with over 11 years of experience in human resources. She has expertise in strategic planning, workforce planning, succession planning, competency modeling, and managing organizational change. She has published articles and papers on topics related to generational differences in the workplace and strategic workforce planning. She also conducts presentations and workshops on these topics for universities, hospitals, and professional conferences.
This document provides information and suggestions for the 4-H Youth Development program in Texas. It includes statistics on popular 4-H projects, suggestions for measuring program outcomes, upcoming dates, and resources. The document emphasizes developing youth leadership, career exploration, science education, and partnering with organizations like Farm Bureau. It encourages agents to support the 4-H conference center, consider new career camp topics, and stay passionate about the 4-H mission.
1) Financial strategy and sufficient funding alone do not guarantee a quality program or financial success; program design and evaluation are also important.
2) The most important financial considerations for program design include cost-effectiveness, cost-utility, and cost-benefit analysis to help facilitate quality outcomes.
3) These analysis methods can be used to evaluate the financial implications of addressing or not addressing an identified community problem over both the long and short-term.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
El documento presenta los resultados de una tabla de frecuencia con base en el criterio de tiempo. Muestra los intervalos de tiempo, la frecuencia absoluta y relativa de cada intervalo. El intervalo [5,10) tuvo la frecuencia relativa más alta con un 33%, seguido por [10,15) con 25% y [0,5) y [15,20) con 22% y 20% respectivamente.
The document compares the author's draft and actual front covers for their R&B magazine called "Desire". For the actual cover, the author zoomed in more on the model's face to make her the center of attention. Colors were changed to red, black, and white to appeal to the target audience. More text was added for more information. A barcode and issue number were included to make it look like a real magazine. The name "Desire" was chosen to create an association between the magazine and readers.
This document lists several of Shakespeare's plays that have been adapted into films including King Lear, Romeo and Juliet, A Midsummer Night's Dream, Much Ado About Nothing, and Othello as well as the film Shakespeare in Love which is based on Shakespeare's life.
The document outlines plans and activities for the Islamic Center of Manhattan in 2011, including:
1) Maintaining unity in the Muslim community and supporting outreach activities.
2) Organizing library and materials for dawah (inviting people to Islam) and meeting with students.
3) Planning social events like coffee hours, cleaning days, and holiday parties.
4) Updating the website and contacts for the center's secretary.
5) Providing a treasurer's report and details on the Islamic school.
zer da energia, fusio eta fisio nuklearrak, uranioa, hondakinak, zentralnuklearraren funtzionamendua, erreaktore nuklearra, abantailak eta desabantailak, konklusioa
Mapping the E Mindset AABAA Poster v 52PeterHackbert
The document summarizes a study conducted at Berea College that mapped students' entrepreneurial mindset using Gallup's BP10 assessment. Key findings include:
1) The top 3 most prevalent talent themes among student cohorts were Relationship, Determination, and Independence, suggesting students are motivated, tenacious, and able to build relationships.
2) Differences existed between males and females, with males reporting higher confidence and profitability talents.
3) Mapping talents provides insights to help students strengthen abilities like innovative thinking and understanding business models.
4) The BP10 assessment can help develop activities to move students from novice to expert entrepreneurial mindsets tailored for liberal arts graduates.
Conducting needs assessments is important to determine what changes are needed in behavior, attitudes, or performance and how those changes can be achieved. A needs assessment should use multiple methods like surveys, observations, focus groups and interviews to get a full picture. This provides triangulation by using diverse, overlapping evidence. The needs assessment should identify the expected costs and benefits of any solutions. Reporting the results to stakeholders is key so they understand what changes are expected and how those changes will be implemented.
This document provides information about a Human Resource Management course including its objectives, content, teaching methods, and assessment. The 3 credit course aims to provide students with practical HR skills and knowledge of key functions. Over 15 weeks students will learn topics such as recruitment, compensation, and labor relations through lectures, case studies, and group projects. Assessment includes coursework, presentations, and exams. The course aims to equip students with the skills to work in HR and analyze HR issues.
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
The document discusses organizational behavior and management. It provides learning objectives for a chapter on organizational behavior, which include demonstrating the importance of interpersonal skills, defining organizational behavior, showing the value of systematic study, identifying contributing behavioral science disciplines, demonstrating why few absolutes apply, and identifying managers' challenges and opportunities. It also discusses Mintzberg's managerial roles, management skills, effective versus successful managerial activities, and challenges managers face with concepts like responding to economic pressures and globalization.
