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Globalization has implications for leaders that reach beyond sensitivity. For example, globalization may require leaders to interact with other leaders from various countries to set procedural guidelines on matters such as establishing safety standards for distributing medical supplies or facilitating health communication. Therefore, within local and/or global leadership organizations, health care administration leaders must be aware of multicultural issues and challenges. As a result, multicultural awareness and competency, important elements of multicultural leadership, play a crucial role in determining appropriate actions, attitudes, and expectations. Furthermore, values and value systems that may differ across multicultural populations also contribute to leadership philosophies for informing how leaders interact, engage, and execute leadership strategies.

For this Discussion, select two challenges associated with multicultural leadership. As a scholar-practitioner in the field of health care administration, think about strategies you may use to address these challenges. Consider how your health care administration leadership philosophy may contribute to these strategies for multicultural leadership challenges.

Post a brief description of two challenges associated with multicultural leadership in health care administration. Then, provide strategies for addressing these challenges. Finally, explain how multicultural competencies might influence your personal health care administration leadership philosophy. Be specific and provide examples.

Support your postings and responses with specific references to the Learning Resources and the current literature.

Please make sure that it is your own work and not copy and paste. Please make sure that you follow all the professor instructions because it can affect the grade. Make sure you watch out for spelling or grammar.

Book Reference:  Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.) [VitalSource Bookshelf version]. Retrieved from https://online.vitalsource.com/#/books/9780133953718 

Instructions

In Unit VII, you conducted research and analyzed the appraisal and management of employee performance. You also researched information about training and development in the workforce.

Reflect on the research you conducted, and write a research paper that addresses the items below.

• Explain how one can address the five challenges to effective performance measurement.
• Describe how the performance management process effectively utilizes the following elements:
  • the appraisal interview,
  • performance improvement,
  • identification of causes of performance problems,
  • development of an action plan and empowerment of employees, and
  • communications at performance evaluations.
• Explain how to address the four challenges to effective training.
• Discuss how the training process can best be managed utilizing the following elements:
  • the needs assessment phase,
  • the clarification of the objectives of the training,
  • the training and conduct phase,
  • the evaluation phase, and
  • legal issues and training.

Your research paper must be at least three pages in length, not counting the title and reference pages. Your research paper must include at least four peer-reviewed sources.

Refer to the resources you located for your annotated bibliography in Unit VII. Be sure to use proper APA style for your research paper.

Resources

The following resource(s) may help you with this assignment.

• Citation Guide
• CSU Online Library Research Guide
• Submit Writing Center Request

