Running head: Measuring Performance
1
Measuring Performance
2
Measuring Performance
Learning organizations make a difference in determining the way to go. Devolving a learning organization means short-term and long-term commitment. Acquiring and developing necessary resources requires time, energy, and effort. Maintaining and improving these resources also require continued effort. As the organization expands so must the learning. Ideally, learning will transpire before action. Business learning models will employ the need for a plan, strategic, vision, and strategy. The organization that models that does not carry these things through, sells the organization and the personnel short.
An organization in difficult financial times will cut the budget in training and development, usually at the top of the list. In reality, the opposite should be true; an organization that is struggling should be investing in training their people increasing organizational and individual performance. The financial problems of an organization do not normally occur in one or two areas. A thorough assessment is necessary to fully realize where the symptoms, problems, and results lie.
The reading this week addresses different methods for measuring performance. Viewing data and existing research will only provide a portion of the necessary information. Data collection comes through many forms. The use of qualitative and quantitative methods allows an objective approach to gathering insights about the organization. Performance measures are to be objective to retain clear and consistent processes in which to compare. Learning methods, like performance measuring should be clear and consistent while providing a best practices approach.
Understanding the workflow requires understanding processes organizationally down to the individual. Determining what is working and what could work better is an essential part of the process. Having a clear picture comprehensively will really contribute to an overall measure for improvement within the organization. It is vital to understand the roles of personnel and their processes within the organization. Not comprehending their approach can be compared to an auto assembly plant. In order for a car to be manufactured in the most efficient method, several ideas are experimented with and effectiveness results in the best practices. For example, front seats are typically added after the center console is bolted on. If the tracks to the seats are not tightened down before the console it could take 10 seconds longer per side to tighten down. The consoles are then added and tightened. After this process the seats are attached. You can see by this example that the process has an order. If the process is not followed, a backlog may occur. Understanding the flow is essential to a smoother operatio ...
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
This document provides an overview of a study on the impact of competency-based management strategies on human resource retention in engineering industries in Marathwada Region, India. The study aims to identify the relationship between competency-based strategies and retention, explore challenges to retention, analyze organizational interventions, study the relationship between job satisfaction and retention, and determine how HRM practices and culture affect retention. The methodology involves surveys of 50 industries, 500 employees, and 50 HR managers. Statistical analysis will be used to test hypotheses about competency-based strategies and their association with retention factors. The research is divided into chapters covering literature review, regional socioeconomics, competency strategies/retention, data collection/analysis, and income classifications
GM 599_Unit 6_ Applied Research Project_JWilliamsonJim Williamson
This document presents an applied research project that will evaluate the problem of organizations not having a detailed employee development plan. The intended audience is upper management and human resources departments. Implementing an employee development plan provides significant value by reducing costs associated with turnover while improving employee engagement, productivity and the organization's bottom line. The project will use a meta-analysis methodology to synthesize data from multiple sources and identify the root causes and solutions to the problem.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
This document summarizes a study that analyzed the recruitment and training practices of Google and Cisco, two large Silicon Valley tech companies. It finds that both companies provide extensive pre-recruitment resources on their websites to inform potential applicants about openings and company culture. Google and Cisco's recruitment processes are rigorous and selective. The study recommends the companies provide more detailed information about their training processes while maintaining easily navigable websites.
The document analyzes the human capital of Hiast, a small institute in Hyderabad with 21 employees. It finds that Hiast outsources 90% of its teaching and does not invest much in training its employees. While employees have good communication, computer, and interpersonal skills, knowledge-related skills are limited since most services are outsourced. In conclusions, Hiast lacks investment in its human capital since it does not provide training and outsources most knowledge-related services.
Human Resoruce - Training and development (GSK Glaxosmithkline India)←ครђเรђ Batra
It is basically a Training and Development report in which the critical analysis has been done and the methods used in the GSK GlaxoSmithKline and the survey questions
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
This document provides an overview of a study on the impact of competency-based management strategies on human resource retention in engineering industries in Marathwada Region, India. The study aims to identify the relationship between competency-based strategies and retention, explore challenges to retention, analyze organizational interventions, study the relationship between job satisfaction and retention, and determine how HRM practices and culture affect retention. The methodology involves surveys of 50 industries, 500 employees, and 50 HR managers. Statistical analysis will be used to test hypotheses about competency-based strategies and their association with retention factors. The research is divided into chapters covering literature review, regional socioeconomics, competency strategies/retention, data collection/analysis, and income classifications
GM 599_Unit 6_ Applied Research Project_JWilliamsonJim Williamson
This document presents an applied research project that will evaluate the problem of organizations not having a detailed employee development plan. The intended audience is upper management and human resources departments. Implementing an employee development plan provides significant value by reducing costs associated with turnover while improving employee engagement, productivity and the organization's bottom line. The project will use a meta-analysis methodology to synthesize data from multiple sources and identify the root causes and solutions to the problem.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
This document summarizes a study that analyzed the recruitment and training practices of Google and Cisco, two large Silicon Valley tech companies. It finds that both companies provide extensive pre-recruitment resources on their websites to inform potential applicants about openings and company culture. Google and Cisco's recruitment processes are rigorous and selective. The study recommends the companies provide more detailed information about their training processes while maintaining easily navigable websites.
The document analyzes the human capital of Hiast, a small institute in Hyderabad with 21 employees. It finds that Hiast outsources 90% of its teaching and does not invest much in training its employees. While employees have good communication, computer, and interpersonal skills, knowledge-related skills are limited since most services are outsourced. In conclusions, Hiast lacks investment in its human capital since it does not provide training and outsources most knowledge-related services.
Human Resoruce - Training and development (GSK Glaxosmithkline India)←ครђเรђ Batra
It is basically a Training and Development report in which the critical analysis has been done and the methods used in the GSK GlaxoSmithKline and the survey questions
The document discusses a case study of National Office Supplies, where the new HR advisor is reviewing the company's performance appraisal methods. It finds that the current graph rating scale method leads to inflated ratings that don't accurately reflect performance. The advisor recommends switching to a 360 degree feedback approach to get more objective inputs from managers, peers and direct reports, in order to make performance appraisals and compensation decisions more valid and meaningful.
This document discusses the concept of employee relationship management (ERM). ERM refers to using technologies to manage relationships between employers and employees. It aims to improve employee satisfaction, productivity and corporate culture through communication, conflict management, employee growth and feedback from employee surveys. ERM systems track employee data, training, pay, recruitment and more through human resource information systems (HRIS). The goal of ERM is to enhance the overall employee experience and value human capital within an organization.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
This document is a dissertation report submitted by [Your Name] towards a post graduate diploma in management from [College Name]. The report discusses implementing a balanced scorecard approach to align human resource strategies and functions with the overall business strategy of Verizon, an American telecommunications company. The report includes an introduction highlighting the importance of the balanced scorecard, research methodology, literature review, case study findings of Verizon's balanced scorecard implementation for HR, limitations of the study, conclusions, and recommendations. The aim of the report is to demonstrate how a balanced scorecard can help develop human resources as a strategic partner within an organization.
Running head TARGETED WORK CLASS1TARGETED WORK CLASS3T.docxjeanettehully
The organizational analysis summarizes Walmart Inc.'s nature, organizational structure, and business strategy. It discusses Walmart's history as a retailer founded in the US in 1962. It analyzes Walmart's products/services in retail and its position as the world's largest retailer. The analysis describes Walmart's organizational chart and levels of leadership. It explains Walmart's business strategy of low prices to make items accessible, as well as strategies of differentiation through customer experience, product access and innovation. The analysis concludes Walmart has achieved success through its holistic approach of empowering employees, innovating, satisfying customers, and environmental sustainability.
This document discusses the importance of research in business management and decision making. It provides several examples of how businesses use research, including testing new products, measuring advertising effectiveness, ensuring adequate distribution, studying competitors, and recruiting qualified employees. The document also explains that research helps businesses make informed decisions, identify customer needs and preferences, analyze industry trends, and evaluate processes for improved efficiency. Overall, the document emphasizes that research is vital for businesses of all sizes to gain insights, remain competitive, and make strategic decisions.
The document discusses need analysis and organizational analysis. It defines need analysis as identifying the gap between actual and expected job performance to determine if training is needed. The need assessment process involves determining agency benefits, planning, and conducting an assessment to identify performance problems, critical behaviors, and whether training is the best solution. Organizational analysis appraises an entity's growth, personnel, operations, and work environment to identify weaknesses and solutions. Various models for organizational analysis are described, including SWOT, strategic triangle, rational, McKinsey 7S, natural system, and cognitive models.
