Submit your final project. It should address each of the four sect.docx

Submit your final project. It should address each of the four
sections (People, Organization, Workplace, and Behavioral
Competencies) that focus on HR initiatives that move across an
organization.
1.Strengths
My areas of strength within the business domain include
interpersonal skills and teamwork. I relate well with my
colleagues and team members in matters associated with work.
My interpersonal skills have resulted in positive relationships
within the business team and this has been significant in
motivating the team members towards achieving out business
goals. Teamwork is also my area of strength. I believe that
combined effort yields better results than individual effort and
this is not limited to execution of duties but also the process of
decision-making (Noe, 2017). These strengths are associated
with consultation because they involve interaction, sharing of
ideas and decision making. I am a human resource management
professional and one of my key roles is to lead my team and
ensure appropriate decisions are made. Consultation is
therefore, a critical management element necessary in human
resource management which makes it a strength is execution of
human resource management duties (Noe, 2017). Some of the
supportive examples within this domain include spearheading
the team by embracing opportunities, establishing a culture that
fosters intra-organizational teamwork and partnership,
identifying missing team roles and fulfilling them, promoting
effective teamwork practice and working environment.
Weakness
My weakness within this domain is conflict management.
Managing conflicts requires the ability to identify contentious
issues among parties in disagreement. This involves bringing
together the two parties, listening to their grievances and
finding a balance or a solution to the problem. I have never
been comfortable with negativity in my life both at a personal

level or when other parties are involved. I find it difficult to
take sides in cases where two or more individuals are in conflict
for the mere reason of being perceived as biased. While my
profession requires me to administer organizational policies to
members of my team, I have constantly struggled with conflict
management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this
may be due to personal or company-associated problems. It is
my goal to develop a positive mindset towards leadership by
embracing conflict management as a critical aspect that impacts
team productivity. One of the supportive examples include
approaching conflicts in respectful and unbiased manner and
referring serious cases to higher levels of management where it
deems necessary. Another example is to identify conflict
sources and develop strategies to minimize them.
Strategies
Creation and management of a network of relationship within
the workplace is one of the elements that define a successful
human resource management professional. Communication is
critical in conflict management and competency in
communication determines the efficiency of human resource
practitioner in solving disagreements among employees.
Effective communication will involve active listening,
understanding the communicator’s perspective and deriving
meaning from information provided (Noe, 2017). The following
strategies will focus on increasing my skills in conflict
management and communication which are areas of interest for
this business domain. Examples of supporting examples include
collaborating with external partners and developing
relationships, active listening to the views of others, address
issues from a professional point of view, establish new
approaches to facilitate competitive advantage and building
relationships with team members. To successful achieve these
objectives, I will seek advanced training and obtain resources to
help develop my skills in the said areas. This will not only
result in improved outcome for the organization but also help

me advance my career.
References
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017).
Human Resource Management: Gaining a Competitive
Advantage. New York, NY: McGraw Hill.
Society for Human Resource Management. (n.d.). About the
Competency Model. Society for Human Resource Management.
Retrieved from:
https://www.shrm.org/LearningAndCareer/competency-
model/Pages/default.aspx
2.For a company to attract, retain, and reward its employees, the
human resource management team can use a number of
approaches and strategies. An employer can ensure that there is
a positive working environment for the employees by
recognizing them, rewarding them as well as reinforcing the
right behavior to the employees (Horwitz, Heng&Quazi, 2013).
Furthermore, the employer should also ensure that he or she
involves and engage the employees in different matters in the
working environment as well as ensuring that they help the
employees in potential and skill development (Guest, 2012).
The four main elements of attracting, retaining, and rewarding
employees mainly entail total rewards, talent acquisition,
learning and development, and employee engagement and
retention.
Talent acquisition
Talent acquisition entails the realization and appreciation of
employees’ talent, which are capable of earning them more
apart from the common roles in their job place. The latter comes
in handy, ensuring that the talent is nurtured and built so as to
contribute positively to the job. While most employees think
that the success of a particular company is based on getting
employees to fill different work posts, the truth is that the
company must acquire the right employee for the job which is
most difficult (Noe et al. 2017). Therefore, when hiring
companies must ensure that they look at what they need by
having a clear idea of their current configuration on human