Unit VIII Introduction

Key elements in keeping the workforce effective and the business competitive involve planning and providing for appropriate workforce training. As businesses seem to change more quickly than ever, it is important to keep employees trained in the latest procedures, processes, and technologies. There are key decisions to be made strategically in regard to employee training. First, establish whether the training is something that only takes place in a classroom setting, on the job, or a combination of both. Second, consider whether training will be instructor-led or self-paced. Third, decide on delivery platforms, such as in a classroom, with an on-the-job mentor, or the option of online availability. Fourth, consider the breadth of training and how far-reaching it can go in the organization. This is especially important for any global operations. Fifth, appropriately motivate employees to learn in such training environments. Consistently demonstrating that the training is related to their current job or even future job is key. The term training is often confused with the term development. These are not the same. Training focuses on helping employees to learn specific skills or to improve current skills. Development focuses on helping employees obtain new abilities that the company will need going forward. Therefore, training has a current focus while development has a forward-looking emphasis. At times, when used to correct a deficiency in skill, training can have a negative connotation. Therefore, organizations may purposefully portray training as something more akin to development. Removing any negative stigma or perception can improve employee motivation. With the forward-looking focus of development, training is often combined into a development category to help with perception and employee motivation. Consideration should be given to some of the challenges of the training process. First, strategic human resource management must consider whether training is going to solve the problem(s) at hand. If there is a performance deficit, one must examine the cause(s). If there is a production performance problem and an UNIT VIII STUDY GUIDE From Appraising and Managing the Workforce to the Training of That Workforce, Part II DBA 7553, Human Resource Management 2 UNIT x STUDY GUIDE Title initial review shows issues with substandard quality materials in the process, then training would not solve that. Second, human resource management must work with management to establish clear, realistic, and verifiable goals, as well as provide everyone with a realistic timeframe for the completion of such training. Third, the cost of training must be examined to determine if this would be a good investment. Human resource management must understand the goals for the training and set up cost estimates for how this training is to be delivered. In some cases, an online learning component may be best as it delivers consistent content across a wide variety of groups. However, it would be up to human resources to ensure that the investment costs would provide the return needed on improved performance. Fourth, designing training that will work is important, and human resources must work closely with management to understand the training needs and desired outcomes. Then management must be able to connect this to the organizational goals. Selecting the appropriate delivery methods based on the groups to be trained is another key function. With regard to managing the training process, there are three phases to consider. In the first phase, there is an assessment of needs that must be performed. The second phase involves the development of the training and the establishment of the manner in which it will be conducted. In the third phase, there is an evaluation method that must be developed to ascertain the effectiveness of the training provided. It is important that each of these phases is well planned in order for the full training process to be effective and efficient. In the first phase, the needs assessment phase, human resource must work with management to determine if training is even necessary. The problem(s) at hand must be fully explored to determine the foundation for the existence of the issue. This will provide a clear indicator of whether training is necessary or if another focal point is causing the issue. Issues, such as the organizational culture, the business climate, and organizational and departmental overall goals, can be examined. In addition, task analysis and person analysis are considered. Task analysis involves an in-depth examination of the job(s) at hand. Specific duties and tasks are identified, and detailed knowledge, skills, and abilities are explored. Person analysis involves looking at how well employees are conducting their specific duties. Training opportunities can be identified when an employee is not meeting performance expectations in specific areas. Additionally, when jobs are expanded because of a new focus based on something, such as a new competitive focus, training is also provided at such points. In the second phase, the objectives for any training are then developed, based on the results of the assessment phase. These objectives must be clear in order to be effective and should be linked to the knowledge, skills, and abilities identified in a task analysis during the assessment phase. Appropriately identifying such specific competencies is key to designing the correct objectives for the subject training. The focus should be on recognizing behavioral components for the training objectives. These components can then provide a clear focus for moving on, guiding the training, and developing the evaluation methods. The training and conduct phase is when location, presentation, and training options are reviewed and established. Reviewing location options would refer to whether training can be provided on the job or off the job, or even a combination of both. On-the-job training (OJT) is quite common. This is where a trainee would work under the guidance of a more senior and experienced trainer. This type of training provides for a handson experience that can produce viable competencies in an expeditious manner. Additionally, this type of training allows the trainee to be exposed to the social atmosphere in the workplace more effectively. There are different types of on-the-job training, such as job rotation, apprenticeships, and internships. On-the-job training can have some drawbacks, such as lost productivity or business, when an inexperienced trainee makes a costly mistake. Therefore, it is important for human resource management to carefully gauge this potential when planning. Off-the-job training can be a good alternative to on-the-job training at times because it can involve more formal course settings as well as the use of simulations and even role-playing exercises. (Iqoncept, n.d.) DBA 7553, Human Resource Management 3 UNIT x STUDY GUIDE Title In considering presentation options, some of the more common ones utilized are slide decks, videos, simulation, virtual reality, role-playing, classroom instruction, and online instruction. The use of slide decks or videos can be done in a specialized media room where employees either can review these at specific times or at various times that can be worked into their individual schedules. The use of simulations can also be effective. These will replicate the subject situations when training is needed so that complex information can be shared and practiced. Additionally, this type of training option is useful when the training involves dangerous issues, such as practice simulations for law enforcement, the military, or even pilots. Another issue to consider is cost. Providing useful and in-depth simulations can be less costly at times than providing real-world situations. Virtual reality is a growing area in training options and provides for an immersion into the subject work environment where the trainee can interact with people, issues, and items in real time. This can provide trainees an opportunity to more fully practice the subject at hand, particularly when there is the threat of danger or damage. Virtual reality provides a safer environment in which to train. Roleplaying and classroom instruction can sometimes be viewed as the more boring training option; however, incorporating other elements can enhance this training. For instance, the role-playing option lends itself very well to blending with the classroom-instruction option. Working out realistic training situations in this manner can be useful for those doing the role-playing as well as those observing it. Additionally, elements such as case study discussions can be a great way to provide engaging substance in classroom training. Finally, with online instruction, the elements discussed for classroom training can be taken online and dispersed to a wide range of employees. This is a great option for companies with employees who are geographically dispersed. These online instructions can be done in real time, with classes meeting via video conferencing or specialized online learning platforms. There are various types of training to consider. Skill training is where specific skills are identified and then the training will speak directly to those skill sets. Cross-functional training is where employees are trained in operations in various other work areas, other than their own. This can provide for more flexibility in the workforce. Team training is where groups can be trained in content tasks that focus on problem solving for specific team goals or in-group processes that focus on facilitating more effective teamwork. In the evaluation phase, human resource will want to measure the effectiveness of the training that was provided. This will help to know what is working well with the training that has been designed, and it will help to identify any areas that may need to be modified or strengthened in the program. Reference Iqoncept. (n.d.). Hire train motivate reward inspire retain thought clouds keep em (ID 50967685) [Image]. Retrieved from www.dreamstime.com

  This paper needs to be done in 24 hours from now. The main article has already been identified with a link, see number 1. Attached is a copy of the Rubric and a word document with references.  