This document discusses using competency mapping to conduct training needs assessments in Indian companies. It proposes a model for identifying training needs through competency mapping. The model involves defining competencies, conducting a gap analysis to identify competency gaps between current and desired competency levels, and providing need-based training to address the gaps. The study found that providing need-based training developed by this competency mapping model led to significant improvements in employee competency levels in the manufacturing organizations studied. The model provides a practical approach for using competency mapping to identify training needs, though the research was limited to manufacturing industries.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The document summarizes a human performance architecture framework (HPAF) that was developed to identify performance improvements and organizational change opportunities in large, geographically distributed organizations. The framework combines strengths-based approaches like appreciative inquiry with traditional human performance analysis methods. It uses organizational network analysis to identify "positive deviants" who demonstrate exemplary performance. Interviews with these individuals are used to identify best practices. These practices are then mapped and shared across the organization using tools like lean six sigma and the business model canvas. The framework was applied in a case study of a large IT organization, revealing opportunities to improve work processes and free up underutilized talent.
Term project application of research in businesses-methods in business resear...Muhammad Asif Khan Awan
This document discusses the importance of research in business management and decision making. It provides several examples of how businesses use research, including testing new products, measuring advertising effectiveness, ensuring adequate distribution, studying competitors, and recruiting employees. Overall, the document emphasizes that research helps businesses plan for the future, reduce risks, make informed decisions, and remain competitive in the market.
This document provides an overview of a study on the impact of motivation on employee job performance at Oman Air Company. It includes sections on the background, rationale, research questions and objectives, implications and limitations of the study. The literature review discusses theories of motivation like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also covers different evaluation methods and criteria. The document will analyze data collected from Oman Air employees through interviews to understand the relationship between motivation and job performance.
Running head Leadership and Advocacy Programming for Community N.docxjeanettehully
Running head: Leadership and Advocacy: Programming for Community Need 1
Leadership and Advocacy: Programming for Community Need 3
Please delete all red type prior to submission and fill in with your original information.
This Assignment should be written adhering to the guidelines of Standard English. This means that your thoughts should be well-organized, logical, and unified as well as original with the viewpoint and purpose clearly established and sustained. Standard English guidelines also include the use of correct grammar, punctuation, and sentence structure. All writing should be in 6th Edition APA formatting and citation style.
Leadership and Advocacy: Programming for Community Need
First/Last Name
Purdue University Global
CE371 – Section #
Date
As a reminder, the body of your Assignment should be 3-5 pages.
Diversity Needs Assessment
Begin by visiting the US Census Bureau site and review the demographic information for your state.
Use this paragraph to describe the results that you found from the needs assessment in your community.
Based on the needs identified in your community, use this next paragraph to identify how potential children and families will be served with your program.
Use the final paragraph in this section to discuss how multiculturalism and diversity will be addressed with your program.
Mission Statement
For this section, create a clear and concisely written mission statement that describes the purpose and goals of your proposed program. A well-developed mission statement demonstrates to prospective clients and outside observers that this is a quality center with a purpose. Keep in mind the cultural, educational, and socioeconomic levels of the children and families you will serve.
Programming
For this first paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address one of the NAEYC standards. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
For the second paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address a second NAEYC standard. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
Quality Assessment
Begin this section by using the QRIS Resource Guide to find out your own state’s Quality Rating and Improvement System (QRIS) for achieving highest quality.
Then, use this paragraph to describe the “levels” of quality and provide some examples of how you obtain the various levels.
Next, identify what objective quality rating scales will be used to measure your quality at your program, and discuss how each will be used.
Evaluation
For this final section, locate at least three professional sources from the PG library (such as the journal articles listed in the Unit 9 Readings). Be sure to use in-text citations and full references for ...
The document discusses analyzing training needs at an organization. It explains that a training needs analysis (TNA) identifies gaps between employees' current and required knowledge, skills, and attitudes to meet organizational objectives. A TNA is conducted through structured questions to diagnose performance issues. If training is identified as a solution, a training needs analysis questionnaire is used with stakeholders to provide the necessary information to develop training. The TNA process ensures training solutions are tailored to address identified needs and improve employee and organizational performance.
Effects Of Hr Practices On Organizational PerformancePatricia Johnson
The document discusses how effective human resource practices can benefit an organization, noting that recruitment and selection, employee relations, and compensation and benefits are key HR disciplines where best practices can provide the highest return on investment. It also defines human resource management as the logic, systems, strategies, and practices related to managing an organization's employees in a way that engages, develops, motivates, and retains a high-performing workforce to achieve organizational success. The document appears to analyze HR practices at Nestle Bangladesh Ltd.
The document provides an overview of Human Resource Operations processes at BRAC, Bangladesh's largest non-governmental organization. It discusses BRAC's profile and various units involved in HR Operations, including Compensation and Benefits Management, Transfer Management, and Staff Separation Management. The document also outlines BRAC's objectives for evaluating its HR Operations processes and comparing them to Bangladesh's labor laws, in order to identify gaps and areas for improvement.
Synopsis for employee satisfaction program with reference to Pescafresh VaishnaviDesai21
This document summarizes a study on employee satisfaction at Pescafresh Mumbai. The study was conducted by Vaishnavi Rahul Desai as part of her MBA degree. A questionnaire was distributed to 100 Pescafresh employees to understand their satisfaction levels. The findings showed that most employees were satisfied with factors like working conditions, management support, tools/equipment, and opportunities for growth. However, some issues with teamwork and valuing employee input were identified. Suggestions included improving employee-management relations, providing more growth opportunities, and taking more employee suggestions. Overall, the conclusion was that most Pescafresh employees were satisfied with their jobs.
Review the following scenarioAssume that you have recently be.docxinfantkimber
Review the following scenario:
Assume that you have recently been hired as the director of continuous improvement of a company. You are an outside hire with limited history of the firm and personal capital at the firm, and you are responsible for lean production, total quality management (TQM), six sigma, and best practice implementation.
Lean production means doing more with less, such as less inventory, fewer workers, or less space. A recent trade in quality management is lean six sigma (also known as lean sigma) that integrates six sigma and lean production.
The capacity for which you were hired has existed for three years with a direct line of report to the vice-president of operations and dotted line of report to the head of information technology (IT), the chief information officer (CIO), and the director of internal controls and audit. You are the second person to fill in this position. You have a team of internal consultants; half of your team has six sigma black belt or equivalent capabilities with the remainder having a solid understanding of operations and IT. You also have a budget for two external vendor resources.
You have taken six months to familiarize yourself with the organization and its people, mission, goals, strategy, and structure. In this time, you have also evaluated current operations. At the end of this period, you are assigned to deliver a report identifying the three most promising avenues for achieving best practices within the company. You have already been told that the company suffers from both aging and complex information systems and that your recommendation must include a major upgrade of those systems. The executive officers anticipate major investments in IT over the next several years. Your best practice implementations, coupled with new technology, must be measurable in terms of speed, quality, productivity, and efficiency or other key performance indicators that you identify in your report.
For this assignment, you will choose a company with which you are familiar. You are encouraged to choose a company for which you currently work or have worked, but you may choose some other firm if you believe it will be a compelling analysis.
You may choose one area of the company, such as a manufacturing plant or product design, to focus on if you can make a strong case. Your recommendations should have the following features.
Repeatable: If you “fix” three things in a manufacturing plant, you should be able to tackle the “next” three in iteration.
Scalable: If they work in one plant, they should work in all of them.
Replicable: Your process for improvement should be repeatable in different, disparate parts of the organization.
This is a key initiative at the “C” level, and your recommendation will reach the board of directors.
Your paper must include the following sections:
Strategic Overview
: (1 page)
Provide a brief description of the following elements:
The company, including it ...
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments. Present your views in 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
IIMB Analytics Original Reserach Work (2)Namish Gupta
This document summarizes a research paper on the challenges of employee delight and retention in the retail electronics industry in Bengaluru, India. The paper aims to explore challenges to on-job engagement, variables that impact retention, and opportunities to improve retention. Primary data was collected through structured interviews with store managers and employees at multi-brand and single-brand electronics retailers. Secondary research involved reviewing literature on using HR analytics to improve performance, engagement, and return on human capital investment. The methodology involved questionnaires from both employer and employee perspectives to assess challenges and identify ways to enhance engagement and retention.
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
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College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
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The organizational analysis summarizes Walmart Inc.'s nature, organizational structure, and business strategy. It discusses Walmart's history as a retailer founded in the US in 1962. It analyzes Walmart's products/services in retail and its position as the world's largest retailer. The analysis describes Walmart's organizational chart and levels of leadership. It explains Walmart's business strategy of low prices to make items accessible, as well as strategies of differentiation through customer experience, product access and innovation. The analysis concludes Walmart has achieved success through its holistic approach of empowering employees, innovating, satisfying customers, and environmental sustainability.
