course materials

1. Capella Human Resource Management Concepts and Business Challenges
Discussion
Question DescriptionAssignment #3DBA Program JourneyReflect on the first stage in your
DBA journey. What competencies and skills have you developed and enhanced? What are
you aspirations as a DBA scholar? What are your aspirations as a DBA practitioner?Your
submitted paper must meet the following requirements:Follow current APA guidelines for
style and format, including a cover page and headings.First-person writing is acceptable for
this assignment.2-pages (500 words).No reference page needed.Note: Your instructor may
also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click
the linked resources for helpful writing information.Discussion # 1 (Need Reply – 75-
words)IntroductionThe purpose of this discussion is to present the main concepts
presented and discussed in Unit 5 about Human Resources Management. Human Resources
Management is changing, and employers need to understand the new landscape to lead
their employees Swart & Kinnie, 2014). Winter and Jackson (2014) presented an article
about the needs of a younger worker compared to older generations in the workplace. In
the five years since the publication of the articles, a new generation has entered the
workplace, Generation Z. Having different generations in the workplace poses a challenge
for any business and is an opportunity for further research and development to help leaders
determine what they need to do to lead all of the generations in the workplace.Main
Concepts and Business ChallengesMain ConceptsThe landscape of Human Resource
Management is changing. An employee doesn’t just work for the employer that pays them
directly, but within a network of businesses (Swart & Kinnie, 2014). A worker works across
the boundaries of the organization in which he works as well as the organizations within
the network. Workers share knowledge amongst the organizations within the
networks.Winter and Jackson (2014) presented the claim that younger workers have
different values than past generations, and this can be challenging to existing norms. The
authors explored both value based organizations and person base organizations and the
younger worker. Winter and Jackson presented the idea that the younger worker is
motivated social ethically rather than strictly by money. Additionally, the employment
relationship of a younger worker is one with a manager that understands the need for
direct communication and inclusion.Business ChallengesThe idea that different generations
have different expectations and needs from an employer demands further research.
Organizations employ Baby Boomers, Generation X, Generation Y (Millennials), and

2. Generation Z all in the same facility. More research would reveal how these generations can
work together despite their differences in work ethic and expectations. Winter and Jackson
(2014) presented an article that discussed millennials and older workers. A new generation,
Generation Z, has entered the workplace since the publication of that article.Generation Z is
achievement oriented and has less work experience than the previous generation (Schroth,
2019). Additionally, Generation Z is more likely to suffer from anxiety and depression.
Managers must find new ways to deal with the new generation and the anxiety they bring to
the job (Shellenbarger, 2019). How managers dealt with past generations does not work as
well for the newest generation.Value in ResearchingThere is value in conducting research
on how to manage different generations of workers all within the same department or
organization. Each generation has a set of expectations, work ethics, and motivations.
Leaders need to know how to look at these factors and assess how to bring all the
generations together to be successful while fulfilling the needs of each employee, no matter
what generation.ConclusionUnit 5 focused on Human Resource Management and the way
that the landscape of the workplace is changing. Four different generations work together in
organizations and leaders need to know how to lead new teams that consist of all four
generations. Tactics and motivation that worked in the past are not working for the newer
generations. Different expectations and higher levels of anxiety are making leaders look at
new ways to produce results and lead their teams. Further research is necessary to bring an
understanding of all four generations and how they can interact with each other to be
successful.ReferencesSchroth, H. (2019). Are you ready for Gen Z in the workplace?
California Management Review (61)3, 5-18.
doi:10.1177/0008125619841006.Shellenbarger, S. (2019, May 11). EXCHANGE — class of
2019 — work & family: The most anxious generation goes to work — how managers can
help new hires steer past fear — and how young workers can be more effective. Wall Street
Journal Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%…Swart, J., &
Kinnie, N. (2014). Reconsidering boundaries: Human resource management in a networked
world. Human Resource Management, 53(2), 291-2310. doi:10.1002/hrm.21551Winter, R.,
& Jackson, B. (2014). Expanding the younger worker employment relationship: Insights
from values-based organizations. Human Resource Management, 53(2), 311-328.
doi:10.1002/hrm.21600Discussion #2 (need reply 75-words)IntroductionManagers at all
levels of an organization can influence the design, adoption, enactment, and implementation
of human resource management (HRM) strategy and practice (Steffensen, Ellen, Wang, &
Ferris, 2019). However, the extant literature lacks a systematic investigation of managers’
roles in the design, adoption, enactment, and implementation of human resource
management strategy and practice. Consequently, there are opportunities for future
research regarding managerial impacts on human resource management content, process,
and outcomes at each managerial level within organizations. This post discusses an
opportunity for future research in the area of human resource management identified by
Steffensen et al. (2019), discusses the main points from the Swart and Kinnie (2014) article
regarding human resource management, and draws a conclusion regarding the benefits that
may be obtained from research in the area of interest identified in the Steffensen et al.
article.Opportunity for Future ResearchAt the level of lower to middle managers (LTMM),

