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Application Case 4–1 Solving the Labor Dilemma in a Joint Venture in Japan John has found himself with a critical labor shortage, and he doesn’t know exactly how to solve his problem. John is the founder, president, and CEO of a small manufacturing firm, Johnsco Electronics. The company has approximately 300 employees in its home state of Tennessee. Recently, it was approached by a major Japanese automobile manufacturing company about a possible joint venture in which Johnsco could retain majority ownership. The opportunity seemed attractive, so John agreed to build and operate a plant outside of Tokyo. The plant is expected to employ around 500 workers to fabricate and assemble computer components for new automobiles. John had recently discovered the extremely high cost of maintaining a significant number of expatriate managers in a city with a cost of living as high as Tokyo. Thus, he had agreed to the joint venture expecting to use mostly his host country nationals for the new facility. Unfortunately, John is having problems staffing many of the essential positions. First, he was not aware that equal employment opportunity laws would apply to his international operation. Since John supplies the federal government with certain military components, his hiring practices are scrutinized to see whether minorities and women are appropriately represented in his workforce. Only recently did John discover that few if any Japanese women ever move into managerial positions in Japan. He’s confused about how to balance his obligations under United States law, local customs in Tokyo, and the high cost of using expatriates. John was led to believe that there would be a large supply of inexpensive labor throughout Asia. He had heard that multinational organizations acquire very inexpensive labor by relying heavily on women to staff labor-intensive production jobs. Culturally, he’d heard, these people defer to authority and are willing to work long, tedious hours. Once again, however, he discovered that Japan has strict policies prohibiting foreign labor. In fact, nearly 15,000 undocumented aliens were arrested in Tokyo each year while attempting to find work. The Japanese liaison to Johnsco has told John that Japan’s workforce is aging even more rapidly than the workforce in the United States. Historically, Japanese companies have been dominated by seniority systems that encourage older workers to remain with a single firm until retirement. There are also fewer young, semiskilled workers, because of the ever-increasing percentages of Japanese children who attend college. For example, over half of the more than 4 million Japanese blue-collar workers in construction-related fields are older than 50. John is confused about the implications of these facts for his ability to staff the Tokyo operation; he wonders about problems with his company sponsored retirement programs. And, to add one last problem, John’s American plant is almost entirely unionized. The union steward expects two things: (1) any good promotional opportunities created by the international joint venture must give union members the first right of accepting a transfer and (2) host country nationals who are hired in Japan should be covered by the same union contract as the workers in the United States. John’s enthusiasm over the opportunity to work closely with one of the most powerful automobile makers in the world has diminished. But the agreement is signed, and John now wonders how he can ever get the Tokyo operation off the ground, let alone make a profit, without violating local customs or American laws. Discussion Questions 1. What steps can you suggest that might help John solve his labor problems for the new plant in Tokyo? 2. How could he persuade either the union or his joint venture partner to help him with this problem? 3. What types of cultural training, both here and in Japan, might be necessary for John’s new venture to be successful? 4. What could John have done differently to eliminate some of his current labor problems? ———————————————————————————————————— Application Case 9–2 The Politics of Performance Appraisal Every Friday, Max Steadman, Jim Cobun, Lynne Sims, and Tom Hamilton meet at Charley’s Food Place after work for refreshments. The four friends work as managers at Eckel Industries, a manufacturer of arc welding equipment in Minneapolis. The one-plant company employs about 2,000 people. The four managers work in the manufacturing division. Max, 35, manages the company’s 25 quality control inspectors. Lynne, 33, works as a supervisor in inventory management. Jim, 34, is a first-line supervisor in the metal coating department. Tom, 28, supervises a team of assemblers. The four managers’ tenures at Eckel Industries range from one year (Tom) to 12 years (Max). The group is close-knit: Lynne, Jim, and Max’s friendship stems from their years as undergraduate business students at the University of Minnesota. Tom, the newcomer, joined the group after meeting the three at an Eckel management seminar last year. Weekly get-togethers at Charley’s have become a comfortable habit for the group and provide an opportunity to relax, exchange the latest gossip heard around the plant, and give and receive advice about problems encountered on the job. This week’s topic of discussion: performance appraisal, specifically the company’s annual review process, which the plant’s management conducted in the last week. Each of the four managers completed evaluation forms (graphic rating scale format) on each of his or her subordinates and met with each subordinate to discuss the appraisal. Tom This was the first time I’ve appraised my people, and I dreaded it. For me, it’s been the worst week of the year. Evaluating is difficult; it’s highly subjective and inexact. Your emotions creep into the process. I got angry at one of my assembly workers last week, and I still felt the anger when I was filling out the evaluation forms. Don’t tell me that my frustration with the guy didn’t bias my appraisal. I think it did. And I think the technique is flawed. Tell me—what’s the difference between a five and a six on “cooperation”? Jim The scales are a problem. So is memory. Remember our course in human resource management