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Running head: Leadership and Advocacy: Programming for Community Need 1
Leadership and Advocacy: Programming for Community Need 3
Please delete all red type prior to submission and fill in with your original information.
This Assignment should be written adhering to the guidelines of Standard English. This means that your thoughts should be well-organized, logical, and unified as well as original with the viewpoint and purpose clearly established and sustained. Standard English guidelines also include the use of correct grammar, punctuation, and sentence structure. All writing should be in 6th Edition APA formatting and citation style.
Leadership and Advocacy: Programming for Community Need
First/Last Name
Purdue University Global
CE371 – Section #
Date
As a reminder, the body of your Assignment should be 3-5 pages.
Diversity Needs Assessment
Begin by visiting the US Census Bureau site and review the demographic information for your state.
Use this paragraph to describe the results that you found from the needs assessment in your community.
Based on the needs identified in your community, use this next paragraph to identify how potential children and families will be served with your program.
Use the final paragraph in this section to discuss how multiculturalism and diversity will be addressed with your program.
Mission Statement
For this section, create a clear and concisely written mission statement that describes the purpose and goals of your proposed program. A well-developed mission statement demonstrates to prospective clients and outside observers that this is a quality center with a purpose. Keep in mind the cultural, educational, and socioeconomic levels of the children and families you will serve.
Programming
For this first paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address one of the NAEYC standards. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
For the second paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address a second NAEYC standard. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
Quality Assessment
Begin this section by using the QRIS Resource Guide to find out your own state’s Quality Rating and Improvement System (QRIS) for achieving highest quality.
Then, use this paragraph to describe the “levels” of quality and provide some examples of how you obtain the various levels.
Next, identify what objective quality rating scales will be used to measure your quality at your program, and discuss how each will be used.
Evaluation
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Review the following scenarioAssume that you have recently be.docxinfantkimber
Review the following scenario:
Assume that you have recently been hired as the director of continuous improvement of a company. You are an outside hire with limited history of the firm and personal capital at the firm, and you are responsible for lean production, total quality management (TQM), six sigma, and best practice implementation.
Lean production means doing more with less, such as less inventory, fewer workers, or less space. A recent trade in quality management is lean six sigma (also known as lean sigma) that integrates six sigma and lean production.
The capacity for which you were hired has existed for three years with a direct line of report to the vice-president of operations and dotted line of report to the head of information technology (IT), the chief information officer (CIO), and the director of internal controls and audit. You are the second person to fill in this position. You have a team of internal consultants; half of your team has six sigma black belt or equivalent capabilities with the remainder having a solid understanding of operations and IT. You also have a budget for two external vendor resources.
You have taken six months to familiarize yourself with the organization and its people, mission, goals, strategy, and structure. In this time, you have also evaluated current operations. At the end of this period, you are assigned to deliver a report identifying the three most promising avenues for achieving best practices within the company. You have already been told that the company suffers from both aging and complex information systems and that your recommendation must include a major upgrade of those systems. The executive officers anticipate major investments in IT over the next several years. Your best practice implementations, coupled with new technology, must be measurable in terms of speed, quality, productivity, and efficiency or other key performance indicators that you identify in your report.
For this assignment, you will choose a company with which you are familiar. You are encouraged to choose a company for which you currently work or have worked, but you may choose some other firm if you believe it will be a compelling analysis.
You may choose one area of the company, such as a manufacturing plant or product design, to focus on if you can make a strong case. Your recommendations should have the following features.
Repeatable: If you “fix” three things in a manufacturing plant, you should be able to tackle the “next” three in iteration.
Scalable: If they work in one plant, they should work in all of them.
Replicable: Your process for improvement should be repeatable in different, disparate parts of the organization.
This is a key initiative at the “C” level, and your recommendation will reach the board of directors.
Your paper must include the following sections:
Strategic Overview
: (1 page)
Provide a brief description of the following elements:
The company, including it ...
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments. Present your views in 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
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Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
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Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Case Study THE INVISIBLE SPONSOR1BackgroundSome execut.docxcowinhelen
Case Study : THE INVISIBLE SPONSOR1
Background
Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred's Dilemma
Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al m.
CASE STUDY Experiential training encourages changes in work beha.docxcowinhelen
CASE STUDY: Experiential training encourages changes in work behavior and growth in one’s abilities, which is accomplished through a multitude of methods. Experiential training has proven to be cost-effective while motivating employees as well as improving self-awareness, personal accountability, teamwork skills, and communication skills (Ritchie, 2011). Additionally, the training methods provide trainees with direct experience, the opportunity to reflect on that experience, and share models to help trainees to deduce using both present and past experience, while accommodating learning styles and strengths (Ritchie, 2011). Valkanos and Fragoulis identify several reasons why experiential training provides value:
1. Ongoing advances in technology requiring changes in knowledge, skills, and abilities
2. Divergence between theory and practice
3. Mergers and acquisitions of enterprises which tend to bring new jobs, organizational culture, and work content
4. Constant environment of change, from working conditions to processes and procedures relating to organizational issues, quality, and new products or services, and requiring new competencies, duties, or work content (Valkanos & Fragoulis, 2007, p. 22).
Method
Description
On-the-job Training
Receives instructions on the functions of their job in their assigned workplace.
Simulators
Teaches employees on how to operate equipment in a given context
Role Playing
Developing interpersonal and business skills, such as decision-making, communication, conflict resolution, and solving complex problems.
Case Study
Develops critical thinking skills to include analytical, higher-level skills, and exploring and resolving complex problems.
Games
Develops general business and organizational principles addressing application in a variety of situations.
Behavior Modeling
Used when learning goals are a rule and inflexible procedures. Provides skills and practice to modify and model behavior.
In-basket Techniques
A variety of items placed in an envelope that reflects what might be found in an inbox. This activity is used to assist trainees in developing and applying their strategic and operational skills.
(Blanchard & Thacker, 2013, pp. 222-223)
References:
· Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
· Valkanos, E., & Fragoulis, I. (2007). Experiential learning – its place in in‐house education and training. Development and Learning in Organizations: An International Journal, 21(5), 21-23. doi:10.1108/14777280710779454
Discussion Question--Choose one perspective in which to respond.
Non-HR Perspective: Your department is not meeting performance expectations. What steps do you take to resolve the issue? Is training a possible solution; if so, which of the above training methods would be the most effective in addressing the issue? Would you, at any point, involve HR--if so, at what point and why?.
Case Study Hereditary AngioedemaAll responses must be in your .docxcowinhelen
Case Study: Hereditary Angioedema
All responses must be in your own words. Answers that have been copied and pasted will not receive credit.
1. Translate “angioedema”. [Note: I am not looking for a description of the disorder. Rather, I would like you to translate the medical term itself.]
2. The complement system is described as a ‘cascade system’. How does the system fit into this description of being a cascade? [Suggestion: Google the definition of cascade, then think about the complement system in light of the definition]
3. Is complement involved in the innate, or the adaptive immune system, or both? Please explain you answer.
4. What role does C1INH play in the complement system? Why is it so important?
5. What was the physiologic cause of Richard’s abdominal pain?
6. How can one distinguish the swelling of HAE from the swelling of allergic angioedema?
7. What is bradykinin’s role in HA?
8. Do you think Richard’s infancy colic was related to his HA? No need to research this. Just use your intuition. Explain your thinking.
9. What is typically used to treat attacks of HAE?
10. Swelling in the extremities is not dangerous. What other areas of the body are subject to swelling? What is the most dangerous location for swelling to occur and why is it the most dangerous?
2018
BUS 308 Week 2 Lecture 1
Examining Differences - overview
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The importance of random sampling.
2. The meaning of statistical significance.
3. The basic approach to determining statistical significance.
4. The meaning of the null and alternate hypothesis statements.
5. The hypothesis testing process.
6. The purpose of the F-test and the T-test.
Overview
Last week we collected clues and evidence to help us answer our case question about
males and females getting equal pay for equal work. As we looked at the clues presented by the
salary and comp-ratio measures of pay, things got a bit confusing with results that did not see to
be consistent. We found, among other things, that the male and female compa-ratios were fairly
close together with the female mean being slightly larger. The salary analysis showed a different
view; here we noticed that the averages were apparently quite different with the males, on
average, earning more. Contradictory findings such as this are not all that uncommon when
examining data in the “real world.”