resources and know the weakness as well as strengths of the
current group of employees. Companies need to implement the
right strategies for leveraging labor market threats so as to gain
a competitive advantage over their peers which will come in
handy in ensuring that acquire the best fit for their human
resource needs (Guest, 2012).
Employee engagement and retention
3. Employee engagement and retention is an illustration of the
energy and commitment that the employees bring to the working
environment as well as an indicator of their dedication and
involvement in a company (Noe & Peacock, 2008). In case an
employee is engaged, he or she is likely to be more productive
and loyal to the company given that the employee tends to be
more satisfied and safer in their role. The best way to ensure
there is an effective employee retention strategy is by tracking
the company’s turnover metrics as opposed to simply measure
average turnover (Noe et al. 2017). Through these metrics, it is
possible to get a general understanding of the turnover trends
through the turnover data. The company can also learn about
low performers through the metrics. Another way of enhancing
employee engagement and retention is through developing a
strong working relationship with the employees, thus ensuring
there are motivation and passion irrespective of the situation
(Horwitz, Heng&Quazi, 2013). The company can develop a
strong working relationship via interviews where it seeks to
understand how the employees feel at different points.
Learning and development
Companies need to ensure that there is a positive learning
environment for all employees as a function of the
organizational culture. Employee training and development play
a key role in enhancing management and dealing with risk
management. Some of the key ways via which a company can
ensure there is learning and development include engaging in
evaluation deficiencies, engaging in employee survey results,
providing individual development plans and ensuring that there
is need to develop the new idea (Guest, 2012). Employee

training and development programs play a key role in preparing
staff to take part in the company’s mission successfully.
Total rewards
Total reward entails the elements that employers value the role
played by their employees in a company given that it stresses
the remuneration integrity, given that it is put forward as a
contrast to total compensation. The strategy involves a holistic
approach entailing people strategy and business strategy in
encompassing the employee value with factors like
development, compensation, and benefits (Horwitz,
Heng&Quazi, 2013). Such an approach aids with cost savings as
well as bringing about maximum return among the employees.
Through an effective reward strategy, a company can get
sufficient employees information which aids in making wise
decisions as well as assessing their influence both externally
and internally.
As seen in the above discussion, the four key HR strategic
engagement initiative for attracting, retaining and rewarding
employees in a company. These strategies mainly focus on
employee engagement and retention, total rewards, talent
acquisition as well as learning and development.
References
Guest, D. (2012). Human resource management, corporate
performance, and employee wellbeing: Building the worker into
HRM. The journal of industrial relations, 44(3), 335-358.
Horwitz, F. M., Heng, C. T., &Quazi, H. A. (2013). Finders,
keepers? Attracting, motivating, and retaining knowledge
workers. Human resource management journal, 13(4), 23-44.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M.
(2017). Human resource management: Gaining a competitive
advantage. New York, NY: McGraw-Hill Education.
Noe, R. A., & Peacock, M. (2008). Employee training and
development.
Introduction
4. Leadership as a whole is made up of several behavioral
competencies. These competencies determine a leader’s

capacity in the job. Behavioral competencies are divided into
two main groups. Leadership and navigation as well as ethical
practice. This paper will have an individual reflection of
strengths, weaknesses as well as the strategies to promote
behavioral weaknesses.
Strengths
In leadership and navigation competence, I have been able to
identify several key behaviors. Fostering teamwork and
collaboration is among my biggest strengths. In this respect, I
can comfortably say that I have led several teams from an early
age. When I was about 7 years old, I was appointed captain of
my childhood soccer team. In this capacity, I was able to lead
my team to success in various tournaments (Kunnanatt, 2016).
In subsequent years, I was selected to be the class leader of my
high school. Moreover, in high school during expeditions, I was
chosen to be a team leader where I helped my team navigate
through various obstacles. The ethical bit, I found myself strong
in terms of moral ethics. My ability to maintain moral standards
in my leadership ordeal has always been high. These indications
give me confidence that my leadership and navigation
competencies are high.
Weaknesses
In this respect, despite strengths, I have found weaknesses
within my leadership clusters. The ability to set the tone for
change has been among my biggest weaknesses. Within my
capacity as a class leader, I found myself struggling in changing
the status quo of how affairs in the classroom were run. Among
the nail-biting issues were methods and timelines within which
assignments were handled (Lucas, Goldman, Scott, & Dandar,
2018). To drive this change, consultation between tutors and the
students was necessary. I found it difficult to harness the mood
for change within students. Most of the students felt it was okay
to uphold the status quo. In another dimension, I found myself
having weaknesses in dealing with ethical dilemmas. A
particular case is where students failed to turn in their
assignments in time. In this scenario, my friends could urge me