in college? Phillips said that, according to research, when we sit down to evaluate someone’s performance in the past year, we will be able to actively recall and use only 15 percent of the performance we observed. Lynne I think political considerations are always a part of the process. I know I consider many other factors besides a person’s actual performance when I appraise him. Tom Like what? Lynne Like the appraisal will become part of the permanent written record that affects his career. Like the person I evaluate today, I have to work with tomorrow. Given that, the difference between a five and a six on cooperation isn’t that relevant, because frankly, if a five makes him mad, and he’s happy with a six. . . . Max Then you give him the six. Accuracy is important, but I’ll admit it—accuracy isn’t my primary objective when I evaluate my workers. My objective is to motivate and reward them so they’ll perform better. I use the review process to do what’s best for my people and my department. If that means fine-tuning the evaluations to do that, I will. Tom What’s an example of fine-tuning? Max Jim, do you remember three years ago when the company lowered the ceiling on merit raises? The top merit increase that any employee could get was 4 percent. I boosted the ratings of my folks to get the best merit increases for them. The year before that, the ceiling was 8 percent. The best they could get was less than what most of them received the year before. I felt they deserved the 4 percent, so I gave the marks that got them what I felt they deserved. Lynne I’ve inflated ratings to encourage someone who is having personal problems but is normally a good employee. A couple of years ago, one of my better people was going through a painful divorce, and it was showing in her work. I don’t think it’s fair to kick people when they’re down. Tom Or make her complacent. Lynne No, I don’t think so. I felt she realized her work was suffering. I wanted to give her encouragement; it was my way of telling her she had some support and that she wasn’t in danger of losing her job. Jim Sometimes, you get someone who’s a real rebel, who always questions you, sometimes even oversteps his bounds. I think deflating his evaluation is merited just to remind him who’s the boss. Lynne I’d consider lowering the true rating if someone had a long record of rather questionable performance, and I think the best alternative for the person is to consider another job with another company. A low appraisal sends him a message to consider quitting and start looking for another job. Max What if you believe the situation is hopeless, and you’ve made up your mind that you’re going to fire the guy as soon as you’ve found a suitable replacement? The courts have chipped away at management’s right to fire. Today, when you fire someone, you must have a strong case. I think once a manager decides to fire, appraisals become very negative. Anything good that you say about the subordinate can be used later against you. Deflating the ratings protects you from being sued and sometimes speeds up the termination process. Tom I understand your point, but I still believe that accuracy is the top priority in performance appraisal. Let me play devil’s advocate for a minute. First, Jim, you complained about our memory limitations introducing a bias into appraisal. Doesn’t introducing politics into the process further distort the truth by introducing yet another bias? Even more important, most would agree that one key to motivating people is providing true feedback—the facts about how they’re doing so they know where they stand. Then you talk with them about how to improve their performance. When you distort an evaluation—however slightly—are you providing this kind of feedback? Max I think you’re overstating the degree of fine-tuning. Tom Distortion, you mean. Max No, fine-tuning. I’m not talking about giving a guy a seven when he deserves a two or vice versa. It’s not that extreme. I’m talking about making slight changes in the ratings when you think that the change can make a big difference in terms of achieving what you think is best for the person and for your department. Tom But when you fine-tune, you’re manipulating your people. Why not give them the most accurate evaluation, and let the chips fall where they may? Give them the facts, and let them decide. Max Because most of good managing is psychology—understanding people, their strengths and shortcomings; knowing how to motivate, reward, and act to do what’s in their and your department’s best interest. And sometimes total accuracy is not the best path. Jim All this discussion raises a question. What’s the difference between fine-tuning and significant distortion? Where do you draw the line? Lynne That’s about as easy a question as what’s the difference between a five and six. On the form , I mean. Discussion Questions 1. In your opinion, and from an HRM perspective, what are the objectives of employee performance evaluation? 2. On the basis of these objectives, evaluate the perspectives about performance appraisal presented by the managers. 3. Assume you are the vice president of HRM at Eckel Industries and that you are aware that fine-tuning evaluations is a prevalent practice among Eckel managers. If you disagree with this perspective, what steps would you take to reduce the practice? ———————————————————————————————————— Application Case 12–1 Benefits Are Vanishing Ray Brice expected to retire from United Airlines (UAL) and receive a $1,200-a-month pension. Suddenly hope ran out for Ray Brice and 35,000 other UAL retirees. The government Pension Benefit Guaranty Corp (PBGC) announced it would not guarantee the bankrupt airline’s loans––virtually assuring that if the airline’s parent company is to remain in business it will have to chop away at expensive pension and retiree medical benefits. The numbers are daunting. UAL owes $598 million in pension payments in the next six months and a total of $4.1 billion by the end of 2008, plus an additional $1 billion for retiree health care benefits, obligations the ailing airline can’t begin to meet. And if United finds a way to get out of its promises, competitors American Airlines (AMR), Delta Air Lines (DAL), and Northwest Airlines (NWAC) are sure to try to