One issue that we could not fully address last week was how meaningful were the
differences? That is, would a different sample have results that might be completely different, or
can we be fairly sure that the observed differences are real and show up in the population as
well? This issue, often referred to as sampling error, deals with the fact that random samples
taken from a population will generally be a bit different than the actual population parameters,
but will be “close” enough to the actual.
case studieson Gentrification and Displacement in the Sa.docxcowinhelen
case studies
on Gentrification and Displacement
in the San Francisco Bay Area
Authors:
Miriam Zuk and Karen Chapple
Chapter 3: Nicole Montojo
Chapter 4: Sydney Cespedes, Mitchell Crispell, Christina Blackston, Jonathan Plowman, and
Edward Graves
Chapter 5: Logan Rockefeller Harris, Mitchell Crispell, Fern Uennatornwaranggoon, and Hannah Clark
Chapter 6: Nicole Montojo and Beki McElvain
Chapter 7: Celina Chan, Viviana Lopez, Sydney Céspedes, and Nicole Montojo
Chapter 8: Alexander Kowalski, Julia Ehrman, Mitchell Crispell and Fern Uennatornwaranggoon
Chapter 9: Mitchell Crispell
Chapter 10: Logan Rockefeller Harris and Sydney Cespedes
Chapter 11: Mitchell Crispell
Partner Organizations:
Causa Justa :: Just Cause, Chinatown Community Development Center, Marin Grassroots, Monument
Impact, People Organizing to Demand Environmental & Economic Rights (PODER), San Francisco
Organizing Project / Peninsula Interfaith Action , Working Partnerships USA
Acknowledgements:
Research support was provided by Maura Baldiga, Julian Collins, Mitchell Crispell, Julia Ehrman, Alex
Kowalski, Jenn Liu, Beki McElvain, Carlos Recarte, Maira Sanchez, Mar Velez, David Von Stroh, and
Teo Wickland. Report layout and design was done by Somaya Abdelgany.
Additional advisory support was provided by Carlos Romero. This case study was funded in part by
the Regional Prosperity Plan1 of the Metropolitan Transportation Commission as part of the “Regional
Early Warning System for Displacement” project and from the California Air Resources Board2 as part
of the project “Developing a New Methodology for Analyzing Potential Displacement.”
The Center for Community Innovation (CCI) at UC-Berkeley nurtures effective solutions that expand
economic opportunity, diversify housing options, and strengthen connection to place. The Center
builds the capacity of nonprofits and government by convening practitioner leaders, providing techni-
cal assistance and student interns, interpreting academic research, and developing new research out
of practitioner needs.
communityinnovation.berkeley.edu
July 2015
Cover Photographs: Robert Campbell, Ricardo Sanchez, David Monniaux, sanmateorealestateonline.com/Redwood-City, marinretail-
buzz.blogspot.com, trulia.com/homes/California/Oakland , bloomingrock.com, sharks.nhl.com/club/gallery, panoramio.com
1 The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Hous-
ing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely
responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not neces-
sarily reflect the views of the Government.
2 The statements and conclusions in this report are those of the authors and not necessarily those of the California Air Resources
Board. The mention of commercial products, their source, or their u.
Case Studt on KFC Introduction1) Identify the type of .docxcowinhelen
Case Studt on KFC
Introduction
1) Identify the type of business organization and strategies
2) Key players
Body
1. Opportunities
2. Threats
Closing/Conclusion
1. Make recommendations
2. Offer a plan for implementation
.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Case Studies Student must complete 5 case studies as instructed.docxcowinhelen
Case Studies: Student must
complete 5 case studies
as instructed by course
materials. Fill out form below for 5 different people (imaginary is okay).
Master Herbalist Questionnaire
Date: _____________________
Name: _________________________________ Age: ______ Birth date:_____________
Address: ________________________________________________________________
Home Phone: _________________________ Work Phone:________________________
Height: _________ Weight: _________ 1 year ago:__________ 5 years ago:_________
Occupation: _______________________________________ Full Time Part Time
Living situation: Alone Friends Partner Spouse Parents Children Pets
What are your major health concerns and intentions for your visit today?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any other health care providers or consultants you are currently working with:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any current health conditions diagnosed by a medical doctor:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please use this form
as a source of
reference when
conducting your
Case-Studies.
Treat this part as information only as you are not to treat or prescribe treatment for any specific diseases
It is important to know if the client is receiving treatment from other practitioners and what these entail
Since legally you are not allowed to diagnose disease, it is helpful to get one from an MD
When was your last physical exam?
________________________________________________________________________
Please list all herbs, vitamins, and dietary supplements you are currently taking, includingdosage and frequency:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
List all medication.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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 Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
1. Running head: Measuring Performance
1
Measuring Performance
2
Measuring Performance
Learning organizations make a difference in determining the
way to go. Devolving a learning organization means short-term
and long-term commitment. Acquiring and developing necessary
resources requires time, energy, and effort. Maintaining and
improving these resources also require continued effort. As the
organization expands so must the learning. Ideally, learning will
transpire before action. Business learning models will employ
the need for a plan, strategic, vision, and strategy. The
organization that models that does not carry these things
through, sells the organization and the personnel short.
An organization in difficult financial times will cut the budget
in training and development, usually at the top of the list. In
reality, the opposite should be true; an organization that is
struggling should be investing in training their people
increasing organizational and individual performance. The
financial problems of an organization do not normally occur in
one or two areas. A thorough assessment is necessary to fully
realize where the symptoms, problems, and results lie.
The reading this week addresses different methods for
measuring performance. Viewing data and existing research will
only provide a portion of the necessary information. Data
collection comes through many forms. The use of qualitative
and quantitative methods allows an objective approach to
2. gathering insights about the organization. Performance
measures are to be objective to retain clear and consistent
processes in which to compare. Learning methods, like
performance measuring should be clear and consistent while
providing a best practices approach.
Understanding the workflow requires understanding processes
organizationally down to the individual. Determining what is
working and what could work better is an essential part of the
process. Having a clear picture comprehensively will really
contribute to an overall measure for improvement within the
organization. It is vital to understand the roles of personnel and
their processes within the organization. Not comprehending
their approach can be compared to an auto assembly plant. In
order for a car to be manufactured in the most efficient method,
several ideas are experimented with and effectiveness results in
the best practices. For example, front seats are typically added
after the center console is bolted on. If the tracks to the seats
are not tightened down before the console it could take 10
seconds longer per side to tighten down. The consoles are then
added and tightened. After this process the seats are attached.
You can see by this example that the process has an order. If the
process is not followed, a backlog may occur. Understanding
the flow is essential to a smoother operation and stronger
performance.
Assignment 4: Presentation
Due Week 9 and worth 70 points
After you have fleshed out your business plan you will have the
information you will need for a slide presentation (e.g.,
PowerPoint). This 12-slide presentation conveys the most
important aspects of your business in a short time. More
sophisticated investors, such as angel investors and venture
capitalists, will typically not look at your written business plan
until they have seen your slide presentation.
3. Presentation (MS PowerPoint or equivalent)
1. Create a 12-slide presentation. Follow the outline on pp. 343–
346 for the critical slides of your presentation and their
placement.Click here for help accessing a specific page number
in your eBook.
. Hints: Include the highlights of your elevator pitch, which
shows that you understand your business. The elevator pitch is a
concise description of your company—its product, market,
competitive advantages, and so on. Whether pitching your
business to an investor or describing it to a potential connection
at a networking event, you need to be able explain your
business succinctly to someone in the amount of time it would
take to ride up a few floors in an elevator. Use the worksheet in
the text (p. 362 | Your “Elevator Pitch”) to develop your
elevator pitch.
. Hints: You must limit your presentation to twelve (12) slides.
You do not want to overwhelm your audience with too many
slides or bore them with information they already know.
· Cite three (3) resources you have used to complete the
exercise.
. Citations and references must follow APA format. The
reference page is not included in the required page length
Slides:
4. Reference page
Pak J Commer Soc Sci
Pakistan Journal of Commerce and Social Sciences
2013, Vol. 7 (3), 628-645
Measuring the Extent of a High Performance Work
System: A Mixed Methodology Approach
B. Nicole Rasool (Corresponding author)
PhD Scholar, Institute of Management Sciences, Peshawar,
Pakistan
E-mail: [email protected]
Muhammad Nouman
Institute of Management Sciences, Peshawar, Pakistan
E-mail: [email protected]
Abstract
High performance work systems (HPWS) and their effect on
firm performance is
examined using a single holistic case study design in which the
Total Strategic Resource
Approach (TSRA) is used to measure the extent of HPWS
implementation in a private
Pakistani hospital. Using a mixed methodology case approach, it
is discovered that
5. Pakistan Hospital & Medical College (PHMC) has begun to
implement aspects of an
HPWS. Profound weaker human resource areas include
information sharing and
compensation although improvement is needed in all 12 HR
practice areas. Firm
performance was measured using perceptual measures of the
organization’s employees,
and it was determined that the HPWS does have a significantly
positive effect on firm
performance. The study was also designed to test the reliability
of the TSRA for the
Pakistani context given its unique cultural setting, and it was
confirmed that the TSRA is
a reliable model that future researchers can use in order to
measure the extent of HPWS
implementation in other Pakistani organizations.