Kate Wildrick is an organizational developer and strategic workforce planning expert with over 11 years of experience in human resources. She has expertise in strategic planning, workforce planning, succession planning, competency modeling, and managing organizational change. She has published articles and papers on topics related to generational differences in the workplace and strategic workforce planning. She also conducts presentations and workshops on these topics for universities, hospitals, and professional conferences.
This document provides information and suggestions for the 4-H Youth Development program in Texas. It includes statistics on popular 4-H projects, suggestions for measuring program outcomes, upcoming dates, and resources. The document emphasizes developing youth leadership, career exploration, science education, and partnering with organizations like Farm Bureau. It encourages agents to support the 4-H conference center, consider new career camp topics, and stay passionate about the 4-H mission.
1) Financial strategy and sufficient funding alone do not guarantee a quality program or financial success; program design and evaluation are also important.
2) The most important financial considerations for program design include cost-effectiveness, cost-utility, and cost-benefit analysis to help facilitate quality outcomes.
3) These analysis methods can be used to evaluate the financial implications of addressing or not addressing an identified community problem over both the long and short-term.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
This document outlines strategies for cultivating a positive multigenerational workforce. It begins by debunking common millennial stereotypes and noting generational similarities. It emphasizes the importance of diversity and inclusion for organizational performance. Finally, it provides five strategies for promoting generational diversity: communicating alignment, designing flexible work environments, creating feedback loops, cultivating leadership opportunities for all generations, and leveraging social media.
Write a minimum of 200 words response to each post below- Reference mi.docxjosee57
Write a minimum of 200 words response to each post below. Reference minimum of 2 articles per post.
You will see the original post, which the two posts below responded to, and you will respond to the response posts 1 and 2.
Original question:
Analyze how the effectiveness of global leadership development is evaluated in your organization or one you’ve worked for in the past. Provide recommendations based on our readings and your own research.
Post 1
For the week five discussion board, I focused on the National Institutes of Health (NIH), mainly because I found a really interesting, and concise, step-by-step guide for succession planning. This guide also included at table, or a 9-box approach, that indicated the criticality and vulnerability of positions. The NIH Human Resource Department has a very informative and thorough website, which I hoped would provide information on how it, as a group of institutions, measured the effectiveness of their leadership development programs. I’ve learned that they export, or sell, these leadership courses to medical practitioners globally, which may be one of the reasons they do not have as much information on assessing the value of leadership development programs as I would have hoped.
Much like Kristine, I thought I’d look into how we can describe and assess programs and then I can bring it back to the limited information I’ve found on the NIH. I liked how one of our readings this week in the context of measuring the effectiveness of a leadership development program as it relates to the costs and investment in a person or position. In the conclusions by Edwards & Turnbull (2013), their approach requires both a macro and micro view of interconnections and networks that exist and the extent in which they’ve been influenced. Additionally, in an article I found, the link between measuring the return on investment with leadership development was assessed. In many cases, there wasn’t enough tailoring of leadership programs to the business needs of an organization or company, which can make for less productive outcomes as well as difficulty in measuring the effectiveness (MeInert, 2018). In another example, a blog from the Harvard Business Learning, focus should be on the impact of a program, not the “proof†that a leadership development program was successful (Clark, 2018). In both of these complementary examples, the authors stressed the length of time needed to allow leadership to begin synthesizing materials and examples into their operational approach, a minimum of nine months was recommended as an adequate period of time (Meinert, 2018). Other, maybe more traditional Human Resources tools were also recommended, such as 360 degree reviews, measurement of output, time, and quality, as well as reporting on the perceived tangible and intangible benefits of the leadership training or development programs (Meinert, 2018). From our text this week, Mendenhall & Reiche (2018), the u.
Dr. Kostman is an Industrial & Organizational Psychologist, Executive Coach, and Strategic Consultant. Over the past fifteen years he has advised CEOs and Senior Executives in organizations ranging from the Fortune 500 to the Federal Government on a wide-range of Human Capital and Leadership Development challenges and solutions.