as well. UAL workers are about to find out what other airline employees already know: The cost of broken retirement promises can be steep. Of the airline’s many crises, the biggest was the pilots’ pension plan, a sinkhole of unfunded liabilities. Why are retirees being left out in the cold? An unsavory brew of factors has come together to put stress on the retirement system like never before. First, there’s the simple fact that Americans are living longer in retirement, and that costs more. Next come internal corporate issues, including soaring health care costs and long-term underfunding of pension promises. Perhaps most important, in the global economy, long-established U.S. companies are competing against younger rivals here and abroad that pay little or nothing toward their workers’ retirement, giving the older companies a huge incentive to dump their plans. “The house isn’t burning now, but we will have a crisis soon if some of these issues aren’t fixed,” says Steven A. Kandarian, who ended a two-year stint as the executive director of the Pension Benefit Guaranty Corp. (the little known federal agency that insures private pensions) in February. Kandarian is not optimistic about how that crisis might play out, either. “By that time it will be too late to save the system. Then you just play triage.” As industry after industry and company after company strive to limit, or eliminate, their so-called legacy costs, a historic shift is taking place. No one voted on it and Congress never debated the issue, but with little fanfare we have entered into a vast reorganization of our retirement system, from employer funded to employee and government funded, a sort of stealth nationalization of retirement. As the burden moves from companies to individuals—who have traditionally been notoriously poor planners—it becomes near certain that in the end, a bigger portion will fall on the shoulders of taxpayers. “Where the vacuum develops, the government is forced to step in,” says Sylvester J. Schieber, a vicepresident at benefit-consulting firm Watson Wyatt Worldwide. “If we think we can walk away from these obligations scot-free, that’s just a dream.” Evidence of the shift is everywhere. Traditional pensions—so-called defined-benefit plans—and retiree health insurance were once all but universal at large companies. Today experts can think of no major company that has instituted guaranteed pensions in the past decade. None of the companies that have become household names in recent times have them: not Microsoft, not Wal-Mart Stores, not Southwest Airlines. In 1999, IBM, which has old-style benefits and contributed almost $4 billion to shore up its pension plans in 2002, did a study of its competitors and found 75 percent did not offer a pension plan and fewer still paid for retiree health care. Instead, companies are much more likely to offer defined-contribution plans, such as 401(k)s, to which they contribute a set amount. In 1977, there were 14.6 million people with defined-contribution benefits; today there are an estimated 62.5 million. Part of their appeal has been that a more mobile workforce can take their benefits with them as they hop from job to job. But just as important, they cost less for employers. Donald E. Fuerst, a retirement actuary at Mercer Human Resource Consulting LLC, notes that while even a well-matched 401(k) often costs no more than 3 percent of payroll, a typical defined-benefit plan can cost 5 percent to 6 percent of payroll. Despite the stampede to defined-contribution plans, there are still 44 million Americans covered by old-fashioned pensions that promise a set payout at retirement. All told, they’re owed more than $1 trillion by 30,000 different companies. Many of those employers have also promised tens of billions of dollars more in health care coverage for retirees. Even transferring a small part of the burden to individuals or the government can have a profound impact on the corporate bottom line. The decision by Congress to have Medicare cover the cost of prescription drugs, for example, will lighten corporate retiree health care obligations by billions of dollars. Equipment maker Deere & Co. estimates that the move will shave $300 million to $400 million off its future health care liabilities starting this year. The U.S. Treasury, on the other hand, pays and pays dearly. That drug benefit, which took effect in 2006, is expected to cost the government the equivalent of 1 percent of gross domestic product by 2010, and other potentially big taxpayer costs are looming, too. In mid-April, over the objections of the PBGC, Congress granted a two-year reprieve from catch-up pension contributions for two of the most troubled industries: airlines and steel. Congress also lowered the interest rate all companies use to calculate long-term obligations, lowering pension liabilities. While these moves lighten the corporate burden, they increase the chances taxpayers will have to step in. “The less funding required, the more risk that’s shifting to the government,” says Peter R. Orszag, a pension expert and senior fellow in economic studies at the Brookings Institution. “The question is: How comfortable are we with the risk of failure?” Company-sponsored health care, which generally covers retirees not yet eligible for Medicare and supplements what Medicare will pay, is likely to disappear even faster than company pensions. Subject to fewer federal regulations, those benefits are easier to rescind and companies are fast doing so. It’s much harder to renege on pension promises. So instead, many profitable companies are simply freezing plans and denying the benefits to new employees. Last fall, Aon Consulting (AON) found that 150 of the 1,000 companies they surveyed had frozen their pension plans in the previous two years, a dramatic increase from earlier years. Another 60 companies said they were actively considering following suit. The government bailout fund is $9.7 billion in the red, and Social Security and personal savings are hardly going to be enough . The cost of honoring PBGC’s commitments could be higher than anyone is expecting. The government bailout fund has relied on having enough healthy companies to pony up premiums to cover plans that fail. But in a scenario of rising plan