to deliver their assignments through the backdoor method. I
found myself succumbing to their pressure at times and did it.
However, my conscience was not right with it.
Strategies for Developing Behavior Competencies
In my resolve to develop my behavioral competencies, I have
put several strategies. I have found a mentor who I think will be
of help to me. First, a mentor will help me deal with the
challenges of ethical dilemmas (Cumberland, Herd, Alagaraja,
& Kerrick, 2016). I intend to seek advice from the mentor who
is widely experienced in matters about leadership as they have
for a very long time. Besides, I have put in place a strategy of
reviewing literature that will help me identify methods of
driving change.
Conclusion
The two clusters of leadership competencies have proven
to be important. I have found several strengths within my
leadership behavioral domain. However, there are weaknesses
that I intend to address through strategies discussed.
References
Cumberland, D. M., Herd, A., Alagaraja, M., & Kerrick, S. A.
(2016). Assessment and development of global leadership
competencies in the workplace: A review of the literature.
Advances in Developing Human Resources, 18(3), 301-317.
Kunnanatt, J. T. (2016). 3D leadership–Strategy-linked
leadership framework for managing teams. Economics,
Management, and Financial Markets, 11(3), 30-55.
Lucas, R., Goldman, E. F., Scott, A. R., & Dandar, V. (2018).
Leadership development programs at academic health centers:
results of a national survey. Academic Medicine, 93(2), 229-
236.
Introduction
5.The HR is responsible for ensuring that the employees or
workers at the organization are aligned with the goal and vision
of the firm. A punitive approach refers to the traditional
disciplinary way to solve a worker’s reprimand. This approach

has been proven to be detrimental and ineffective in
organizations and businesses. In addition, this approach has a
negative impact on the relationship between the manager and
the employer. For example, Tampa Electric Company used to
use the punitive approach. In 1977, there was a conflict between
two workers. This conflict led to an argument between the two
people. The person was then given a thirteen-day suspended.
However, five months later, another problem occurred. The
actions of the worker did not change.
The punitive approach of disciplining employees produces more
problem than it solves. Workers who are punished through
unpaid suspension or written warning respond with resentment,
(Papadakis, et al., 2015). This lead to a decline in trust and
communication. It can also lead to an increase in absenteeism.
A non-punitive approach is a disciplinary action that does not
involve unpaid suspension; instead of a disciplinary letter is
given to the worker. The non-punitive approach contains two
steps. The oral reminder is the first step. In this step, the
manager and the worker discuss the goals and vision of the
organization, (Noe, et al., 2017). This is to ensure that any issue
or problem that has arisen does not occur again, instead of the
manager warning the worker of a serious disciplinary action to
come. The boss reminds the worker that they have the
responsibility of meeting a standard of performance and
behavior. The employer extends a strong inducement for
development by advising the employee that although it is a
disciplinary step, no record will appear in the worker’s
permanent record unless it occurs again.
The written reminder is the second step. This is where the boss
talks to the worker in a more very serious way. In addition, it
does not involve threats. The boss explains the importance of a
certain rule. They develop a plan to eliminate the gap between
desired and actual performance. The main objective of these two
steps is to give workers a reason to improve their behavior and
action. This method increases efficiency in the workplace. It
also decreases absenteeism. Sick time per employee decreases.