Keywords: high performance work system (HPWS); firm
performance; total strategic
resource approach (TSRA); resource-based view; organizational
performance.
1. Introduction
High performance work systems (HPWS) have become quite
popular in literature that
explores a systems’ effect of an HPWS on firm performance;
however, the extent to
which hospitals implement HPWS’s is an unexplored area
especially in the developing
world of Pakistan. The hospital industry has a highly skilled
workforce and is labor
intensive; therefore, implementation of an HPWS should be
quite successful (Young et
al. 2010). However, in Pakistan, HPWS’s have yet to find their
calling in any industry.
Khilji (2003) states that Pakistani companies are still in an
infant stage of development as
6. in her study of 15 different organizations only three
organizations had implemented
systematic HR systems, while the other 12 had implemented
only installments of HR
practices over time, not fully realizing the full strength a
complete HPWS can create.
Measurement of an HPWS, however, is something that is highly
debated in the literature
(Becker & Gerhart, 1996). Also, the cultural context in which
an HPWS is measured also
Rasool and Nouman
629
needs to be considered. As Mendoca (2000) states, HR practices
adopted in the Western
World cannot be unilaterally adopted in all countries, especially
developing countries.
The organizational norms of business must be examined when
considering the adoption
of an HPWS in order to ensure effective implementation. Also,
due to a great variance
among studies in measuring an HPWS, it is difficult to compare
findings among different
studies in order to come to an understanding of the true impact
of human resources on
firm performance.
1.1 Objectives of the Study
Therefore, in this study we aim to explore the extent of HPWS
implementation in a
private Pakistani hospital in order to measure the HPWS and its
effect on firm
7. performance. More specifically, we want to shed light on the
importance of human
resources (HR) in the Pakistani business context by emphasizing
how HR can affect firm
performance. This will encourage more businesses to adopt
HPWS’s and thus improve
firm performance. Second, we want to empirically test the
reliability of a new model
termed the Total Strategic Resource Approach (TSRA) that
measures HPWS’s so that the
TSRA can be used in future Pakistani studies that measure an
HPWS. This will help
standardize findings across studies in Pakistan so results can
easily be compared. Finally,
we want to analyze the extent of HPWS implementation in a
Pakistani hospital.
Understanding how hospitals currently implement HPWS’s will
help businesses
recognize HR system deficiencies and thus create a pathway for
future improvement.
In order to accomplish these objectives, a mixed methodology
approach is used that
incorporates both quantitative and qualitative data. Following
Yin (2003), a single
holistic case study design is employed in investigating HPWS
implementation at Pakistan
Hospital & Medical College (PHMC, i.e pseudo name of the
organization), a privately-
owned hospital and medical school. Following is the theoretical
framework and the
methodology, which is divided into the two respective research
methods that were
employed in this study.
2. Review of the Literature
In this study, we develop a new model that is based on three
different theories due to the
8. predominance of these three theories in the current literature.
Therefore, in this review of
literature section, we will discuss these three theories and their
implications in the role of
HR in organizations. The three theories include the
universalistic, contingent and
resource-based view. Authors of HPWS / firm performance
studies typically use one of
these theories or a combination of these theories in order to
build their measurement
model for an HPWS.
The universalistic theory is defined as a set of core HR
practices from which all firms can
benefit in order to create the best HPWS system (Huselid,
1995). Certain HR practices
are a given, or universal, and every organization must
implement them for success. This
is the most commonly referred to theory in HPWS / firm
performance studies as used by
many authors (Huselid, 1995; Delery & Doty, 1996).
The contingency theory states that a firm should implement HR
practices in their
organization that are consistent with the organization’s business
strategy (Delery & Doty,
1996). For example, if a business follows a cost leadership
strategy implementing HR
practices that fully explore career opportunities for employees
may be ineffective for a
workforce that has high turnover and a low skill-level.
Measuring the Extent of a High Performance Work System
630
9. Finally, the resource-based view, in terms of HPWS’s, states
that firms will endeavor to
create HR practices that are rare, valuable, inimitable and non-
substitutable in order to
create a competitive advantage (Barney, 1991). Every business
looks for a competitive
advantage that can set them apart. In today’s world, HR fills
this role. Therefore, each
business must strive to create HR practices that are firm-
specific that cannot be copied if
they hope to outdo their competitors.
In terms of empirical research of HPWS / firm performance,
there have been a
considerable number of studies that have investigated the effect
of an HPWS on firm
performance; however, there have not been any studies looking
at this phenomenon in
Pakistan. Therefore, this study will be one of the first that
evaluate this relationship based
on the Pakistani context. This leads to the theoretical
framework next.
3. Theoretical Framework
In order to evaluate the relationships of an HPWS on firm
performance, it is necessary to
develop an appropriate model that would effectively measure an
HPWS in the Pakistani
context. Therefore, in this study, we develop our own model
based on previous research
that can effectively measure an HPWS. This new model is
termed the Total Strategic
Resource Approach.
3.1 The Total Strategic Resource Approach
The Total Strategic Resource Approach (TSRA) measures an
HPWS and is based on the
three previously mentioned theories: the universalistic theory,
10. contingency theory, and
the resource-based view. Every company must have given HR
practices, such as training
and recruitment, for example. However, the strategy of a
business will also influence HR
practices. Also, every company does things a bit differently,
and it is this difference that
can often create a competitive advantage; therefore, the
resource-based view should also
be included in a complete model. Combining all three theories
together in one model can
most effectively measure each and every HR practice that may
be included or excluded in
an HPWS thus more effectively measuring an organization’s
HPWS.
In this study, universal practices are based the mostly
commonly included HR practices
from 29 different studies from 1994 to 2012 (See Table 8 in the
appendix) and include
the following HR practices: training, compensation, extensive
recruiting, employee
participation, performance management, promotions, teams,
formal grievance
procedures, information sharing and job design (See Table 1 for
a summary table of HR
practices.). Also, this is consistent with Naqvi and Nadeem
(2011), a recent Pakistani
study that examined 13 different high performance work
practices in their HPWS with
the exception of employment security, employee ownership and
measurement of HR
practices. The understanding of this part of the model is that
every firm should have at
least these 10 HR practices effectively implemented in their
organization in order to
achieve firm success.
11. Rasool and Nouman
631
Table 1: HPWS Prevalent HR Practices (29 studies from 1994 to
2012)
Second, in measuring the HPWS for this study, we follow the
contingency theory and
measure differentiation HR practices opposed to the other two
choices of cost leadership
HR practices or innovation HR practices (Porter, 1980; Gupta,
2008).
Finally, following the resource-based view, we measure firm-
specific HR practices, the
third component of the TSRA model, by focusing on HR
practices that are rare, valuable,
non substitutable and inimitable. Wright, McMahan, and
McWilliams (1994) discuss how
12. human resources can create a competitive advantage by
specifically defining how HR
practices can be rare, valuable, non substitutable and inimitable.
Employee knowledge,
skills, abilities and discretionary effort can create valuable
human resources as long as
employees exert discretionary effort (Wright, McMahan,
McWilliams, 1994). One way
to create rare human resources is by focusing on cognitive
ability, which is normally
distributed in the population; therefore, a workforce with high
cognitive ability is defined
as ‘rare’. A focus on inducting employees with high cognitive
ability could lead to rare
human resources. Inimitable human resources can be created by
implementing programs,
processes and cultures that have causal ambiguity and social
complexity (Wright,
McMahan, McWilliams, 1994). Causal ambiguity refers to how
it is unclear to
competitors how a certain process, program or practice is
implemented in a firm. If a
competitor is unable to identify the cause of a certain practice,
process, program, etc.,
they will not be able to replicate it. Second, social complexity
refers to the interactions
among stakeholders in an organization that are complex and
difficult to replicate. Over
time, a firm will develop different relationships with
stakeholders. The dynamics of these
different relationships have certain norms that cannot be
explained or replicated by
competitors. Thus, this makes up an important characteristic of
creating a sustainable
competitive advantage with human resources. Finally, a firm
must ensure their human
13. resources are non-substitutable. This means that a firm’s
practices, programs and people
cannot be substituted for another more effective production
method (Wright, McMahan,
McWilliams, 1994). A non-substitutable workforce will be able
to cope up with
technological changes effectively, whether it be a new
technological process or a new
piece of equipment. Non-substitutable human resources are able
to effectively deal with
such changes. Thus, the firm-specific component of the TSRA
measures how a company
creates human resources that are a competitive advantage. The
TSRA model can be seen
in the following Figure.