terminations, healthy companies with strong plans still in the PBGC system would be asked to pay more. For corporations already fretting that pensions have become a competitive liability and a turnoff to investors, this could be the tipping point. Faced with higher insurance costs, they could opt out, rapidly accelerating the system’s decline as the remaining healthy participants become overwhelmed by the needy. In the end, the problem would land with Congress, which could be forced to undertake a savings-and-loan-type bailout. It’s almost too painful to think about, and so no one does. But when the bill comes due, it will almost certainly be addressed to taxpayers. Most worrisome is the record number of pension plans in danger of going under. According to the PBGC, as of September 2003, there was at least $86 billion in pension obligations promised by companies deemed financially weak. That’s up from $35 billion the year before. And it’s on top of a record number of companies that managed to dump their troubled pension plans on the PBGC: 152. In 2003, a record 206,000 people became PBGC pensioners, including 95,000 from its biggest takeover ever, Bethlehem Steel Corp. Companies are racing to cut or drop retiree medical benefits to give a quick boost to their bottom lines. Retiree health care coverage, which is easier to eliminate than pensions, is disappearing even faster. Unlike pensions, which are accrued and funded over time, retiree health care is paid for out of current cash accounts, so any cuts immediately bolster the bottom line. Estimates are that as many as half of the companies offering retiree health care 10 years ago have now dropped the benefit entirely. Many of those that have not yet slammed the door are requiring their former workers to bear more of the cost. Some 22 percent of the retirees who still get such benefits are now required to pay the insurance premiums themselves, according to a study by Hewitt Associates Inc. (HEW). Some 20 percent of employers told Hewitt that they might make retirees pay within the next three years. This hits hardest those who retire before 65 and are not yet eligible for Medicare. But even older retirees suffer when they lose supplemental health benefits like prescription coverage. It’s not just struggling companies, either. IBM, which is already fighting with retirees in court over changes made to its pension plan in the 1990s, is now getting an earful from angry retirees about health care costs. In 1999, IBM capped how much retiree health care it would pay per year at $7,500 of each employee’s annual medical-insurance costs. Although IBM is certainly in no financial distress—the company earned $7.6 billion on $89 billion in sales last year—Big Blue says its medical costs have been rising faster than revenue. Last year the company says it spent $335 million on retiree health care. This year, for the first time, many IBM retirees are beginning to hit the $7,500 limit. Sandy Anderson, who worked as a manager at IBM’s semiconductor business for 32 years, and today is the acting president of a group of 2,000 retirees called Benefits Restoration Inc., saw his own insurance bill triple this year. He suspects that the company is trying to make the perk so expensive that retirees drop it, a cumulative savings calculated by the group at $100,000 per dropout. But more than that, Anderson is angry that as a manager, IBM encouraged him to talk to his staff about retirement benefits as part of their overall compensation. “The job market was tight, and IBM’s message was our salaries aren’t the highest, but we will take care of you when you stop working,” he says. Now he feels the company is reneging. “I feel I’ve misled a lot of people, that I’ve lied to people,” says Anderson. “It does not sit well with me at all.” IBM says its opt-out levels are low and that it often sees retirees return to the plan after opting out for a period of time. The company also argues that it has not changed its approach to retiree medical benefits for more than a decade and that the rising cost of health care is the real issue. Discussion Questions 1. Is it ethical for a company to promise benefits and then years later walk away from the promise? Discuss. 2. Should the government pay for all pension guarantees? 3. Why is retiree health care coverage easier to eliminate than pension benefits?   Application Case 14–1 The Dual-Career Couple America’s workforce has in the past been largely made up of the heads of traditional families—husbands who work as breadwinners while wives remain home to raise the children. However, today the “traditional family” represents less than 10 percent of all households. Increasingly, both spouses are launching careers and earning incomes. Dual-career couples now account for 40 percent of the workforce (more than 53 million employees), and their numbers will substantially increase. The situation of two spouses with careers that are both considered important has become something managers can’t ignore. As more women enter the workforce, dual-career couples will become a consideration in decisions about hiring, promotion, relocation, and job commitment. The advent of the dual-career couple poses challenges for the working spouses and for business. According to one survey of more than 800 dual-career couples by Catalyst, couples experience a myriad of problems, most notably difficulties with allocating time (the top-ranked complaint), finances, poor communication, and conflicts over housework. For couples with children, meeting the demands of career and family usually becomes the top concern. Studies indicate that dual-career families need (1) benefit plans that enable couples to have children without jeopardizing their careers; (2) more flexible work arrangements to help balance the demands of family and career; (3) freedom from anxieties about child care while at work; and (4) assistance from the employer in finding employment for the spouse when an employee relocates (this is a need for both parents and childless couples). For businesses, the challenge lies in helping to ease the problems of dual-career couples, especially those with children. According to a study commissioned by Fortune magazine, organizations are losing productivity and employees because of the demands