3. Steffensen et al. (2019) point out that current studies focus on LTMMs’ roles in HRM
implementation. The focus on HRM implementation at the LTMM level resulted in a dearth
of studies that examined LTMMs’ roles in strategy and decision-making. So, the current
literature provides much less information about LTMMs regarding the adoption of HRM
content than it does regarding HRM process and outcomes. According to Steffensen et al.,
understanding how a firm might adopt HRM content that accentuates LTMMs’ strengths is
an important area of study.For example, Steffensen et al. (2019) point out that the ability-
motivation-opportunity framework proposes that LTMMs abilities, motivations, and
opportunities are predictive of their effectiveness in HRM. However, extant research
findings may not shed light on how these LTMM factors affect HRM content; however, they
do suggest LTMMs make contributions that firms should account for when determining
what HRM content to adopt. Accordingly, Steffensen et al. (2019) recommend examining the
bottom-up influence of LTMM factors on decision-making regarding HRM content within
organizations.Unit 5 HRM Main Concepts & Business ChallengeThe significant points of the
Swart and Kinnie (2014) study were the identification of (a) three network types, i.e.,
interactive, interwoven, and integrated; (b) the employment challenges associated with a
networked working environment, i.e., the inherent tensions associated with each network;
(c) the identification of three HRM models appropriate for networked working, i.e.,
buffering, borrowing, and balancing (Swart & Kinnie, 2014). According to Swart and Kinnie,
cross-boundary working has implications for today’s, industrially focused HRM models
where employees work for a single firm and work takes place within clearly defined
boundaries. For example, current models lack the ability to address personnel issues where
a separate organization exists at the network level, parties contribute to a team situated at
network level, the firms and the network are the centers of work activity, or employment
identity recognizes the firm and the networked team as is the case in an integrated network
model (Swart & Kinnie, 2014).ConclusionManagers at all levels of an organization can
influence the design, adoption, enactment, and implementation of human resource
management (HRM) strategy and practice (Steffensen et al., 2019). Although the ability-
motivation-opportunity framework proposes that LTMMs abilities, motivations, and
opportunities are predictive of their effectiveness in HRM, extant research findings may not
shed light on how these LTMM factors affect HRM content. Therefore, examining the
bottom-up influence of LTMM factors on decision-making regarding HRM content within
organizations may provide valuable insight into, at present, an understudied area of HRM.
Additionally, due to the embeddedness of many of today’s LTMM positions in the three
network types identified by Swart and Kinnie (2014), examining the bottom-up influence of
LTMM factors on decision-making regarding HRM content in a networked environment may
provide important information that aids in developing HRM models better-suited for
today’s networked working environments (Steffensen et al., 2019).ReferencesSteffensen, D.
S., Ellen, B. P., Wang, G., & Ferris, G. R. (2019). Putting the “management” back in human
resource management: A review and agenda for future research. Journal of Management,
45(6), 2387-2418. doi:10.1177/0149206318816179Swart, J., & Kinnie, N. (2014).
Reconsidering boundaries: Human resource management in a networked world. Human
Resource Management, 53(2), 291-310. doi:10.1002/hrm.21551