This disciplined approach is the most productive and has a
positive impact since it aligns with the strategies and goal of
the company.
Employee performance management mainly involves the
policies, strategies, and practices of the organization with
respected to the desired performance of the staff along with
monitoring and measuring the outcome. Performance
management contains elements to ensure that labor and
employee relation align with the organization goals and
ambitions. Companies can remedy or prevent most of the
performance problem by ensuring that there is effective and
efficient communication between the boss and the workers
resulting into a complete understanding of what is required,
how everybody’s contribution measures up and when it is
required. Every element of performance management should
adhere to guidelines and law and should be aligned with the
strategies of the organization, or this can lead to penalties.
In order for the organization to thrive, communication is
important since it ensures that everyone in the organization,
including the higher management, understands what is expected
from them. Performance management systems have three
elements which include performance improvement process, goal
setting, as well as a performance review, (Huselid, 2015). Goal
setting involves the objective that needs to be attained within a
certain time in which the worker will be assessed. The goal may
consist of a behavioral goal and project goal. A goal should be
measurable, relevant, specific, attainable, and time-bound. A
performance review is a process of analyzing the work of the
staff towards achieving the goal. It would be ideal if the
performance system outlined the strength and flaws of the
employee. This will help the company make a decision
regarding employee career development, promotion opportunity,
training need, and salary increment. A performance review is
effective or successful if there is a response process, and a
conversation stipulating the goals of the organization.
The final element is the performance improvement plan.

Performance improvement plan applies to new workers who are
in new departments or who are uncertain about the performance
expectation and to regular workers who do not meet the desired
performance. Each performance improvement plan should
include the dates, the performance gap, employee’s information,
the actual performance, the expected performance, signature of
the manager and the worker, and description of the plan,
(Armstrong, 2016).
Conclusion
The grievance process of employees who are members of a
union and those that are not are similar. Union employee can
have someone who can represent them to ensure that their
grievance is heard and seen through until the end and that their
rights are not violated. The process of grievance of employees
who are not a member of unions is the same, although they do
not have anyone to represent them and protect the rights of the
employee from being violated. The labor relation laws to ensure
that both union and non-union employees are treated fairly. The
main purpose of the National labor relation act is to protect the
rights of both employers and employees and to encourage
collective bargaining. Non-union employees are allowed to file
grievance although they are protected by federal law.
Reference
Armstrong, M. (2016). A handbook of human resource
management practice. Kogan Page Publishers.
Huselid, M. A. (2015). The impact of human resource
management practices on turnover, productivity, and corporate
financial performance. Academy of management journal, 38(3),
635-672.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M.
(2017). Human resource management: Gaining a competitive
advantage. New York, NY: McGraw-Hill Education.
Papadakis, M. A., Teherani, A., Banach, M. A., Knettler, T. R.,
Rattner, S. L., Stern, D. T., ... & Hodgson, C. S. (2015).

Disciplinary action by medical boards and prior behavior in
medical school. New England Journal of Medicine, 353(25),
2673-2682.
7.Strength: My strength within the domain is the way I manage
my groups that are being a group leader make play a crucial role
in bringing the people under my leadership together. I always
help the team members whenever they need my help. Being a
team leader always requires one to be open-minded and ready to
help the teammate. It is not the time somebody should wear a
scary face to his or her colleagues. I always determined my
strength when I started helping people with their problems.
Whenever the question is put across and no one can assist I
attempted to answer the question this way I could always make
a good try this made be identity my strength. Besides I was
welcoming to everybody who comes to me with the problem.
The more I was helping my colleagues the more my knowledge
got sharpened (Gamble, Thompson & Peteraf, 2019).
The cluster brings out a person’s strength boldly this because
clusters are formed in such a way that those with similar
abilities or likes are put in the same category. This again will
bring out specialization as individuals would perform one of the
tasks repeatedly hence becoming perfect in that area. I was
identified by the team leader who was in charge. The team
leader then showered me with power to assist at the time he was
not present this is how I shaped my strength. Again, cluster is a
strength since it allows people who are weak to get assistance
from those who have an idea in the field of that profession. If
one does one duty repeated, they finally become the master of
the subject. Most of the organizations are not able to develop
the workforce through training but giving assignment within the
organization. Hence, build more on the strength of the
employees that taking them to the colleagues of professional
studies.
Weaknesses: What are your areas of weakness within the
interpersonal domain, and how did you determine a cluster as a
weakness? Weakness refers to something individual is not good