of family life. The study found that among the 400 working parents surveyed, problems with child care were the most significant predictors of absenteeism and low productivity. For example, 41 percent of those surveyed had taken at least one day off in the three months preceding the survey to handle family matters; 10 percent had taken from three to five days. (On a national scale, these figures amount to hundreds of millions of dollars in lost productivity.) About 60 percent of the parents polled expressed concerns about time and attention given to their children, and these anxieties were linked to lower productivity. Overall, many experts advise that companies that ignore the problems of dual-career couples and working parents stand to lose output and even valued employees. Companies are beginning to respond to these needs in a number of ways. Hiring Spouses of Employees or Helping Them Find Jobs Studies indicate that more employees are refusing relocation assignments if their working spouses cannot find acceptable jobs. In response, many companies have recently begun to offer services for “trailing spouses.” These services include arranging interviews with prospective employers, providing instruction in résumé writing, interviewing, and contract negotiation, and even paying plane fares for job-hunting trips. Some companies (General Mills, 3M, American Express) use outside placement services to find jobs for trailing spouses. More than 150 companies in northern New Jersey created and use a job bank that provides leads for job-hunting spouses. A small but growin number of companies (including Chase Manhattan Bank and O’Melveny & Myers, one of the nation’s largest law firms) are breaking tradition and hiring two-career couples. Martin Marietta maintains an affirmative hire-a-couple policy and hires about 100 couples a year at its Denver division. Proponents assert that couples who work for the same company share the same goals, are often more committed to the company, and are more willing to work longer hours. Hiring couples helps attract and keep top employees, and relocations are also easier for the couple and the company. Providing Day-Care Assistance More than 10,000 companies now provide day-care services and financial assistance or referral services for child care. For example, American Savings and Loan Association established the Little Mavericks School of Learning in 1983 for 150 children of employees on a site within walking distance of several of its satellite branch locations. This center was established as a nonprofit subsidiary with a staff of 35, and its services include regular day care, holiday care, sick-child care, Boy Scout and Girl Scout programs, a kindergarten program, and after-school classes. Fees range from $135 to $235 a month, depending on the type of service, and parents pay through payroll deductions. Company officials report that the center has substantially reduced absenteeism and personal phone calls and that it has been a substantial boon to recruitment and retention. However, as many couples have found, limited openings mean that not all parent employees can be served; and some employees get preferential treatment—sometimes even those who can afford external daycare services. Many companies contract outside day-care services run by professional groups, thus relieving the company of the headaches of running a center. For example, IBM contracted the Work/Family Directions child-care consulting group to establish 16,000 home-based family centers and to open 3,000 day-care centers for IBM employees and other families throughout the United States. About 80 companies have created programs to help parents of sick children. If a child of an employee of First Bank System (Minneapolis) becomes ill, the company will pay 75 percent of the bill for the child’s stay at Chicken Soup, a sickchild day-care center. The policy enables parents to keep working and saves the company money. A growing number of companies arrange to send trained nurses to the sick child’s home. Other companies provide partial reimbursement for child-care services. Zayre Corporation pays up to $20 a week for day-care services for employees who work at corporate headquarters. A growing number of cafeteria fringe benefits programs enable employees to allocate a portion of fringe benefits to pay for day-care services. Chemical Bank pays these benefits quarterly in pretax dollars. Providing Flexible Time Off A number of companies combine vacation and sick leave to increase the amount of time off for family life. At Hewlett-Packard, for example, employees receive their regular vacation days plus five additional days of unused sick leave. Employees can take the time off in any increments at any time. Employees can carry a number of unused days over to the next year (the number is determined by tenure), and employees who leave the company receive cash value for their unused days (at their current salary level). Providing Job Sharing This program enables two people to share a job on a part-time basis and is a major boon to spouses who want to continue their careers while raising children. The program was first established by Steelcase, Inc., in Grand Rapids, Michigan, where company officials say that the program has reduced turnover and absenteeism, boosted morale, and helped achieve affirmative action objectives. However, job sharing can be difficult to implement; the program requires that a job be divided into two related but separate assignments, that the job sharers are compatible, and that the supervisor can provide task continuity between them. Discussion Questions 1. What are the advantages and potential liabilities of hiring two-career couples, beyond those noted in the case? 2. Many of the services for dual-career couples and parent employees are provided by large corporations that have far greater financial resources than smaller companies. Identify and discuss potential ways in which a small company’s HRM function can alleviate the challenges facing employees who are parents and employees with working spouses. 3. Suppose that a dual-career couple involves spouses who are at different career stages. Does this situation pose problems for the couple? For the organization or organizations employing them? Discuss.