Human resource Management- Role of technology in HRM processes (e.g., HRIS, t...LeelavathiR8
The content covered in Unit 1 typically serves as a foundational framework upon which subsequent units build, delving deeper into specific HRM functions, strategies, and contemporary issues.Introduction to HRM:
Definition and scope of HRM.
Evolution and historical development of HRM.
Importance and role of HRM in organizations.
Current trends and challenges in HRM.
HRM Functions:
Overview of primary HRM functions: recruitment, selection, training and development, performance management, compensation and benefits, employee relations, and HR planning.
Explanation of the purpose and objectives of each function.
Interrelationship between HRM functions and their impact on organizational effectiveness.
Strategic HRM:
Understanding strategic human resource management and its significance.
Aligning HRM practices with organizational goals and objectives.
Role of HRM in fostering a competitive advantage for the organization.
Strategic HRM frameworks and models.
Legal and Ethical Considerations:
Overview of key laws and regulations governing employment practices (e.g., Equal Employment Opportunity, Fair Labor Standards Act, Occupational Safety and Health Act).
Ethical principles and considerations in HRM decision-making.
Importance of diversity and inclusion in HRM practices.
HRM in Global Context:
Challenges and opportunities of managing human resources in a globalized environment.
Cross-cultural differences and their implications for HRM practices.
Strategies for international staffing, training, and compensation.
HRM and Technology:
Role of technology in HRM processes (e.g., HRIS, talent management systems, data analytics).
Impact of technological advancements on HRM practices and workforce management.
Ethical considerations in HR technology use.
Emerging Trends in HRM:
Exploration of emerging trends shaping the future of HRM (e.g., remote work, gig economy, artificial intelligence in HR).
Implications of these trends for HRM practitioners and organizations.
The document discusses organizational behavior and management. It defines organizational behavior as the field that studies how individuals, groups, and structure impact behavior in organizations. It also discusses the importance of interpersonal skills in the workplace. The document outlines several challenges and opportunities that managers face in applying organizational behavior concepts, such as responding to economic pressures, globalization, and managing a diverse workforce.
This document discusses taking an interdisciplinary approach to increasing workforce diversity by drawing insights from both human resources development and public relations. It proposes that while each field has independently studied diversity, an integrated approach is needed to fully address the complex problem of increasing diversity. The document outlines steps for an interdisciplinary literature review and analysis, identifying the relevant contributions around recruitment practices from human resources and communication strategies from public relations. Bringing together insights from both disciplines could provide new understanding and strategies for organizations to better recruit and retain underrepresented groups.
The document analyzes organizational communication at Kelsey High School following a drug incident. It identifies key issues like interpersonal communication challenges between angry parents and students, perceptions of power dynamics, potential for cultural conflicts, impacts to the school's communication climate, and skills needed for an effective crisis response. It recommends implementing a crisis team and communication training program to improve preparedness, awareness, and handling future incidents, then evaluating outcomes and identifying areas for additional research and improvement.
The document discusses several perspectives on defining and implementing talent management strategies. It summarizes four research articles on topics including defining strategic talent management, identifying talent, ensuring alignment between talent and corporate strategies, and attracting talent through diversity management practices. Collings and Mellahi define strategic talent management and the importance of identifying pivotal talent positions. McDonnell discusses linking talent and corporate strategies and identifying talent through competency profiles. Ng and Burke examine how diversity management can improve perceptions of organizational attractiveness, particularly for minority and high-achieving job applicants.
According to the Social and Demographic Trends from Pew Research Center, millennials are the most racially diverse generation in American history. Results of a most recent study sponsored by the Plank Center for Leadership in Public Relations and the Institute for Public Relations, suggest that more than 70 percent of surveyed millennial public relations professionals value diversity of people at work. In addition, more than 60 percent of them indicated they are very supportive of social causes and socially responsible companies. Results also suggest when companies are more engaged in developing socially responsible strategies and programs, their millennial PR professionals tend to be more engaged in their job and their organization. To address millennial PR professionals’ needs and expectations for generating a positive impact on the community and society, this panel offers discussion and implications on how to create a dedicated corporate environment focusing on a more caring, inclusive and diverse culture to attract millennial top talent. Such a corporate environment could be critical in at least five ways: as a source of diversity and inclusion, as a driver of accountability, as a resource for shared power and continued development, as a stimulus for engagement and as a key to long-term success. Practical solutions will be discussed.