at. For example, in my case, my weakness is I don't know how
to resist helping my colleagues. This consumes much of my
time. I ways find my backlogs are piled and sometimes do it
outside the normal business operation. Secondly, I will not
resist assisting one with the problem I feel bad to see my
teammates having a problem and are lagging I just step in and
help immediately. Thirdly, holding on the knowledge that can
assist to grow the institution is what I cannot do I will have to
do everything possible to put the idea I have across the board.
Lastly, I do take the organization I work in as my own this way
I am propelled to give all my useful ideas (Yasinzai, Lev & Xu,
n.d.).
Strategies for building behavioral competencies are I am a keen
observant on what every member of the workforce is doing this
gives me an insight of what the individuals are good at and they
can do it better. Once I have done this, I call the person and
give them the proper guidance that can help them to build their
strength. More importantly, I need also ask the person to team
up with other colleagues of the likeminded to build their
strength if the person can find just three people, I form the
group and give them the assistance that can grow their talent.
Again, I always do follow up on the assignment that I give to
the employees the follow up is done regularly for example in a
week I would do like twice. Constant advice to the employees to
do more as if they are doing their jobs. These are the pillars of
the strategy that I apply in the domain of the workforce
(Baltzan, 2012).
Reference
Baltzan, P. (2012). Business driven information systems. New
York: McGraw-Hill Irwin.
Gamble, J., Thompson, A., & Peteraf, M. (2019). Essentials of
strategic management. New York: McGraw-Hill Irwin.
Yasinzai, M., Lev, B., & Xu, J. Proceedings of the Sixth
International Conference on Management Science and
Engineering Management.

Human Resource Workplace Management
Generational Differences
8.A workplace hosts people of different backgrounds concerning
race, ethnicity, gender, and social class. One aspect which has
recently been researched is generational differences in the
workplace. Generational differences refer to differences
between age brackets. According to the American Management
Association, there are four generations of people (American
Management Association, 2019). That is the silent generation,
baby boomer, Generation X, and Generation Y. According to
Lipman, there is another generation referred to as Generation Z.
previously, and generational differences did not matter
(Lipman, 2017). However, different characteristics for each
generation sparked interest and caused the acceptance of diverse
generations in the workplace. Baby boomers are recognized as
people who were born from 1946 to 1964. Generation X was
born from 1965 to 1980. Generation Y was born from 1981 to
1997. Generation Z refers to those born from 1998 to 2014. The
silent generation is not widely discussed like the other four
generations. Older generations value the virtue of loyalty and
respect, but younger generations are not as loyal and respectful.
The issue of technology also displays a difference between the
generations.
According to (Starkman and Nadal, 2018), career development
would be a good strategy to help accommodate generational
differences. This development includes cross-training which
focuses on transferable skills between the younger and older
generations. Benefits offered by the company should
accommodate all generations in that benefits reflect the values
each generation stands for. Stereotyping should also be
discouraged in the workplace.
Human Resource Practices and Risk
According to French, risks in an organization pertains to
employees, improperly done work and leadership among others
(French, 2014). In another article by Dairy Cattle, risks include

understaffing and overstaffing, unsatisfactory work, loss of an
important employee, and overtime for staff (Dairy Cattle, 2019).
Considering these and more risks, the Human Resource has the
responsibility of creating and implementing policies.
Policies and practices created include: building a better-
recruiting program, training programs for employees and
leaders, building an efficient culture, undertake auditing often,
building a good reward system, and encourage skill
development. An organization in which the Human Resource
successfully applies these policies and practices boasts of
employee retention and efficient management of risk.
An organization or business can build a better recruiting
program to ensure the right caliber of workers is hired, and
employee loss losses are managed. A good reward system will
help employees perform better, and this ensures the forward
progress of the organization or business. Undertaking an audit
regularly ensures the organization is up to par with standards
set by national and international laws. An efficient culture will
ensure good relations within the organization.
Human Resource and Social Responsibility
When it comes to social responsibility and benefiting the
community, employees of a company play a very big role. The
Human Resources department plays an even bigger role because
it is in charge of company employees. According to Babcock,
the Human Resource department is fundamental in ensuring the
culture of social responsibility is instilled (Babcock, 2015). The
community looks up to the company for empowerment. For
example, a company that deals with pharmaceutical products
may decide to empower the community through awareness
campaigns on prevalent diseases voluntarily. The Human
Resource department should be able to push for this awareness
because it is a benefit to the community and displays the
company as a lover of social responsibility.
Human Resource department also has a responsibility of
ensuring employees and company leaders participate fully in
fostering social responsibility. Human Resource is in charge of

