Monthly Archives: March 2023

purpose of the HR current event exercise is to analyze the student’s articulation of key HR activities (CLOs/ULOs Unit 4). The project is due on Sunday of each of the following units: 3,4,5,6, and 7. The assignment is worth 20 points each week.

Directions

Each student develops a presentation (Power Point Presentation). The presentation will summarize the HR business case of a current event. The current event can be from the news, the employee’s organization, or other current event. The presentation must clearly articulate how the Human Resource Management functions represented in the source provides a link between the organization’s employee development and organizational outcomes. Source citing in APA format is required both in the body of the presentation as well as in the final presentation slide.

Please complete in detail

Outline the difference in responsibilities of a local union representative, a shop steward, and an international or national union representative. 

• How do their roles differ in the labor relations process? 
• This essay needs to be one page in length. 

Write an overview of the importance of an integrated annual operating plan for human resources in view of the continuously changing market climate. Explain how such a plan might provide balance between short-term drivers and long-term needs. Describe the circumstances appropriate to deviating from such a plan or justifying a different path than that planned. Discuss concrete strategies, including metrics and milestones, that can be used by the Department of Human Resources to add rigor in achieving this balance while meeting long-term corporate goals for the organization’s overall needs.

Imagine that you work for an organization that has entered into the grievance process with a number of employees who dispute the recent disciplinary action taken against them. As the labor relations manager, it is your role to prepare the necessary documents, schedule the meetings, and notify the appropriate staff and union officials about the upcoming process. Ultimately, this process will encompass the first four (4) steps of a typical grievance process.

1. Create a twelve to fifteen (12-15) slide PowerPoint presentation in which you:
2. Outline the four (4) steps of the grievance process.
3. Prepare a slide that designates the responsibilities of each party involved.
4. Determine the main employment laws that may govern this action.
5. Recommend one (1) outcome for the situation and predict the ethical implications for your decision.
6. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia does not qualify as an academic resource.

Your assignment must follow these formatting requirements:

• Format the PowerPoint presentation with headings on each slide and three to four (3-4) relevant graphics (photographs, graphs, clip art, etc.), ensuring that the presentation is visually appealing and readable from 18 feet away. Check with your professor for any additional instructions.
• Include a title slide containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The title slide is not included in the required slide length.
• Follow these directions for submitting the PowerPoint:
  • Submit your PowerPoint using the submission link above.

The specific course learning outcomes associated with this assignment are:

• Examine the relationship between management and unions.
• Recommend ethical approaches to discipline and separation practices.
• Apply discipline policies, the grievance procedure, and mediation / arbitration.
• Develop a plan that addresses administrative issues in labor forces.
• Use technology and information resources to research issues in employee and labor relations.
• Write clearly and concisely about employee and labor relations using proper writing mechanics.

Click here to view the grading rubric.

Prior to beginning work on this discussion forum, review this week’s readings and Weekly Lecture.

The job description plays an important role for job evaluations, performance reviews, and the success of the individual within the organization. All areas of the process rely on the proper analysis and construction of the job description. There are times that the job description and the job posting are one in the same. For this exploration, we are going to look at job description templates and job postings and determine the effectiveness of the design and the impact on intended outcomes. Be sure to do some research on the key differences between job description and job postings.

Discover:

Job Descriptions: Search online for a minimum of two different job descriptions from various sources. Save and attach descriptions to your initial post. (If there is no option to save, copy and paste the whole job description template into a Word document and attach.)

Job Postings: Search online for a minimum of two job ads or postings from various sources. Copy and paste each job ad and/or posting to a Word document, and attach it to your initial post.

Dissect:

Job Descriptions: Review each job description template, and identify the strengths and weaknesses of each. Compare and contrast the templates, looking for good aspects and poor aspects of each. What is missing for a solid understanding of what the job requires?

Job Postings: Review each posting, and identify the strengths and weaknesses of each posting. Compare and contrast the postings, and define the unimportant pieces of the ads and the information that is lacking for a solid understanding of the expectations. Will the job posting attract the appropriate candidate pool? Why or why not?

Diagnose:

After reviewing job description templates and job postings, discuss the various components of the job description template and a job posting. Is it appropriate to use one template for both tasks?

As a human resource manager, assess the importance of job description templates and job posts in human resource planning and how that planning fits within a larger corporate strategy. What design would you recommend when posting for a position?

No word count

Due Week 9 and worth 280 points 

At this stage, you have a solid understanding of the problem the company is facing and you have provided a solution for your client. Now, you want Larson Property Management to accept your project plan. Mr. Larson and Ms. Johnson like your idea and would like you to present your project plan to the executive board.   

Use the feedback from your instructor on previous assignments, the textbook, and any other resources provided in the course to create a professional project plan that you will be hypothetically presenting to the Executive Board of Larson Property Management. 