By the end of this session, participants will be able to:
- Examine cutting-edge survey data for insights about how diversity and inclusion initiatives help to recruit and retain millennial workers in PR. These insights are essential knowledge for managers as they supervise an increasingly diverse workforce.
- Interpret surveys about diversity and inclusion tactics that illustrate simple ways to engage millennial employees.
- Share case studies of best practices in diversity and inclusion as developed by global PR agency Burson-Marsteller and others.
How to Create a Competency-Based Training Program Webinar 10.30.14BizLibrary
Employee training is fluid, dynamic and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies.
www.bizlibrary.com/webinars
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
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.
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Podcast topic powerpoint
1. POWERPOINT TO PODCAST POLICY TOPIC TRANSCRIPT PAD 771 Advised by Adam Scott Wandt Presented By Richard P. Martinez John Jay College MPA Program Recruitment & Retention Multi-Generational Workforce
2. ABOUT ME R. Martinez, MPA Program John Jay College
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10. R. Martinez, MPA Program John Jay College Questions are the creative acts of intelligence — Dr. Frank Kingdon-Ward
Editor's Notes
Introduce self
Professor Paul R. Verkuil Born: December 4, 1939 (age 71) Staten Island, New York Professor Verkuil is co-author of Administrative Law and Process; He also authored Regulation and Deregulation; and Outsourcing Sovereignty. He is a leading scholar of law and regulation and has published more than 60 articles in this field. Also, he served as the President of William and Mary school of law between 1985 – 1992. In 2009, Professor Verkuil was nominated by President Barack Obama to head the Administrative Conference of the United States . The Senate confirmed his nomination on March 3, 2010. In his most recent book entitles Outsourcing Sovereignty, Verkuil w rites about how privatization of Government functions threatens democracy.
that delegating inherent government functions raises profound constitutional concerns and affects our politics and economics. "I wrote this book to explore some of the intended social costs of the privatization movement that undermine the separation of powers and jeopardize our political arrangements Policymaking is reserved through the political branches of government through the Separation of Powers
As a result of my research, my views have transformed from staunch disapproval of outsourcing and its component privatization to a more liberal approach in terms of regulated contracts which can, in practice, employ more American citizens.
Political Opponents to private corrections speculate that the criminal justice system may use the experience of private prisons to increase its importance in society. Prison-business interest groups may lobby for longer sentences, stronger penalties, stringent parole standards, or they may attempt to redirect social policy so as to gain from higher inmate numbers. This may result in a questionable relationship between a politician who promises to "get tough on crime" and the private prison provider. Opponents argue that prison expansion programs resemble supply side economic policies in that as long as there are beds to fill, the criminal justice system can fill them. Another concern is that the private sector building and operating of prisons circumvents the voters when bond referenda or tax levies fail. This translates into less democratic control and a less accountable governing body. Administrative Opponents to privatization are concerned that the public would lose access to prisons and prison records due to the closed nature of private industry. A second concern is whether the cost effectiveness of prison privatization is a form of union busting and exploitation of labor with lower wages, lower pensions, and fewer employee benefits. There is a resistance from government employee groups as they believe that private operators hire fewer people, decrease employee forces, and reduce training. A third concern is whether the private contractor would engage in uncontrolled cost-cutting activities, design shortcuts, a reduction in safety standards, and an increase in corner-cutting methods. The fear is that the private corporation would jeopardize the quality of service delivered to prison inmates and government in an effort to operate at a profit. Another administrative issue is whether private prisons would only contract to house only the low-security, problemfree inmates, leaving the higher cost hard-core criminals for government to house. Final administrative concerns deal with establishing contingency plans in the unlikely event of a strike, bankruptcy, or an emergency situation. Legal/Constitutional There is a concern that the delegation of incarceration to a private company may be unconstitutional. Crime is clearly the domain of the government in modern society. A criminal becomes a criminal only when he or she is so defined by agents of the state through the enforcement and adjudication process. Second, is the realization that the government cannot contract away all of its liability. And finally, can the use of restraining and deadly force be legally employed by a private contractor? Inmate Rights Does the state cause a deprivation of a right (secured by constitution or by statute) because prisoners housed in a private correctional facility might lack a legal means of attacking any substandard prison conditions? Quality The overall interests of business and prison are basically different. Therefore, there is a concern that the inmate's quality of life might be sacrificed for profit. Is there sufficient evidence to support the claims that private prisons