Locate an article describing a collective bargaining situation that has arisen within the year. This article should be from a newspaper, an academic journal, or a credible online news source (try searching “collective bargaining in the news”). Attach the article or give the link. Use a minimum of two additional references from the course materials to support your discussion and to respond to the questions in the assignment. Use headings to separate the sections of the paper, double-space, and Times New Roman font, cover page, page numbers, and APA format.

1. Identify your main article: https://www.usatoday.com/story/sports/soccer/2020/06/01/mls-threatens-player-lockout-over-collective-bargaining-dispute/5309589002/

Using APA guidelines state the proper citation for the article.

2. Respond to these questions:

What is the nature of the collective bargaining dispute?

What are the underlying causes of the dispute?

What economic or ethical pressures has each side attempted to use to prevail in the dispute?

If there is any evidence of any illegal or unethical conduct on either side, describe it in detail.

Was the dispute resolved? If so, how? If not, what are the possible resolutions?

What, if any, role was played by third parties in resolving this bargaining dispute? What was the identity of the third party?

In retrospect, could this dispute have been resolved in a more constructive fashion? If so, how?

Course materials to support

https://open.lib.umn.edu/humanresourcemanagement/chapter/12-1-the-nature-of-unions

https://www.history.com/topics/19th-century/labor

https://www.nlrb.gov/about-nlrb/who-we-are/our-history/1935-passage-wagner-act

https://www.nlrb.gov/about-nlrb

https://www.nlrb.gov/resources/nlrb-process/unfair-labor-practice-process-chart

https://www.ueunion.org/org_steps.html

https://hbr.org/1981/07/step-by-step-through-a-union-campaign

https://www.nlrb.gov/rights-we-protect/rights/employer-union-rights-and-obligations

Assume you are employed as an HR manager for a large retail clothing store. You are tasked with hiring a sales clerk for an open position.  The ideal candidate for this position will possess the following factors: 

1. Have at least a high school education (bachelor’s or associate’s degree desirable).

2. Have experience as a sales clerk or in a related field (such as customer service).

3.  Ability to work with currency and balance a cash drawer correctly.

4. Have good communication skills (for example, speak clearly, make good eye contact)

5: Have good interpersonal skills (for example, demonstrate patience and flexibility and develop rapport easily).

5: Have good selling skills (for example, ability to influence, persuasiveness).

6. Be motivated to work.

Part A: Evaluating Selection Methods

Identify which selection method (e.g., résumé, interview, test, role-play exercise, reference check or personality inventory) you would recommend for each of the six factors listed below. You can use the same selection method more than once if you believe it is appropriate for more than one factor.

1. Education – selection method:  _________________________________________

Justification:

2. Work experience – selection method:  _________________________________________

Justification:

3 Ability to work with currency – selection method: _____________________________

Justification:

4.Communication skills – selection method:  ___________________________________ 

Justification:

5. Interpersonal skills – selection method:  _______________________________________

Justification:

Work motivation – selection method:  _________________________________________

Justification:

2007 SHRM. Marc C. Marchese, Ph.D.

Part B: Evaluating a Selection System

There are different ways to ensure that a selection system is working. One important method focuses on legal compliance.  As indicated in the reading material, there are two types of discrimination: disparate treatment and disparate impact (also known as adverse impact). 

Disparate treatment discrimination refers to treating applicants differently based on a protected characteristic (for example, age, sex, national origin, religion). Disparate impact discrimination may be unintentional because the intention was for all applicants to be treated equally; however, this equal treatment had an unequal effect related to a protected characteristic. The most common approach to identify adverse impact is to apply the four-fifths rule. The four-fifths rule states that adverse impact exists if the selection ratio of the minority group is less than four-fifths (or 80 percent) of the selection ratio of the majority group. The simplest way to calculate adverse impact is to divide the selection ratio of the minority group by the selection ratio of the majority group. If the result is less than 80%, then adverse impact exists.  