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Leadership Approaches to Complex Problems write my essay help

Leadership Approaches to Complex Problems

Problems often come in bunches. As the HR Director of a large health system, you are beset with a wide variety of difficult situations. You have been served notice by a union representative that they are expecting contract negotiations to start and therefore you need to start preparing. You anticipate this will be a major challenge due to anticipated demands for increases across the board.

 

You also have other items to deal with, including:

 

A disciplinary action to oversee concerning a nurse accused of stealing drugs.

A board committee is seeking direction on establishing new policies on smoking and obesity.

Implementation of a diversity program for the faculty is requiring a lot of your attention.

 

 

 

 

How would you go about handling each of these situations and what approach would you use?

 

Describe your answer in detail, citing references in APA format where appropriate. Your Journal entry should be at least 500 words.

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Quantitative Reasoning, Introduced Level ccusa autobiographical essay help: ccusa autobiographical essay help

Signature Assignment: Quantitative Reasoning, Introduced Level

In this assignment, your quantitative reasoning skills will be assessed at the “introduced” level. The Quantitative Reasoning rubric will be useful for this purpose. Then in HRM520 your quantitative reasoning skills will be further assessed at the “reinforced” level. Finally, in HRM599 your skills will be assessed at the “emphasized” level.

This assignment requires you to:

Complete 3 tables—one each for Health Care Costs, Absenteeism, and Presenteeism.
Use relevant data from the 2018 Employer Health Benefits Survey for as many table categories as possible, such as annual health care costs, health insurance premiums, annual cost increases, and so forth. Some of the data needed for the three tables are not included in the survey. For those, you have the discretion to use relevant data from other reliable sources. The article Wellness ROI versus VOI contains additional information.
To determine your quantitative reasoning skills, it is important you analyze, synthesize, and report your findings in a 3-page paper (not counting the title page, reference page or appendices). You do not need to complete all categories of the tables, but complete as many as possible. The basic requirement is to compile and plug-in sufficient data within each table necessary to analyze and report your findings.
Feel free to use the same data for each table, but you should try to use examples of data that show significant differences when calculated.
Follow this link to three calculators at https://www.wellsteps.com/blog/2018/01/10/wellness-roi-employee-wellbeing-programs/.

Watch the videos and use the calculators provided to calculate the possible impact on health care costs, absenteeism, and presenteeism of wellness programs. (Adobe Flash is needed to view the videos.)

Prepare three tables in Word to show the data you choose. Your tables should be set up like this:

Health Care Costs:

Health Care Costs:

Annual Health Care Costs

Annual Cost Increase

Number of Employees

% of employees obese

% that are smokers

Target percent obese

Target percent smokers

Example H1:

Example H2:

Example H3:

Absenteeism:

Absenteeism:

Annual Health Care Costs

Annual Cost Increase

Number of Employees

% of employees obese

% that are smokers

Target percent obese

Target percent smokers

Example A4:

Example A5:

Example A6:

Presenteeism:

Presenteeism:

Annual Health Care Costs

Annual Cost Increase

Number of Employees

% of employees obese

% that are smokers

% of employees 1 or more risk factor.

Target percent obese

Target percent smokers

Example P7:

Example P8:

Example P9:

Using critical thinking skills to prepare your narrative, you should summarize and analyze the data. Do not merely repeat the numbers from your tables without analyzing the findings and making recommendations for employers (and employees).

The paper you submit should include:

Title page
3-page narrative, complete with a strong introduction and conclusion. Bring in at least two sources from the Trident Online Library as you develop the narrative. Include in-text citations following APA guidelines.
References page: Include your reference list on the next page that follows your narrative. List each source on the References page in APA format.
Appendices: Create three appendices, one each for Health Care Costs, Absenteeism, and Presenteeism. Include at least one graph to go along with each of the three tables (appendices). Refer to the specific example to which each graph belongs.

Assignment Expectations

Your submission will be evaluated using the criteria as stated in the Quantitative Reasoning rubric. The following is a review of the rubric criteria:

Critical Thinking: Expressing quantitative analysis of data (factual information) to support the discussion showing what evidence is used and how it is contextualized.

Interpretation: Explaining information presented in mathematical terms (e.g., equations, graphs, diagrams, tables, words)

Presentation: Ability to convert relevant information into various mathematical terms (e.g., equations, graphs, diagrams, tables, words)

Conclusions: Drawing appropriate conclusions based on the analysis of factual information/data.

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data science in the hiring process writing an essay help

.Summarize the article in your own words.(minimum of 250 words).

2. Reliance on data science in the hiring process, is this critical to the desired outcome? Describe this is no less than 100 words.

3. Discuss why employers find the hiring process difficult? Make some suggestions to develop such a recruitment process which can hire the best employees for the organization.

and quote from the article

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international market Management writing essay help: writing essay help

This exercise will deal with a company that has successfully marketed in the U.S. and now wants to expand internationally. Even though Canada and Mexico are considered international markets (anything that crossed a country border is considered international business), many U.S. companies include Canada and Mexico in their initial plans.  Therefore, we will deal here with possible expansion into Europe, Asia, Africa, South America, Australia, etc.  The company(s) we will look at may not choose to enter all at once, but again this depends on the product and target market.

There are two companies that want to expand their sales and profits by marketing their products outside of the U.S.A. SP Inc. has developed application software for use on PCs.  VM Corp. manufactures electromechanical ventilators used in hospital Operating Rooms, Intensive Care Units and frequently in patient rooms. The SP software product is priced at $400US while the VM ventilators start at $15,000US. We can immediately see how different these products are, one basically a soft good and the other a bulking manufactured item. In the U.S., the SP software products are marketed in retail outlets and on the Internet. VM uses a professional sales force to sell their products to hospitals where demonstrations are usually required before a purchase decision is made. You will analyze these two situations and develop preliminary plans to launch these products internationally.  First you will need to establish your target market and offer opinions on the following questions:

 

o    Will the company continue to manufacture in the United States and ship abroad, or should they add a production facility closer to the intended international markets?

o

o    Appendix B has a list of methods and strategies (see below) that can be used when a company decides to go international. What strategy would be chosen by SP and VM? Will it be the same for both? If not, why not?

 

Strategies are:

·         Export the product or service

·         License others to act on your behalf (as sales agents franchisees, or users of your processes and patents)

·         Enter into joint ventures (Partnerships) for mutual benefit to produce, to market or to do both.

·         Build or purchase facilities outside your home country to conduct your business

 

o    In which continents/countries should SP and VM begin their international activities? Or, considering their product line, should they offer their products to all countries?

o    Considering cultural, religious, sociocultural, technological, economic, legal and political differences, are there areas or countries that are better suited than others for their respective product lines? Are there areas or countries where their product line would meet resistance or be rejected? Why?