deliver a higher quality product than public prisons? Costs and Finances Are private prisons really more efficient than their public counterpart? Each of these issues presents a possible obstacle to the privatization of Oregon prisons. But it will be apparent that each topic can be addressed in the resulting contract between the state and the private contractor, and these will no longer be barriers to the privatization process. If the measurable output of the corrections system is indeed equal between the private provider and the ODOC prison, then the cheaper alternative should be awarded the business. ODOC's mission statement is "to reduce the risk of criminal conduct... with a continuum of community supervision, incarceration... to manage offender behavior... using the least restrictive method... consistent with public safety." It is possible for a private provider to accomplish the same goals as ODOC facilities. With this mission in mind, this report plans to address each of the issues to help identify the goals of ODOC, to help redefine an ODOC that includes private providers, and to help identify the obstacles that Oregon needs to overcome before it can legally, ethically, and economically contract out for the private incarceration of prisoners. THE POLITICAL ANSWER The length of a prison sentence should not be a function of economics, except in recognizing that it is cheaper to incarcerate a criminal than allow him or her to continue being a criminal. (In support of this, John J. Dilulio Jr. and Anne Morrison Piehl make a conservative conclusion in 1991 that, while it costs on average $25,000 per year to incarcerate the average criminal, the average criminal would have cost society $46,072 in criminal activity had he or she not been imprisoned. The above-average criminal costs society $369,000 each year).(7) Nor will the length of a prison sentence be a function of politics. It would require the mobilization of the general public to seek longer sentences for criminals. Private providers of corrections are no more likely to gain the political power to lengthen prison sentences than day care providers lobbying to restrict birth control and abortion. Privatization is not meant to replace Oregon's provision of corrections, but to provide an alternative source with additional and improved capacity. Private operators do not have control over the sentence length of prisoners. In almost all cases - whether for furlough, probation, or permanent discharge - decisions are made by the appropriate governmental body. Most jurisdictions handle all "good behavior" decisions. For those that do not, standard procedures are used and closely monitored. Opponents assume that private operators will be desperate for inmates to fill their cells. Even though the day when there is a shortage of prisoners is a long way off, the private operator has tremendous flexibility to adjust to changes in the prison population. The private provider can cut back on staff and eliminate certain unnecessary services and programs that the state prison may not be able to do because of employee union contracts. The Oregon courts use a sentencing guideline grid to determine the length of the sentence for felons. This table is reviewed and revised periodically to adjust to new laws or other conditions. Sentencing is a function of many variables, including severity of the crime, and the history of the convicted felon. But it is also a function of the availability of prison space. As Oregon has roughly 6,500 prison beds available, the more serious crimes take precedence over the less serious crimes, and in effect we end up with a revolving door policy where convicted felons are released before they have served their sentence. As a result, as space becomes less available, the courts must change the sentencing guidelines usually causing a reduction in the sentence of a convicted felon. This is an example of the supplyside argument that many opponents to privatization fear, only with the opposite effect. What should be most disturbing to taxpayers and public service employees is the fact that Oregon taxpayers, at this point, have spent hundreds of thousands of dollars and hours to convict the felon, but because of a lack of space, and an increase in the number of more serious crimes, the felon cannot serve out the full sentence. THE ADMINISTRATIVE ANSWER The administrative issue centers on a general mistrust of business. Apparently, governments and individuals in government are not reputed to engage in unethical and unprofessional acts. Government and government officials are no more beyond corruption than the private sector. Governments and government officials are, however, empowered with certain legislative authority with which they can provide services, or take them away. Private industry, in general, seems more open than public industry. Supporting this is the difficulty in finding the actual costs of incarcerating a criminal. It is much simpler to make sense of the services and related costs of a private provider than those of a public provider. The data is usually easily located, and because of the profit motive, costs and operating efficiencies are easily determined. Though it is not the goal of a public agency to make a profit, it ought to be Oregon's duty to provide the most effective and most efficient services available, and be able to document this effect. The private provider must operate under a contract between itself and the state which can require that certain conditions be maintained. Therefore, the state has a vehicle with which it can access any and all records it requires for proper monitoring and maintenance. In nearly all prison contracts awarded to date, the private provider and facility are required to receive accreditation by the American Corrections Association (ACA), which audits the policies and procedures of