HR Practices Percentage
General & Extensive Training 17.9%
Compensation 14.2%
Extensive Recruiting 9.9%
Employee Participation 8.5%
Performance Appraisal 6.6%
Promotion 5.7%
Teams 4.7%
Formal Grievance Procedures 4.7%
Information Sharing 4.2%
Job Design 3.8%
Measuring the Extent of a High Performance Work System
632
14. Figure 1: The Total Strategic Resource Approach
Due to the fact that PHMC is following a differentiation
strategy, we measure
differentiation HR practices for this study. Table 2 outlines the
type of differentiation HR
practices that are measured.
Table 2 Differentiation HR Practices
No. Differentiation
1 Fixed and detailed job descriptions (Gupta, 2008)
2 Employee participation in decision making (Gupta, 2008; Bae
& Lawler, 2000)
3 A mix of group and individual performance appraisals (Gupta,
2008)
4 Extensive and continuous training focused on supporting total
quality and
customer care (Armstrong, 2003)
5 Develop and implement knowledge management processes
(Armstrong, 2003)
6 Recruiting and retaining highly skilled labor (Sims, 2002)
7 Reward of employees for quality of work and/or customer
satisfaction focused
short term rewards (Sims, 2002)
15. Rasool and Nouman
633
3.2 Research Questions
This leads to the following research questions and hypotheses
for this study:
as PHMC implemented a
high performance
work system?
Pakistan?
at PHMC?
3.3 Hypotheses
Hypothesis 1: PHMC will be on the average to low side of a
high performance work
system scale.
Hypothesis 2: The Total Strategic Resource Approach is a
reliable model to
measure an HPWS in Pakistan.
Hypothesis 3: A high performance work system will have a
positive impact on firm
performance at PHMC.
Thus, the following regression equation models will be used to
test the effect of an
HPWS on firm performance:
FP = β0 + βHPWS + ε and FP = β0 + βUni + βDiff + βFS
16. + ε
In the first equation, FP stands for the dependent variable of
firm performance and
HPWS is for the independent variable HPWS index. β0 stands
for the constant and ε
stands for the error term. This equation will be used to examine
the effect of the HPWS
index on firm performance. The second equation also examines
the effect of the HPWS
on firm performance; however, it breaks it up into the three
different HR practice areas.
Therefore, the following independent variables are included in
the second equation: Uni
is for universalistic HR practices, Diff is for differentiated HR
practices, and FS is for
firm specific HR practices.
4. Methodology
The methodology used for this case study is a mixed methods
approach utilizing both
quantitative and qualitative data. Following Yin’s (2003)
advice for a single case study
holistic design, an organization, otherwise known as Pak
Hospital and Medical School
(PHMC) for confidentiality purposes, was chosen as the unit of
analysis and the
following proposition guided the data collection process:
The Total Strategic Resource Approach is an effective model
that incorporates the full
effect of human resources on firm performance; therefore, this
model will be tested
empirically and be used to explore the human resources of
PHMC.
Data were gathered over a three month period through various
approaches including
collection of archival materials, semi-structured interviews and
a focus group. To answer
17. the research questions, interviews, focus groups, and collection
of archival materials are
the main sources used to obtain data; however, to also ensure
the credibility of the study,
a third source of a quantitative survey was also used. Multiple
sources of data collection
ensure triangulation and thus convergence of the data (Yin,
2003). The survey will be
further discussed in the quantitative section. Following this, the
specific methodologies
are discussed in detail separately.
Measuring the Extent of a High Performance Work System
634
4.1 Qualitative Research
In order to ensure construct validity, the TSRA guided the
researcher in designing the
case study (Yin, 2003). Semi-structured interviews were
conducted with the assistant HR
manager and two HR officers using a semi-structured interview
approach with questions
matched to the Total Strategic Resource Approach.
Questionnaire items were validated
by three separate HR professors who all agreed the questions
should effectively measure
high performance work practices. After, the researcher then
returned on another day to
conduct a focus group interview with nine employees from
various positions including
two HR officers, one nurse coordinator, one head of security,
one manager of marketing
18. and panel affairs, one administration manager of the medical
college, one coordinator of
biomedical engineering, one supply chain officer, and one
manager of nutritional food
services. The interview was facilitated by the researcher and an
additional research
assistant attended the meeting in order to take detailed notes of
the respondents’ answers.
In addition, the meeting was video recorded as well to help in
analysis of the data
afterwards. The focus group interview followed the same
interview questionnaire;
however, the researcher was focused on comparing data
previously garnered from the HR
assistant manager interview and HR clerk interviews in order to
verify the findings with
the views of employees. Information from all interviews and
the focus group was then
reviewed and coded into categories, as separated into the 12
different HR practice areas
of the TSRA, following the suggested method of Miles and
Huberman (1994).
4.2 Quantitative Research
A quantitative method of using a survey is also used in this
study in order to gain a
statistical understanding of the extent of HPWS implementation
in PHMC and to further
support qualitative findings. A survey based on the Total
Strategic Resource Approach
divided questions into the three areas of: universal HR
practices, differentiated HR
practices, and firm specific HR practices. Again, the same three
HR professors also
verified the questionnaire items for the quantitative survey as
well. A total of 54
questions were included in the survey, and the survey was
19. distributed to a random sample
of approximately 260 employees, first through email and then
personally delivered and
picked up. Based on a population of approximately 1500
employees of PHMC, an alpha
value of .10, and a t-value of 1.65, sample size was calculated
to be 79 (Bartlett, Kotrlik,
& Higgins, 2001). Ninety questionnaires were received of which
86 were complete
indicating a 33% response rate, which is consistent with Young
et al. (2010) who states
25 to 30% response rates are typical and acceptable in social
science research. This
number is also above the minimum required 79 responses.
Respondents to the survey
include employees in several different positions, some of which
include nurses, doctors,
administrative staff, lecturers, etc. Most position groups
comprise of only 1% to 7% of
total respondents. The two largest position groups of
respondents include lecturers (6.7%)
and pharmacists (8.9%). There were a total of 30 different
positions represented by the
survey respondents. In terms of education, survey respondents
were mostly educated
within the range of 14 to 18 years of education, with 14.1 to 16
years making up 20.0%
of respondents and 16.1 to 18 years making up 22.2% of the
respondents.
4.2.1 HPWS Index.
The high performance work system index consists of 12
different HR practice areas
based on the Total Strategic Resource Approach: 10
universalistic HR practice areas, a
20. Rasool and Nouman
635
differentiated HR practice area, and a firm specific HR practice
area. The ten
universalistic practices include: training, compensation,
extensive recruiting, employee
participation, performance management, promotions, teams,
formal grievance
procedures, information sharing and job design. An example of
a universal HR practice
question includes: Training is a systematically structured
process in this organization.
An example of a differentiation HR practice question includes:
Your organization has a
values system or culture intended to promote knowledge
sharing. Finally, a firm-specific
HR practice question includes: The knowledge, skills, abilities
and unique efforts
demonstrated by employees in your organization creates a
competitive advantage for
your organization that other competitors cannot copy.
All three HR practice areas were measured using seven point
Likert scale questions
ranging from strongly disagree to strongly agree based on
Chicchetti, Shoinralter, and
Tyrer’s (1985) suggestion that reliability steadily increases with
a Likert scale as it moves
from one option towards seven options. After seven, no further
increase in reliability is
seen.
Survey questions were modified through support from the
following studies: Guthrie et
21. al. (2009), Gurbuz and Mert (2011), Huselid (1995), Datta
(2005) and Bae & Lawler
(2000). Consistent with Becker and Gerhart (1996), the
researcher combines the means
of each of the 12 HR practice areas by averaging all HR
practices into one HPWS index.
4.2.2 Firm Performance Index.
Firm performance was measured by using employee satisfaction
and employee
perception of quality and performance as proxies for firm
performance. This is consistent
with several studies that have also used perceptual measures of
firm performance in
HPWS studies (Bae and Lawler, 2000; Delaney and Huselid,
1996; Guest and Conway,
2011; Gurbuz and Mert, 2011). All were combined together to
create one firm
performance index. Questions were created based on the work
of Treacy (2009) who
explored the organizational commitment of nurses in an acute
care hospital setting.
Although her measures of firm performance and quality were
extensive, only 11 different
questions were included due to fact that the number of questions
had to be limited in the
questionnaire. An example question is I get support and
guidance from my supervisor.
Cronbach’s alpha was run on the data to verify the reliability of
the scale, which was
.682, which indicates a fairly reliable scale (Nunally, 1978).
5. Results
5.1 Background of Pakistan Hospital and Medical College
PHMC was established in 2001 and is a premiere facility of the
area being one of the first
establishments of its kind offering medical services of an
international standard. PHMC
22. has a 300 bed hospital along with a medical school (established
in 2010), a nursing
school (established in 2008), and Allied Health Services school
(established in 2012).