educating employees through training forums. In one of these
forums, social responsibility should be a topic to ensure
employees understand the value of social responsibility. A
reward system for social responsibility should also be
developed to encourage employees to participate in social
responsibility programs. Up the hierarchy, Human Resource is
responsible for communicating the aspect of social
responsibility to the executives to ensure they support and
encourage employees to participate according to (Lokhandwala,
2019).
Human Resource in Global Context
A growing business is bound to stretch its arms across national
boundaries. If the business stretches far enough, it becomes an
international business. Having employees as a small business is
easy because they are within the home environment. However,
if the business becomes international, employees need to be
prepared for transfers and promotions across international
boundaries. Therefore, the Human Resource is charged with
preparing the employees.
One strategy is ensuring all employees are prepared to meet
employees in other countries. For example, the aspect of
language should be considered when preparing employees. The
kind of reception in another country should be taught to all
employees. Secondly, training on the new culture which will be
experienced should be thoroughly done to all employees. If an
employee is familiarized with these cultures, it will be easy for
them to settle down and deliver. The Human Resource according
to O’Donnell, should consider the family of the employee to
avoid separation and destabilization (O'Donnell, 2019). Finally,
a good communication system and a globally integrated culture
should be adopted from the top of the ladder to the bottom. It
ensures that although employees are exposed to a new social
environment, the work environment remains the same.
References
American Management Association. (2019, January 24). The
myth of generational differences in the workplace. Retrieved

from American Management Association:
https://www.amanet.org/articles/the-myth-of-generational-
differences-in-the-workplace/
Babcock, P. (2015, October 28). Accelerating HR's Role in CSR
and Sustainability. Retrieved from SHRM:
https://www.shrm.org/resourcesaandtools/hr-topics/behavioral-
competencies/ethical-practice/pages/hr-role-csr-
sustainability.aspx
Dairy Cattle. (2019, August 16). The role of human resource
management in risk management. Retrieved from Dairexnet:
https://dairy-cattle.extension.org/2019/08/the-role-of-human-
resource-management-in-risk-management/
French, M. (2014, November 18). 5 risk areas for HR managers
and how to mitigate them. Retrieved from Human Resource:
https://www.subscribe-hr.com.au/blog/blog/bid/349897/5-risk-
areas-for-hr-managers-and-how-to-mitigate-them
Lipman, V. (2017, January 25). How to manage generational
differences in the workplace. Retrieved from Forbes:
https://google.com/amp/s/www.forbes.come/sites/victorlipman/2
017/01/25/how-to-manage-generational-differences-in-the-
workplace/amp/
Lokhandwala, S. (2019, April 12). The HR role in promoting
corporate social responsibility. Retrieved from The balance
careers: https://www.thebalancecareers.com/the-hr-role-in-
promoting-corporate-social-responsibility-1917743
Nadal, J. S. (2018, April 26). How to manage a
multigenerational workforce. Retrieved from The business
journals:
https://www.google.com/amp/s/www.bizjournals.com/how-
to/human-resources/2018/04/how-to-manage-a-
multigenerational-workforce.amp.html
O'Donnell, R. (2019, February 12). How to prepare employees
to work in a global workforce. Retrieved from HR Dive:
https://www.hrdive.com/news/how-to-prepare-employees-to-
work-in-a-global-workforce/548093/

Week 6: Epidemiological Analysis: Chronic Health Problem
Requirements:
This paper should clearly and comprehensively identify the
chronic health disease chosen. Select a topic from the following
list (topics rotate):
· Hypertension
· Type 1 Diabetes
· Cystic Fibrosis
· Macular Degeneration
1.
The paper should be organized into the following sections:
1. Introduction (Identification of the problem) with a clear
presentation of the problem as well as the significance and a
scholarly overview of the paper’s content. No heading is used
for the Introduction per APA 6th edition.
2. Background and Significance of the disease, to include:
Definition, description, signs and symptoms, and current
incidence and/or prevalence statistics by state with a
comparison to national statistics pertaining to the disease.
Create a table of incidence or prevalence rates by your
geographic county/city or state with a comparison to national
statistics. Use the APA text for formatting guidelines (tables).
This is a table that you create using relevant data, it should not
be a table from another source using copy/paste.
3. Surveillance and Reporting: Current surveillance methods
and mandated reporting processes.
4. Epidemiological Analysis: Conduct a descriptive
epidemiology analysis of the health condition. Be sure to
include all of the 5 W’s: What, Who, Where, When, Why. Use
details associated with all of the W’s, such as the “Who” which