all prisons, both public and private. ACA accreditation helps insure that cost-cutting measures will not be to the detriment of inmates, and a contract can be used to limit the ability of private employees to strike, or for the company to go bankrupt. Accreditation can be as much a requirement of the contract as it is of the liability insurers of the private providers. Many public and private institutions in the United States have undergone accreditation and subsequent review by the ACA. Oddly enough, none of the facilities in Oregon have requested accreditation. Opponents warn that contractors will cut costs by reducing key personnel and lowering employees' compensation. But this has not been the case. In fact some private providers have added staff, recognizing the need for, more employees to control the increasing number of inmates and to reduce overtime. While.private firms are not under the same pressures and demands from unionized civil service workers that the government is, private employees' wages as a rule remain competitive with governments. For example, Buckingham Security's employees received higher wages than their previous government workers, as currently do most of Correction Corporation of America's (CCA) employees. (8) Contractors generally achieve their greatest savings by eliminating unnecessary overtime and reducing inflated benefits, such as sick leave and retirement contributions. The August 14th, 1994 edition of the New York Times reported that CCA saves money two ways. The largest gains come from changing the "unhealthy environment found in so many prisons." The second savings gains come from having non-unionized prisons. CCA pays the prevailing wage in the states where it operates, and the company offers its 2,300 employees a stock option program, but it does not have a pension plan. In Oregon, pension plans add up to over 15% of compensation (23% including Social Ssecurity), as they do in other states where private prisons operate. There are, of course, certain benefits realized when the employees have a financial stake in the success of the company. The goal of privatization is for the private sector to utilize its efficiencies and transfer the savings to taxpayers. If union organizations are disrupted, then it is the unfortunate economic result of becoming efficient and saving taxpayers' dollars. If private employees' benefits tend to be lower than government's, how is it that there exists a pool of qualified labor from which the private sector can hire? Private managers are able to find experienced and qualified employees because working conditions tend to be much more favorable. Many are attracted to the opportunities for promotion virtually non-existent under government operations, and for more generous pay raises. One company, for example, bases compensation on job performance, typically rewarding deserving staff with an eight percent wage increase.(9) In response to the threat of strikes, bankruptcy, or emergency situations, much of this can be dealt with on a contract basis. Admittedly, the best way to deal with a situation where the private sector suddenly cannot meet its contractual obligation is not to dismantle the entire public prison infrastructure. This is one of the reasons that certain facilities should remain under public management. But certain contingency plans can be addressed in the RFP and final contract, as well as in the close monitoring of the private provider. As it turns out, all the administrative issues can be addressed in both the RFP and the final contract. THE LEGAL AND CONSTITUTIONAL ANSWERS (10) The legal questions that arise from the privatization of corrections are numerous and complex. Any attempt to summarize the dozens of legal arguments surrounding the nuances and subtleties of privatization in a short paper is destined to fail. However a summarization of the basic legal issues is in order. Correctional facilities may not have been privatized in Oregon, but a number of other states have overcome the legal obstacles with a great deal of success. It is from their experience that we are able to make comparisons and draw conclusions. The legal and constitutional issues are a state matter as defined by the Tenth Amendment. The most basic legal question for us to answer is, "Does the state have the authority to delegate its responsibility to house prisoners to a private party?" Are there any constitutional, federal or state regulations barring or administrative rules prohibiting or even impairing the privatization of correctional facilities in Oregon? In a December 2, 1992 session of the Oregon House Judiciary Committee, Jack Landau of the Department of justice noted that the legislature may not delegate government powers to private entities and that the courts have held that the legislature cannot set up a system where a private entity can negotiate minimum prices and the governor is required to approve those minimum prices. The legislature cannot give this authority away to a private entity. But Landau does conclude by saying the legislature could set up a process by which one could delegate certain management functions without running afoul of the delegation doctrine. It can be argued that when the state contracts out for the incarceration of a criminal, it may not be delegating government powers. The criminal justice system is in fact putting the individual behind bars under the authority granted to them by the legislature. The private provider is just an extension of ODOC. Contractual agreements will provide for full and complete state access to the facilities and inmates at all times a's specified in a contract. Remember that the state is still providing for the incarceration of the criminal, still exercising its full authority to do so. Contracting to actually perform the service does not remove or undermine that authority.