 

 

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Cultures in Europe becoming more similar. devry tutorcom essay help: devry tutorcom essay help

What do you think about the following statement?

Cultures in Europe are becoming more similar.

Whether you think the statement is true or false, briefly explain why you think the way you do. What are the advantages and disadvantages of cultures becoming more similar?

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Stakeholder Analysis and Communication essay help site:edu

Discussion Topic:  Stakeholder Analysis and Communication

Initial Post Requirement (20 points):  Minimum 300 words. Choose one of the following discussion questions located at the end of Chapter 6, CPM 4e and write a discussion post in response.  You must include at least one citation (in text) and a reference list in support of your discussion. Choose from Discussion Questions 5, 9, or 10.

Assessment: You will be assessed on 1) content and 2) completeness (e.g., use of in-text citation of references used for summarizing, paraphrasing and quoting and other writing mechanics) and word count.

please provide turnitin report

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Case Overview of hiring three different professionals essay help us: essay help us

Case Overview—Part B

In August, Jason Hubbs submitted a résumé to the human resource department of Big Time Computers Inc. in response to an advertisement in the local newspaper for a senior technical writer. After a short interview process in which three of the four individuals on the selection committee felt that he should be hired, Lisa Cavanaugh hired him.  Hubbs spent a three-week training period learning departmental methods and procedures, becoming familiar with Big Time’s products, and preparing for his first writing assignments. As a senior writer, Hubbs was also expected to serve as a technical publications project leader for one of Big Time’s product groups. During the training period, Hubbs attended project meetings to meet the employees from other departments who were involved with that product group and to become current on what was happening within it.

Following the training period, Hubbs started his first writing assignment, the revision of a software manual to reflect upgraded product software. Hubbs went two weeks beyond the scheduled date for completing the first draft of the revision. In editing the first draft, Hamrick felt that the writing quality and organization were poor and suggested extensive changes before the manual was distributed for review. Hubbs implemented these changes and prepared the manual for review. One week before the review, Hubbs sent an advance notice email message to the reviewers, notifying them of the upcoming review. Mark Samson, the project leader for the product described in the manual, pointed out to Lisa Cavanaugh that the message was sloppy, and had misspellings and poor grammar. He expressed concern that the credibility of the technical publications department was at risk if the quality of any of the written material that went out to the entire company was poor. Hamrick and Samson also expressed concern to Cavanaugh about Hubbs’s writing ability.

Cavanaugh decided to implement some procedures to monitor Hubbs’s progress and temporarily give him more supervision. She scheduled weekly meetings with Hubbs during which he was to give her a detailed status report for the week, with particular emphasis on tracking manual schedules. She also required Hubbs to send his work to the technical editor on a chapter-bychapter basis, and each week Hamrick would meet with Hubbs to discuss his writing. Cavanaugh also decided to postpone giving project leader responsibilities to Hubbs, but she had him continue to attend project meetings with Murray and planned to give Hubbs a project in the future.

 

 

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.

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Resentment was starting to develop in the technical publications department due to Hubbs’s failure to meet expectations. Several of the writers complained to Cavanaugh because Hubbs had been hired as a senior writer at a higher salary, yet his writing skills were apparently inferior to theirs. Murray also expressed dissatisfaction at having to serve as project leader for

two projects when the expectation was that Hubbs would take one of the projects. Hamrick fell behind in his editing assignments because of the extra time he was spending with Hubbs, and the editorial assistants complained about the quantity of cleanup required because of Hubbs’s poor work. In private meetings with dissatisfied employees, Cavanaugh expressed faith in Hubbs’s abilities and urged patience while she worked on developing his skills.

Hubbs showed signs of improvement in his writing skills and his ability to meet deadlines under the procedures implemented by Cavanaugh. As a result of this and because Hubbs now had four months’ experience at Big Time, Cavanaugh assigned Hubbs to write a marketing article on a topic related to his area of technical expertise. Hubbs was to work with a marketing engineer and a marketing product manager to develop the article by a specified date. When the initial review of the article was due, Hubbs gave the first draft to the marketing department without any review or edit from within the technical publications department. Marketing was dissatisfied with the organization and content of the article; Dennis Smith, marketing product manager, met with Lisa Cavanaugh to express this dissatisfaction. Although Cavanaugh assured Smith that technical publications could complete the article to his satisfaction and on schedule, Smith decided to have the article written by a marketing employee.

Though his writing skills were slowly improving, lingering resentment continued about Hubbs’s status and salary as a senior writer. Morale in the department was low. Hamrick continued to have a difficult time fulfilling his editing responsibilities because of the extra time he was spending with Hubbs, and Murray couldn’t meet manual schedules because of the time spent fulfilling project leader responsibilities for two projects. Lisa Cavanaugh knew that it was time to act.

 

 

 

 

 

 

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.

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Big Time Computers inc.

Technical Publications Department

 

 

 

 

 

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.

 

Lisa Cavanaugh

 

 

 

 

 

 

Mark Samson

 

 

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Answer the following:

1. Evaluate the effectiveness of the process of onboarding and training Hubbs. What elements of the new hire orientation process would be particularly important to his successful performance? What other training opportunities could have helped him prepare for his role?