should include an analysis of the determinants of health.
Include costs (both financial and social) associated with the
disease or problem.
5. Screening and Guidelines: Review how the disease is
diagnosed and current national standards (guidelines). Pick one
screening test (review Week 2 Discussion Board) and review its
sensitivity, specificity, predictive value, and cost.
6. Plan: Integrating evidence, provide a plan of how a nurse
practitioner will address this chronic health condition after
graduation. Provide three specific interventions that are based
on the evidence and include how you will measure outcomes
(how will you know that the interventions have utility, are
useful?) Note: Consider primary, secondary, and tertiary
interventions as well as the integration of health policy
advocacy efforts. All interventions should be based on
evidence – connected to a resource such as a scholarly piece of
research.
7. Summary/Conclusion: Conclude in a clear manner with a
brief overview of the keys points from each section of the paper
utilizing integration of resources.
8. Adhere to all paper preparation guidelines (see below).
Preparing the Paper:
1. Page length: 7-10 pages, excluding title page and
references.
2. APA format 6th edition
3. Include scholarly in-text references throughout and a
reference list.
4. Include at least one table that the student creates to present
information. Please refer to the “Requirements” or rubric for
further details. APA formatting required.
5. Length: Papers not adhering to the page length may be
subject to either (but not both) of the following at the discretion
of the course faculty: 1. Your paper may be returned to you for
editing to meet the length guidelines, or, 2. Your faculty may
deduct up to five (5) points from the final grade.

6. Adhere to the Chamberlain College of Nursing academic
policy on integrity as it pertains to the submission of original
work for assignments.
ASSIGNMENT CONTENT
Category
Pts
%
Description
Identification of the Health Problem
15
7.5%
Comprehensively and succinctly states the problem/concern.
Clear presentation of the problem as well as the significance
with a scholarly overview of the paper’s content.
Background and Significance of the Health Problem
30
15%
Background and significance is complete, presents risks, disease
impact and includes a review of incidence and prevalence of the
disease within the student’s state compared to national data.
Evidence supports background. A student created table is
included using APA format.
Current Surveillance and Reporting Methods
30
15%
Current state and national disease surveillance methods are
reviewed along with currently gathered types of statistics and
information on whether the disease is mandated for reporting.
Supported by evidence.
Descriptive Epidemiological Analysis of Health Problem
35
17%
Comprehensive review and analysis of descriptive
epidemiological points for the chronic health problem. The 5
W’s of epidemiological analysis should be fully identified.
Supported by scholarly evidence.

Screening, Diagnosis, Guidelines
30
15%
Review of current guidelines for screening and diagnosis.
Screening tool statistics related to validity, predictive value,
and reliability of screening tests are presented.
Plan of Action
30
15%
Integrating evidence, provide a plan of how a nurse practitioner
will address this chronic health condition after graduation.
Provide three specific interventions that are based on the
evidence and include how you will measure outcomes (how will
you know that the interventions have utility, are useful?) Note:
Consider primary, secondary, and tertiary interventions as well
as the integration of health policy advocacy efforts. All
interventions should be based on evidence – connected to a
resource such as a scholarly piece of research.
Conclusion
15
7.5%
The conclusion thoroughly, clearly, succinctly, and logically
presents major points of the paper with clear direction for
action. Includes scholarly references
185
92%
Total CONTENT Points=185 pts
ASSIGNMENT FORMAT
Category
Points
%
Description
APA 6th ed.
10
5%

APA is consistently utilized according to the 6th edition
throughout the paper.
Grammar, Syntax, Spelling
5
3%
The paper is free from grammar, unscholarly context or “voice”
and spelling is accurate throughout.
15
8%
Total FORMAT Points=15 pts
200
100%
ASSIGNMENT TOTAL=200 points

Submit your final project. It should address each of the four sect.docx

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