Please include the following elements:  

• Table of Contents  
• Executive Summary  
• Organizational Plan and Analysis 
• System Blueprint and Type 
• Recommendation for an HRIS Vendor 
• Project Management Roadmap and Cost Justification 
• Maintenance and Evaluation 
• Conclusion  

Do not simply copy and paste Phases 1–5. The previous phases were considered raw data, and now you will be summarizing and finalizing your findings. Use the feedback you received from your instructor to improve your proposal. You want to apply critical thinking to describe the data you have obtained.  

Instructions: 
Write a four to six-page proposal in which you: 

1. Identify the current issues the business is facing based on the details of the scenario and provide a plan and analysis for a HRIS based on those issues. 
2. Provide a blueprint for the new system and propose a type of HRIS for the organization that you believe is the most efficient and effective.  Discuss the function that the HRIS serves, and identify how that system will solve the business issue.  
3. Compare and contrast at least three HRIS vendors. Based on this comparison, make a case for the one vendor that you recommend for your client. 
4. Determine how you will implement the HRIS using one of the change models discussed in our text.  
5. Create a project management roadmap for the client with projected timelines. Discuss the costs associated with the implementation, justifying your claims with a cost benefit analysis.  
6. Explain how you will ensure the system is properly maintained and evaluated for continuous improvement.   
7. Use at least four quality academic resources in this assignment. Note: Wikipedia and similar Websites do not qualify as academic resources. 

Your assignment must follow these formatting requirements: 

• Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides. 
• Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page is not included in the required page length. 
• Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length. 

The specific course learning outcomes associated with this assignment are: 

• Analyze the strategy of the organization, the HR strategy, and HR programs with Human Resource Information Systems (HRIS). 
  • Define the systems development life cycle (SDLC). 
  • Explain how the analysis phase of the SDLC informs the needs analysis process. 
  • Evaluate key elements and system considerations in the design of HRIS. 
• Create an HRIS needs analysis and evaluate the acquisition process. 
  • Understand the various criteria used to evaluate vendor proposals. 
  • Understand the management of change through the perspectives of various change models. 
• Create a project management plan and prepare the organization for the implementation. 
  • Identify the various costs and benefits in a CBA of an HRIS investment. 
  • Explain the differences between direct and indirect benefits and costs. 
• Analyze the complexities of HRIS administration.  
  • Evaluate the use of the Internet to achieve organizational recruiting, training, and development objectives.  

You are the newly appointed director of human resource management for the police department of a city in the northeastern United States. Your organization has struggled to hire new police officers for some time. Your predecessor attempted to increase recruitment and selection of new officers by implementing an employee referral plan; however, the number of new officers hired through referrals has fallen short of hiring goals. The need for police officers intensified when your city’s newly elected mayor promised to lower crime by increasing the number of police patrols in high-crime areas. The police department has met the need for increased patrols by assigning existing police officers additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practice—originally intended to be a short-term remedy—attracted unwanted attention. A front-page article in your city’s newspaper has revealed that three police officers earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place. Both the mayor and your boss have given orders to “reduce overtime by hiring new police officers immediately!” The mayor’s mandate to cut the overtime of currently employed police officers has created an employee relations problem. Officers on the city’s police force have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some police officers have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. The officers are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new police recruits) and are upset by the manner in which they learned about city management’s decision to cut overtime pay. Representatives of the officer’s union have responded with the attached “Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay.” You must manage the current conflict between the police officers and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriptions and selection procedures using the attached “Job Description of City Police Officers” to make managing workplace conflict a required job competency.

Competencies

3039.1.2 : Job Analysis

The graduate evaluates jobs and develops job descriptions.

3039.1.5 : Employee Relations

The graduate identifies employee-relations activities, policies, and procedures for balancing the rights of employer and employee in order to support strategic goals, objectives, and values of the organization.

Introduction

In today’s hypercompetitive business environment, an organization’s sustainable competitive advantage is derived largely from intangible assets: human, social, and intellectual capital. Intangible assets are produced by skilled, capable workers. Human resource professionals enable current and future organizational competitiveness by maintaining an adequate supply of people with the skills, knowledge, and abilities needed to produce these resources. This is accomplished through workforce planning, recruitment and selection of top-quality talent, and effective employee relations management. As a human resource professional, your ability to effectively identify your organization’s need for employees, plan and implement employee recruitment and selection strategies, and manage employee relations will directly contribute to your organization’s success.

Scenario

You are the newly appointed director of human resource management for the police department of a city in the northeastern United States. Your organization has struggled to hire new police officers for some time. Your predecessor attempted to increase recruitment and selection of new officers by implementing an employee referral plan; however, the number of new officers hired through referrals has fallen short of hiring goals. The need for police officers intensified when your city’s newly elected mayor promised to lower crime by increasing the number of police patrols in high-crime areas. The police department has met the need for increased patrols by assigning existing police officers additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practice—originally intended to be a short-term remedy—attracted unwanted attention. A front-page article in your city’s newspaper has revealed that three police officers earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place. Both the mayor and your boss have given orders to “reduce overtime by hiring new police officers immediately!” The mayor’s mandate to cut the overtime of currently employed police officers has created an employee relations problem. Officers on the city’s police force have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some police officers have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. The officers are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new police recruits) and are upset by the manner in which they learned about city management’s decision to cut overtime pay. Representatives of the officer’s union have responded with the attached “Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay.” You must manage the current conflict between the police officers and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriptions and selection procedures using the attached “Job Description of City Police Officers” to make managing workplace conflict a required job competency.