 

2. Assume the role of the manager in this case.  How do you handle a new employee who lacks the specific skills that were presented during the selection process? How do you determine if training is the solution and how much training is reasonable or expected?

 

3. Discuss the risks versus the benefits of the manager’s decision to have Hamrick mentor Hubbs. Overall, do you think this decision was effective?  If you do not agree, who do you think would have been a more suitable mentor for Hubbs?

 

4. Evaluate the manager’s process of handling Hubb’s performance problems.  Was it effective or could it have been handled differently? Was anything overlooked?  What other factors besides lack of skills or ability could have contributed to Hubb’s poor performance? How could the manager have mitigated some of these factors?

 

5. Consider the performance issue with the marketing department. What happens when poor performance affects a department’s reputation and credibility? What must the manager do to first improve that performance and secondly, control the damage from poor performance?

 

6. The manager needs to act.  What are her options and what factors and/or additional information must she consider before making a decision?

 

7. Review Case A and reflect on the recruiting and selection processes used to hire Hubbs.  • How could the recruiting and/or selection processes been improved to mitigate the new hire’s performance issues?  • What effect could the recruiting and/or selection processes have had on Hubbs’s subsequent performance and his team’s perceptions of his performance?

 

 

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.

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organizational political battles privacy cbest essay help

Assignment Overview

All organizations have internal politics. However, most organizations keep their political battles private and it is rare that the public will know the details about political intrigue within the major corporations. However, Hewlett-Packard (HP) is rare in that its political battles were waged publicly. HP will make for an ideal case study both because of the intense political behavior occurring at the top and because many articles have been written about these political battles.

HP has been through five CEOs since 2005, and each change of CEO has been controversial. The drama started in 2005 when then CEO Carly Fiorina was under attack from several members of HP’s Board of Directors. Some board members even took the dispute public by leaking information to the press. Fiorina fought back by investigating the leaks, but ultimately lost the battle and was ousted as CEO. Her replacement, Patricia Dunn, continued to investigate leaks by the board through the use of private investigators. Even more controversy emerged when it was discovered that the investigators used the method of “pretexting” in order to obtain phone records of board members.

Case Assignment

For this assignment, make sure to first carefully review the background materials regarding the causes of political behavior, types of political behavior, and the ethics of political behavior. Examples of the causes of political behavior include competition for resources, ambiguous organizational goals, lack of trust, and performance factors. Examples of types of political behavior include blaming others, selectively distributing information, managing impressions, and forming coalitions. Regarding ethics, consider the three main factors:

Does the political action violate individual rights?
Does it improve the welfare of those involved?
Does it increase distributive justice?

Review the background materials and do some research on the political dramas at HP. There is a lot written about HP’s many dramas over the years; here are some articles to get you started:

Pearlstein, S. (2011, Sep 25). How HP, Silicon Valley’s darling, became a soap opera. The Washington Post

Veverka, M. (2011). The soap opera at HP continues. Barron’s, 91(39), 25.

Kessler, M. (2006, Sep 08). Controversial HP probe started under Fiorina; stock falls as board continues public feud. USA Today [ProQuest]

Harwell, D. & Paquette, D. (2015, Sep 27). Fiorina’s divisive legacy. Washington Post. [EBSCOhost]

Once you have finished reviewing the background materials and have completed your research on HP’s internal politics, write a 4- to 5-page paper addressing the following issues:

What individual and organizational factors of HP and its senior leaders led to the intense political behavior? Refer to some of the specific factors discussed on pages 877-883 of Robbins (1997) that you think apply the most to HP in this situation.
What types of political behaviors did HP’s board members and CEOs exhibit? Be specific and use the types of political behaviors discussed in pages 297-301 of Luthans et al. (2015).
Were the leaks to the press by members of the board ethical? Was the investigation by Patricia Dunn into the links ethical? Use the ethical framework discussed on pages 896-898 of Robbins (1997) to guide your answer.

Assignment Expectations

Case Assignments are to be prepared in Microsoft Word and should be 4 to 5 pages in length, in addition to a cover page (course name and number, module number, session name, student name, and date prepared) and a reference list. The paper should be double-spaced, using 12 pt. type in the Times New Roman font. It should consist of a 2- or 3-sentence introduction, a body, and a 2- or 3-sentence conclusion and use Trident’s cover page. The reference list page must be in APA format.
Assignment content should include a brief introduction to the assignment, background information about the organization being studied, and discussion in terms of the concepts or theories being applied in the assignment.
Use headings and subheadings to improve presentation values.
Include both a References page and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 11-14 on in-text citations. Attention is to be given to citing sources of information in-text as well as in the References page at the end of the paper. Citation and reference style instructions are available at https://owl.english.purdue.edu/owl/resource/560/10/ or at APAstyle.org.
Submit your report in the Case dropbox for this module on or before the date due, as indicated in the TLC Homepage.
Since you are engaging in research, be sure to cite and reference the sources in APA format. The paper should be written in the third person; this means words like “I,” “we,” and “you” are not appropriate. For more information, see Differences Between First and Third Person.

Submit the presentation through the appropriate Dropbox by the due date. Your submission will be graded with the assignment’s grading rubric.

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