The retail clothing store collected the following hiring data over the past seven years for Department Manager positions:

Males applied:  75; Males hired: 15

Females applied: 115; Females hired: 20

Caucasians applied: 150; Caucasians hired: 30

Minorities applied: 40; Minorities hired: 5 

Calculate the selection ratios for the two groups:

Males: —————-

Females: ————–

Minorities: —————-

Non-Minorities: ___________

Does adverse impact exist when you compare the minority applicant pool with the non-minority applicant pool?  Does adverse impact exist when you compare the female applicant pool with the male applicant pool? Show your calculation for both questions.

2007 SHRM. Marc C. Marchese, Ph.D.

Part C: Evaluating a Selection Process

Think about the concepts of reliability and validity in the context of the selection process. Describe what each one means, why it is important, and provide an example.  How are reliability and validity related to each other and why is important for a selection process to be both valid and reliable? 

You may use a word document if you like or provide your answers in the content of your response window.

Be sure to provide the references for the sources of the information you used to inform your analysis including the material provided in the classroom.

Discussion Two: Application

Read the Module 3 Case and in-depth scenario 1. Draft a 1 – 2 page memo to the founders of HSS to address the issues with the selection practices. Specifically, include a) a discussion of the reasons why a selection strategy is necessary to hire the best candidates; b) an explanation to the founders regarding how the selection process should be based on valid and reliable selection criteria, including some examples; and c) a discussion of the selection criteria and methods that could have been used to avoid hiring the wrong candidate for the marketing manager position.  You may use a word document if you like or provide your proposal in the content of your response window.  Be sure to provide the references for the sources of the information you used including the material provided in the classroom.

MODULE CASE

–

From talking to one of the founders, you learn that one of the reasons for hiring from internal referrals is that HSS had attempted to hire its first marketing manager from outside the company in a general search a year and a half ago. One of the candidates had outstanding qualifications—

degrees from top universities and 15 years of experience at a very successful 

firm. He had worked for two other firms for less than a year before he applied for the position at HSS.

When the founders at HSS called the candidate’s last supervisor, the supervisor did not say 

anything directly negative about the candidate but left a negative impression of him with the 

founder who had talked to him. The founders did not want to believe that a candidate with such good qualifications had negatives in his background, so they called the president of the company for which the candidate had last worked. The president of the company assured the founders that there was simply “a personal ity conflict” between the candidate and his immediate supervisor. The founders decided to hire the candidate as the marketing manager for HSS.

The first two or three weeks that the new marketing manager worked for HSS had gone well, and he used his knowledge and experience to begin creating a good marketing plan. Then one Monday he neither showed up for work nor called HSS. HSS tried to contact him, but because he had recently moved to the local area to work for HSS, they were unable to locate him. Finally, two days later, the new marketing manager showed up for work as if nothing had happened. One of the founders questioned him but did not get an adequate explanation as to why he had not showed up to work for two days. The new marketing manager assured him that it would not happen again, but two weeks later the same thing happened.One of the founders questioned him about his absence and the employee became somewhat belligerent and admitted that he had been receiving treatment for a chronic illness. 

When asked what the illness was, the marketing manager admitted that he was an alcoholic.The founders decided to fire the new marketing manager. When they told him they were going to “let him go,” he threatened to sue them under the Americans with Disabilities Act. The marketing manager subsequently hired an attorney and started the process of bringing a lawsuit against HSS. HSS hired an attorney to deal with the situation. In his investigation the attorney learned that the marketing manager had

similar problems in his previous firm and had initiated a lawsuit 

against them, but when he had been hired by HSS he had dropped the lawsuit against the other firm. The attorney recommended that HSS attempt to settle the case for a sum that was about the same as one year’s salary. The attorney believed that HSS would prevail if the case went to court, but that it would cost HSS more to contest the case than it would cost to settle the case. So HSS had settled the case. The founder you talked with about this past situation is concerned that if HSS starts hiring from 

outside the organization, similar situations will occur. This founder also realizes that HSS must  start to hire from outside the organization but is a little scared because of the past negative experience

SOURCES:

 https://courses.lumenlearning.com/wmopen-psychology/chapter/industrial-psychology-selecting-and-evaluating-employees/ 

The Job Offer

https://www.thebalancecareers.com/questions-employers-ask-when-conducting-a-reference-check-2062965

https://www.thebalancecareers.com/job-interview-questions-that-are-illegal-1918488

Your HR project to develop a centralized model of delivering HR  services has progressed through very critical stages of the project thus  far. It is now time to present actionable, decision-making information  to project leaders. This can be best accomplished when projects have  been successfully managed, are devoid of any major risks, and have been  properly closed out and finalized.