Requirements

Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

Create a report (suggested length of 3–5 pages) in which you discuss strategies for managing conflict caused by cuts in overtime pay.

A.  Discuss three causes of workplace conflict between the city’s police officers and city management in the current situation.
 

B.  Discuss two possible short-term outcomes if the conflict is not resolved.
 

C.  Discuss two possible long-term outcomes if the conflict is not resolved.
 

D.  Discuss three possible actions for resolving the current conflict about overtime pay.
 

E.  Design a plan to create a more positive work culture in the city’s police department by doing the following:

1.  Discuss two basic components of a work culture that prevent negative conflict.

2.  Create two new specifications for the “required” section of the attached “Job Description of City Police Officers” that relate to a candidate’s ability to effectively manage workplace conflict.

3.  Create three situational interview questions designed to illuminate a job candidate’s competency in managing workplace conflict.
 

F.  Explain two methods of evaluating improvements in employee relations in the city police department.
 

G.  When you use sources to support ideas and elements in a paper or project, provide acknowledgement of source information for any content that is quoted, paraphrased or summarized. Acknowledgement of source information includes:

•  Author

•  Date

•  Title

•  Location of information (e.g., publisher, journal, or website URL)

 Discuss what management by objective means to you.  

 Prior to beginning work on this assignment, review this week’s readings and Weekly Lecture.

You are the new HR leader for a small manufacturing firm located in the Midwest. During your interview, the owner of the company expressed an urgent need for a complete staffing review due to the fact that a substantial amount of technical change had occurred at the plant over the past decade without regard to the job description or the requirements of the position.

Establishing the proper staffing process is important to reaching a successful outcome. You must have a firm understanding of how you will accomplish the task of reviewing the actions and behaviors of each role and/or position within the organization. The owner of the manufacturing firm has asked for a structured three-section report explaining how the project will be accomplished and where the process will begin. With the concerns of the owner in mind, you will develop a detailed report, defining the process, the reasoning for conducting the job analysis, the resulting job design, and the performance evaluation process for each position and/or role within the organization.

Your project must be designed in such a way that is understandable to both administrators and subordinates and comprehensive in the results.

Section 1 – Job Analysis (Three to four pages and two scholarly resources in addition to the text.) Use keywords and HRM language that are connected to each of the header areas. Include resources that support your findings.

• Part 1 – Explain your reasoning for the purpose of the job analysis and the relationship to individual needs and corporate strategy. Evaluate why it is important to perform a job analysis for the positions within the organization.
• Part 2 – Describe an analysis tool that would be most appropriate for this particular project. Explain the reasoning for your selection and your desired outcomes. Indicate the type of information that will be delivered via the analysis tool.
• Part 3 – Identify specific external resources available to HR, and explain how they will be used to provide occupational data and descriptors.
• Part 4 – Summarize the assumed data to be defined during analysis. Explain why the content is important to job design and performance evaluation.

Section 2 – Job Design (Three to four pages and two scholarly resources in addition to the text)

• Part 1 – Create a job description for the organization based on the proposed data delivered in Section 1. Specifically identify each section of the job description, and defend the importance of each to the selection process. This should be a description of the template, not a job description for a specific job.
• Part 2 – Explain how the required employment and labor laws (BFOQ, ADA, EEO, and OSHA) are incorporated into the job description. Evaluate how the organization will account for the deployment of these laws.
• Part 3 – Based on your research, explain why the chosen design is appropriate for the organization.

Section 3 – Performance Appraisal (Three to four pages and two scholarly resources in addition to the text)

• Part 1 – Explain the purpose and intended outcomes of a performance appraisal. Evaluate the proposed job description (Section 2), and describe how the elements of the job description will be measured.
• Part 2 – Develop a performance appraisal using the measureable actions defined within the job description.
• Part 3 – Explore the challenges and opportunities that a performance appraisal adds to the overall job analysis and job design process.

Summary

Provide an overall summary of the proposed structure for the staffing review as requested by the owner of the organization. Briefly describe each section of the plan, and defend why your choices will provide the information needed for a successful outcome.

The Discovery and Design Project

• Must be 10 to 12 double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s APA Style (Links to an external site.) resource.
• Must include a separate title page with the following:
  • Title of paper
  • Student’s name
  • Course name and number
  • Instructor’s name
  • Date submitted
• For further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.).
• Must use at least six professional or scholarly sources in addition to the course text(s).
  • The Scholarly, Peer-Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
• Must document any information used from sources in APA Style as outlined in the Ashford Writing Center’s APA: Citing Within Your Paper (Links to an external site.) guide.
• Must include a separate references page that is formatted according to APA Style as outlined in the Ashford Writing Center. See the APA: Formatting Your References List (Links to an external site.) resource in the Ashford Writing Center for specifications.