PHMC also consistently invests in new technologies and
includes state of the art
equipment including a CT Scanner, angiography machine,
dialysis machines, MRI
machine, color Doppler and a new 128 slice CT scanning
machine. In terms of HR,
PHMC has embarked on a new path and is aggressively pursuing
effective
implementation of HR practices and has gone from a staff of
only four HR employees to
21 within the past year. Currently, the organization is also
undergoing the ISO
certification process (as developed by the International
Organization for Standardization).
Measuring the Extent of a High Performance Work System
636
Some changes are obvious in the results of the study, while
others have yet to show an
effect on operations.
5.2 Comparison to the TSRA
In Table 3, a summary of the qualitative data including the 12
HR practices of the HPWS
is presented along with the mean score for each HR practice
area. Since 4.0 is the
median of the Likert scale, any HR practice whose mean was
five or above was
23. considered to demonstrate an above average practice. Any mean
value below 5.0 was
further examined. Although this evaluation criterion is
inferential, it does provide some
guidance in combination with the qualitative data.
Table 3: TSRA Summary of Qualitative Data with Mean
Scores
HR Practice Mean Major Findings Comment by
Employee if available
Training 4.52
Lack of new employee
orientation and systematic
training.
“I had no guidance
whatsoever. For three,
four months I didn’t
even know what
departments existed in
PHMC”.
Compensation 3.31
Inequitable pay, low salary
compared to competitors, no
contingent pay
“Setting the wage upon
hiring is a bargain, and
you bargain with what
you have.”
24. Recruitment &
Selection 4.54
Evidence of best practices
such as panel interviews,
large candidate pools, an
online job portal and hiring
based on job descriptions and
specifications.
Employee
Participation &
Empowerment
3.79
Teamwork culture exists, but
there’s a lack of employee
participation in decision-
making.
“I’ve experienced even
the CEO changing his
decision based on my
recommendation.”
Performance
Management 4.22
Employees do not see
performance evaluations, not
25. used to enhance performance
“I never saw my
appraisal form. I never
signed it. I don’t know
what they’ve written on
it, and it’s at year end in
December, and if my
manager is in a bad
mood, then I will not be
getting any good
increments even though
I’ve worked very good
the last 11 months.”
Rasool and Nouman
637
Promotions 4.02
Internal promotion usually
not done, ineffective career
development of current
employees.
A nurse left and then
asked to come back
with a pay increase
after she had already
left.
Teams 5.06
26. Departmental teamwork
evident, cross-functional
teams not used.
Formal Grievance
Procedures 4.21
Formal grievance procedure
not existent although HR dept
filling this unpublicized role.
Information
Sharing 3.58
Information sharing
discouraged
‘Everything is on a
need to know basis’.
Job Design 5.14
Job descriptions developed
and communicated;
employees fully aware of
their duties and
responsibilities
Differentiation
HR Practices 4.21
Knowledge sharing exists
27. with doctors only, not in
departments. Egalitarian
treatment non- existent.
Firm-Specific HR
Practices 4.72
Large range of services for
customers, tuition assistance
for employees,
comprehensive benefit
package, investment in new
technologies, employees used
to change.
5.3 Research Question Results
Five research questions were formulated for this study. The first
question regarding how
HR is implemented in a private Pakistani hospital has been
presented above. The second
question asks:
Is the TSRA appropriate for the cultural context of Pakistan?
To examine this question, it is necessary to look at the mean
scores for individual HR
practices as well as consider the qualitative data as well. In
Table 4, descriptive statistics
are presented. Three HR practice areas are below 4.0 including
compensation,
information sharing and egalitarian treatment, which is one
component of the
differentiation HR practice area. Since the scores are so low
regarding these areas, it must
28. be considered if culture plays a role in these variables. In terms
of compensation, it seems
employees are unhappy with wage levels and compensation pay.
This is not related to
culture but related to the management of PHMC. If employees
feel well compensated,
they will exert more discretionary effort which can make a
difference in firm
performance. Information sharing has only a 3.58 mean and
data collection shows a
strong affinity from management of keeping things private.
Based on personal knowledge
and discussion with colleagues, in Pakistan, keeping financial,
organizational, and
Measuring the Extent of a High Performance Work System
638
strategic information confidential is typically the norm inbred
in the culture, so it is not
surprising to note PHMC’s lower score in this area. However,
although this is an area that
seems to be consistent throughout Pakistan, this is not
necessarily related to the culture of
Pakistan. This is more so related to the business context in
general and many firms across
the world consider this same issue and share a similar mindset
as PHMC. Finally,
egalitarian treatment, which is part of the differentiated HR
practice area, has a mean of
only 3.39. This indicates that in PHMC there are vast
differences between how different
29. employees are treated. This is consistent with Khilji (2003)
who states that Pakistan has
been influenced by the British dominion, which created what
she calls an elite culture in
which salary differentials between executives and entry-level
employees may be as high
as 800%. This is consistent with the previously mentioned
compensation information as
well. Although equal treatment of employees breeds cooperation
and commitment from
employees, a culture that is so accustomed to otherwise, cannot
reap such benefits.
Therefore, it is suggested that egalitarian treatment be excluded
from the TSRA in order
to measure HPWS’s in Pakistan.
Table 4: Descriptive Statistics of HR Practices
Variable Number Mean Standard
Deviation
Training 90 4.5244 1.36621
Recruitment 90 4.5417 .83317
Compensation 90 3.3093 1.02757
Performance Management 90 4.2241 1.23006
Promotion 89 4.0225 1.49983
Information Sharing 90 3.5778 1.17139
Job Design 86 5.1395 1.89217
Teams 89 5.0562 1.12168
Participation & Empowerment 89 3.7876 .95117
Formal Grievance 86 4.2093 1.65292
Differentiation 89 4.2058 .96483
Firm Specific 90 4.7185 1.15190
Next, the following research question is addressed:
30. Based on the TSRA, to what extent has PHMC implemented a
high performance
work system?
To answer this question, the full HPWS index has been used;
however, given the answer
to the research question above about culture, egalitarian
treatment has been removed
from the HPWS index. The mean score therefore is 4.2791. To
look at a percentage of
this same number, we can convert it to 61%; however, this
percentage is higher than the
actual HPWS index score because when you convert to a
percentage the result is actually
scaled up.
In order to determine if this score is low, average or high, we
refer to Becker and
Gerhart’s (1996) discussion when they discuss how much a
company ‘gets into the
game’, or how much they implement HR practices (p.788). They
state firms in the 0 to
20th percentile range are moving from HR being an obstacle
impeding increased firm
performance to more of a neutral ground. Firms in the 20 to
60% range implement best
Rasool and Nouman
639
HR practices; however, these improvements in HR are not
enough to sustain a
competitive advantage and affect firm performance. Firms in the
31. 60 to 100% range
arguably have implemented most if not all best HR practices,
and more importantly they
have intertwined them into their organization’s system and
therefore have created a
competitive advantage with their HR system that significantly
affects firm performance.
Although this theory presented by Becker and Gerhart (1996) is
inferential, it provides
some benchmark to follow in this study. Therefore, a percentile
score of 0 to 20% would
be considered low. A score of 20 to 60% would be considered
average and a score from
60 to 100% would be considered high. Thus, the HPWS index
score of 4.2791 or 61%
would actually be considered an average to high HPWS score.
Therefore hypothesis 1 is
rejected. However, although PHMC has taken proactive steps
and is currently
implementing some aspects of an effective HPWS, there still is
room for growth. In order
to obtain maximum benefit from HR practices, PHMC needs to
be on the higher side of
the index rather than on the average to high side.
The next question is:
Is the TSRA a reliable model to measure an HPWS in Pakistan?
Cronbach’s alpha was checked on the HPWS index data and was
.916. According to
Nunnally (1978), any value above .70 could be taken as an
acceptable reliability level.
Also, the three separate components that make up the HPWS
index, universalistic,
differentiation, and firm-specific HR areas, all had acceptable
reliability levels of .834,
.771, and .795 respectively. This indicates that hypothesis 2 is
32. accepted as the HPWS
scale is reliable to use to measure an HPWS in Pakistan.
The last research question is:
Does an HPWS have a significant effect on firm performance?
SPSS 16.0 was used to analyze the data. Table 5 provides the
means, standard deviations
and correlations between the three separate areas of the HPWS
as well as firm
performance and the HPWS index. In this analysis, it can be
seen that all HR practice
areas are significantly correlated with firm performance.