Write a 5–6 page paper in which you:

1. Explain what it means to successfully direct and manage  project work, and identify and discuss 3–4 strategies you might use to  manage and sustain progress in your HR project. Be specific.
2. Identify and discuss a minimum of three strategies that could  be used to address and resolve any risks within the control of the  project. Hint: See Exhibit 14.5 in the textbook. Is any one of the  strategies you selected more important than the others? Why?
3. Describe 2–3 actions a project manager may take as they begin  to close out the project. Be sure to justify using the actions you  discuss.

Paper #1 Requirements: A  “career path” in a given occupation can be defined as a series of  increasingly responsible and demanding “jobs,” where at least some of  those jobs are prerequisites for one another, like prerequisites for  college courses.  When we think of professional careers, we often think of progressions like “Jr. Accountant, Accountant, Financial Analyst,  Accounting Manager, Division Comptroller, CFO.”

Smart companies arrange step-wise  progressions for non-exempt (hourly paid, typically non-degreed)  employees in order to retain them over time.  For example, an employee of a residential moving company might go through the following sequence of positions: Loader B, Loader A, Lead Loader, Truck Driver, and  Project Coordinator, where each job requires the expertise gained in its  predecessor.  You should go into LIRN and search for at least a couple  of articles that treat these kinds of “job families” for non-exempt (or  “hourly”) employees. 

When companies create job families, they are said to have “internal labor markets,” which means that, aside  from an entry-level position, which can be filled “off the street,”  recruitment for the higher-level jobs is almost always done within the company. 

Deliverables 

Once you have done your research and reflected upon this matter, please address the following questions:

1. a. What are the advantages to a company of having such job families?
2. b. Do you believe that, over the long term, job families are good for profits, or not? Why? 
3. c. What are the advantages to the employees? Are there disadvantages to the employees that you can think of?
4. d. Overall, why would you recommend (or not recommend) the use of job families?

Use the required reading, the  lectures, and the sources cited in the lectures to justify your  position, along with additional research you have done.

Paper Writing Requirements 

Please be sure to address the following requirements when completing your papers:

• The cover page and reference page/s are not included in the page requirement or word count. These should be in addition to paper page count requirements.
• Papers need to be formatted in proper APA 6th Edition style.
• Each paper requires a minimum of at least three outside peer-reviewed sources for your references.
  • Acceptable/credible sources include: Academic journals and books, industry journals, and the class textbook. You could also use credible business website sources in addition to the peer-reviewed required sources, but avoid Wikipedia and Google. These are academic papers that need to include scholarly research.

Challenge, defend and/or supplement comments made by at least two classmates. Respond to each. Bring in additional information specific to the discussion. Your additional information may be from the news, your readings/research and/or personal experience. Cite your sources. 300 words

HTM 110 – Introduction to Hospitality and Tourism Management Assignment #3 

Instructions: You are required to answer the following questions. You should save your answers in a Word document for submission. Please do not repeat the questions on your answer sheet. Instead, please list the answers numerically/sequentially by simply utilizing 1, 2, 3, and 4. Each assignment must have a cover page listing your name, the name of the assignment, and the date. The cover page does not count towards the word count. For each assignment, you are expected to answer the assigned questions in your own words. Each assignment paper should be at least 250 words. Papers less than the required 250 words will get zero. This does not mean each question requires a 250-word response; rather, the total number of words for answering the questions must total more than 250 words. Documents should include a Title Page, maintain double spacing with 12 pt. Times font and 1” margins. If you have questions related to formatting, please ask and I will gladly assist you. Note: The Title Page does NOT count as one of the pages of text. For each assignment you must answer the specified questions for the assignment. 

1. Why have nonalcoholic drinks increased in popularity, and what difficulties do bar managers face when serving alcohol? 

2. Describe the origin of cocktails. What constitutes a cocktail? 

3. Explain why there is no single definition of the various classifications of restaurants; give examples.

 4. What are the five mother sauces?

A New Aptitude Test

Your employer, C. Manufacturing Company (CMC), has just developed a new aptitude test. CMC believes it will accurately predict the future performance of new sales reps. (The company employees over 200 sales representatives and is planning to double this number next year, so this test is very important to the company.) The challenge is that it takes a new sales representative about 2 years to come up to speed on performance. For this discussion, describe how you could validate this new aptitude test so that meaningful data will be available after the first 50 new sales representatives are hired (in about 6 months). Why would you use this method for validating this test

• instructions
  Many financial newspapers or websites say that the U.S. dollar is the strongest currency in the world. Think about the factors that affect exchange rates, and make a case that our currency should or should not be the strongest. In your opinion, what are the advantages to having a strong currency versus a weak currency?Your journal entry must be at least 200 words. No references or citations are necessary.