Convergent validity of the
HPWS scale is also shown as each area of the HPWS scale, i.e.
universalistic,
differentiation and firm-specific all have correlations of .641 or
above. Tables 6 and 7
present regression analysis of each of the HR areas measured
separately on firm
performance in models 1, 2, and 3, and then measured
altogether in one model in model
4. Before running regression analysis, the data were checked for
linear regression
assumptions. Independence was determined by the Durbin-
Watson statistic of 1.636.
Linearity of the data was shown with a plot of the observed
verses the predicted values,
and all points were symmetrically distributed along the diagonal
line. The data were
normal as suggested by the probability plot of the residuals in
which all points fell close
to the diagonal line, and heteroskedasticity was also not present
due to the plot of the
residuals verses predicted values, which showed no apparent
pattern. Multicollinearity
33. was also ruled out with a VIF of 1.0. R-squared for
universalistic and differentiated HR
practices were similar with a value of .506 and .447
respectively. However, in model 3,
firm-specific HR practices, the R-squared value was much lower
at .356. The R-squared
value of all three HR practices combined together in model 4 is
.542, which shows a
change in R-squared of .036, .095, and .186 from the
universalistic, differentiation and
firm-specific models respectively. This result supports the fact
that HR practices
Measuring the Extent of a High Performance Work System
640
combined in a system work together synergistically to affect
firm performance (Becker &
Huselid 1998; Datta, Guthrie and Wright 2005; Huselid 1995;
Youndt et al. 1996). Model
5 essentially is the same measurement; however, it is the
combination of the three
different HR areas into the one HPWS index, which is then
regressed on firm
performance. The R squared value is .526 with p<.000, which
shows that the HPWS
index is a good predictor of firm performance. This result
further supports hypothesis 3
that states an HPWS does have a positive impact on firm
performance at PHMC.
Table 5: Means, Standard Deviations and Correlations
34. Variable Mean S.D. 1 2 3 4
1. Firm Performance 4.4625 .79882
2. Universalistic HR 4.2379 .81268 .712*
3. Differentiation HR 4.2508 .91810 .669* .793*
4. Firm Specific HR 4.7185 1.15190 .597* .735* .641*
5. HPWS Index 4.2791 .81229 .725* .994* .830* .791*
* Correlation is significant at the .01 level. N=86
Table 6: Results of Regression Analysis for TSRA Components
Individually
Regressed on Firm Performance
Model 1 Model 2 Model 3
Variable Beta S.E. Beta S.E. Beta S.E.
Constant
Universalistic
Differentiation
Firm Specific
HPWS Index
1.509
.698*
.318
36. Rasool and Nouman
641
Table 7: Results of Regression Analysis for TSRA Components
together and HPWS
on Firm Performance
Model 4 Model 5
Variable Beta S.E. Beta S.E.
Constant
Universalistic
Differentiation
Firm Specific
1.380
.404*
.231**
.083
.314
.137
.106
37. .077
1.426
.582*
.315
.069
HPWS Index
.711 .072
R² .542 .526
∆R² .036, .095,
.186
.526
.02, .079, .17
N 86 86
* P <.000 ** P < .05
6. Discussion
Through qualitative and quantitative means, data were collected
regarding the extent of
HPWS implementation at PHMC. The triangulation of data was
conclusive and provided
several notable findings. First, in terms of implementing a
complete HPWS, PHMC still
38. needs improvement as weaknesses exist in each practice area of
the TSRA. Teams and
job design are the only variables which are above a 5.0 mean.
Profound weaker areas
include compensation, employee participation and information
sharing; however, all
areas of the HPWS index do need improvement. In terms of
empirically testing the
HPWS index, it was proven through a reliability rating of .916
that the HPWS scale is
reliable to test an HPWS in the Pakistani context. This,
however, includes the exclusion
of egalitarian treatment from the differentiation portion of the
HPWS index as this
variable is not appropriate for the Pakistani cultural context. In
future studies, the TSRA
should be effective in measuring Pakistani HPWS’s.
All HR areas need improvement; however, a few areas stand out
that are consistent with
other Pakistani companies and should be addressed.
Performance appraisal (4.22 mean)
is one area that needs improvement. Currently, the organization
is not using performance
appraisal as a means to improve performance but only to
monitor acceptable
performance. Although this is consistent with many other
Pakistani companies, this does
not warrant its exclusion from the HPWS scale as a focus on
performance appraisal can
improve firm performance. Compensation and training are other
areas that need
improvement. However, PHMC has taken proactive steps in the
last year to improve
these areas. Information sharing is a concept that receives
extreme opposition in the
Pakistani environment and in the developed world as well.
39. However, high performing
firms are beginning to recognize that information sharing can
have a tremendous impact
Measuring the Extent of a High Performance Work System
642
on the bottom line. Pfeffer (1998) states information sharing is
important for two reasons:
to show employees you trust them and to help employees make
appropriate decisions for
the benefit of the company. The developed world has also seen
a lot of opposition to
information sharing; however, many companies have effectively
incorporated
information sharing in their HR systems (Pfeffer, 1998).
Recruitment, promotion,
employee participation and formal grievance procedures also all
need improvement.
Recruitment seems to be on the right track as employees believe
that the company hires
skilled and knowledgeable employees (mean 5.17). However,
they should still focus on
increasing their candidate pool as much as possible as larger
pools will help enhance
labor productivity and better match employee skills with the job
requirements (Qingxiong
& McElroy, 2010). Promotions are typically filled from outside
in PHMC. However, the
company should consider developing their training program
more and incorporating a
career development program that could help the organization
40. better build effective
employees on the inside that could then be promoted to higher
positions. This would then
lead to improved employee morale and commitment. In terms of
employee participation,
although employees have moments in which their opinions are
valued, they are rarely left
on the front lines to make decisions on their own. Involving
employees more fully in
different improvement processes and delegating more authority
to employees can
improve job morale and employee commitment. Finally, the
implementation of a formal
grievance procedures system could enable employees to
objectively voice their concerns,
which then could eliminate problems that also lower morale and
employee commitment.
In terms of examining the extent of HPWS implementation and
its effect on firm
performance, the data conclusively proved that PHMC is
implementing a high
performance work system to some extent. Breaking the HPWS
index into its three
respective areas also proved that each area in and of itself
makes its own contribution;
however, it was apparent that although firm-specific HR
practices were correlated with
firm performance, this correlation was weaker than the other
two areas. This may be
attributed to the nature of the questions of this area. As can be
seen by the 1.15 standard
deviation, it is clear that there was a wider variance of
responses regarding firm specific
HR practices. Despite this weaker correlation, when all three
areas are combined together
into one HPWS index, it is clear that the HPWS index has a
41. positive effect on firm
performance. With a one standard deviation increase in the
HPWS, an increase of .725 is
seen in firm performance. This shows PHMC that with further
focus on improving high
performance work practices in their organization, they can
improve firm performance.
In future studies, the empirical data from this study can help
researchers in assessing their
HPWS systems. Although we cannot generalize the findings of
an HPWS having an
impact on firm performance to all hospitals in Pakistan due to
the fact that this study was
based only on one organization, we can, however, still reap
scientific benefit from the
data gleaned from this study. First, the HPWS was shown to
have a good reliability of
.916. Therefore, one major contribution of this study is the
model that was created to
measure an HPWS. This model can be applied in future
empirical studies that measure an
HPWS’s effect on firm performance. Furthermore, the study
brings to light many HR
issues that are common in the Pakistani context, which helps
businesses in planning
human resource functions and helps researchers in future
studies investigating the role of
HR. To further research in this area, it is suggested that
researchers endeavor to
implement large scale empirical studies that use the TSRA to
measure the effect of an
Rasool and Nouman
42. 643
HPWS on firm performance in the Pakistani context. Although
the TSRA was used
specifically for a hospital environment, its use should be
appropriate in multiple
industries in Pakistan; therefore, future studies in other
industries are also suggested.
7. Conclusion
PHMC has taken steps to ensure best practices in their
organization and have
implemented, to some degree, a high performance work system.
Through data collection,
it was shown that PHMC still has much room for improvement,
especially in regard to
compensation, empowerment, training and performance
appraisal. As far as the TSRA is
concerned, it was proven that it is definitely an appropriate
model to measure firm
performance in Pakistan; however, it was suggested that the
egalitarian treatment of
differentiated HR practices be removed from the HPWS scale.
In terms of showing how
an HPWS affects firm performance, it was clearly shown that
the HPWS at PHMC
positively and significantly affects firm performance. Although
the findings of HR
affecting firm performance cannot be generalized to other
similar organizations due to the
limitation that this was a single case study on one organization,
the findings can be
generalized to the theory that supports the study, i.e. the TSRA
(Yin, 2003). In the future,
researchers can use the TSRA to measure human resources in
studies examining HR’s
43. effect on firm performance in the Pakistani context.
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