...1. Using Table 11–1 as a guide, what needs to be done to turn Google’s HR group into a true team? In order for Google’s HR group to be a true team, it needs all members of the group to work together. The group “develops its own purpose or mission. Problem solving becomes a way of life not a part time activity.” A team is more effective when they work together as a whole rather than individually. Members need to realize that everything becomes a shared group effort. Accountability shifts from strictly individual to individual and collective. It’s now a group rather than individually, workload is shared and leadership is shared. According to table 11-1, “effectiveness is measured by the group’s collective outcomes and products” (Kreitner & Kinicki, 2013, p. 301). 2. Should Google’s HR team members have been instructed ahead of time in the teamwork competencies in Table 11–3? Explain how it should have been done. I think Google’s HR team members should have been instructed ahead of time in the teamwork competencies. People are more successful when they know what is expected of them beforehand. According to table 11-3, you need to develop strong team competencies. This includes: orienting team to problem-solving situation, organizing and managing team performance, promoting a positive team environment, facilitating and managing task conflict and appropriately promoting defense of preferences when supported by logic based arguments. Real teamwork requires a concerted collective...
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...crackles halfway up lung fields bilaterally, and dyspnea (Moseley, Klein & Sole, 2013, p. 327). Her blood pressure is 170/94 mm Hg which is high and respiration rate of 28 breaths per min (high), low oxygen saturation 90 %, tachycardia signify that her body system was trying to compensate for low cardiac output and tissue perfusion by activating renin-angiotensin-aldosterone system and the adrenergic nervous system (Moseley, Klein & Sole, 2013,p. 326-327) Since MR. D has both right-sided and left-sided heart failure, the ICD nurse will assess precipitating factors as well as diagnostic studies. Some precipitating factors are Mrs. D has a history of hypertension, diabetes, and coronary artery disease. She had a myocardial infarction (MI) 3 years ago and her age (68 years) is also a precipitating factor (Moseley, Klein & Sole, 2013, p. 326). 2. Decreased Cardiac Output related to increased preload or afterload, decreased cardiac contractility, dysrhythmias, impaired diastolic function as evidenced by patient has sinus tachycardia with HR 104 bpm, BP 170/94mm Hg, CO2 33mEq/l, low oxygen saturation 90%, RR 28 breaths per min, BNP 656 ng/L, dyspnea on exertion, lower leg edema over the past 3 days, history of MI, hypertension, diabetes, coronary artery disease, positive S3 heart sound heard, Lower extremities have 1+ pitting edema bilaterally up to her mid calves, and crackles halfway up lung fields bilaterally. 3. Based on the priority nursing diagnosis, what interventions (both...
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...(2003, April 12). Innovations in primary care in the United States. BMJ, 326(7393), 796-799. Retrieved from http://www.ncbi.nlm.gov/pmc/articles/ PMC153099/ HR Metrics. (2006). Staffing metrics-recruiting cost ratio (RCR). Retrieved from http://www.humanresourcemetrics.org/recruiting_cost_ratio.html Merritt, J. (1993, January). The art of recruiting primary care physicians. Trustee, 46(1),...
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...Diversity Training Plan Jayne Egharevba HRM 326 Rick Lab June 27th, 2016 Diversity Training Plan Diversity is defined as “the state of having people who are different in race, culture, gender, ethnic, color, education, social status, etc. in a group or organization” (Merriam webster.com). Diversity training is geared towards helping participants gain awareness into different cultures for the benefit of employees and the organization. Managing diversity and inclusion can be very challenging and involve shaping the environment for the employees to be able to express themselves without judgment and also to contribute and participate towards the organizational strategic plan and personal development.” Strategic responses for managing diversity are presented in a framework of proactive, accommodative, defensive, and reactive modes. These reactions are discussed regarding episodic, freestanding, and systemic implementation practices” (Dass, P., & Parker, B.1999), Diversity training program is a process that “promotes social and economic fairness, its real purpose in business is to increase profits in the national and global markets, (smallbusineschron.com). Having a diverse training program helps portray a concrete platform, and also to get rid of all negative beliefs and initiate changes towards inclusion and ways to deal with individuals in a professional and acceptable manner using the policy, guidelines and employee handbook.” Employees and management cannot help...
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...to the global recession * High price products | Opportunities * The need for ergonomically correct office furniture had increased * The increasing demand for environmental friendly products * Innovation for new products to attract new customer group | Threats * Telecommuting had decrease the need of office equipment * Cost of raw materials and competition from over seas * Low price competitors may take over the market shares | Value Chain and Competitive Advantage Primary ActivitiesSupply Chain Management – Agreement with suppliers to deliver parts to Herman Miller production facilities in a just-in-time process. Also, the company outsources component parts to suppliers in order to reduce the fix production cost. (C-326) Operations – Maintain efficiencies and minimizing the inventory cost by purchased direct materials and parts as need to meet demand. Distribution – Herman Miller has manufacturing operations located in different countries, and it produces the products and delivers to the local independent dealerships.Sales and Marketing- All productions are made of recyclable materials and renewable energy. For the builders who used its production will earn points of Leadership in Energy and Environmental Design certification. (Green Market)Service – provide explanations and description for the products, and customers support. | Support ActivitiesProduct R&D, Technology and...
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...ADCP 345 Sections: C, D & E Human Resource Management Course Syllabus Instructor: Jean B. Saulsberry Telephone: (901) 435-1727 (Office) (901) 326-3219 (Cell Phone) E-Mail: jean_saulsberry@loc.edu Textbook: Human Resource Management Authors: Robert L. Mathis & John H. Jackson Edition: 13th ISBN# 978-0538453158 Course Objectives: ➢ Students will learn key Human Resource practices as recruitment, selection, training, compensation, performance appraisals and laws that constrain these practices. ➢ Students will come to understand how these practices can be successfully developed and implemented in the context of today’s environment. ➢ Students will develop an understanding of HR importance to an organization and learn about the manager’s role in the HR process Course Requirements: 1. Please come to class prepared to discuss the chapter readings and present a thorough written brief on the assigned cases. Each case must be at least 1 full page in length (12“font). Case studies must be submitted at the beginning of each class. E-mail copies will not be accepted. These cases will be checked for content, grammar, use of examples and must answer the questions associated with each case. Strong emphasis in grading will be placed on individuality and originality. Questions concerning these papers may be presented to the instructor at any time. 2. Final Exam: Students are expected to choose a topic from the...
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...Natural History (4) BI 321 Systematic Field Botany (4) BI 361 Marine Ecology (5) BI 451 Invertebrate Zoology (5) BI 454 Plant Ecology (4) BI 474 Biology of Insects (5) Plant Biology: (choose one) BI 321 Systematic Field Botany (4) BI 330 Plant Physiology (5) BI 340 Plant Nutrition (4) BI 371 Structure of Seed Plants (4) BI 454 Plant Ecology (4) Zoology Emphasis: (16-20) Choose one: (Biology of Invertebrates) BI 451 Invertebrate Zoology (5) BI 474 Biology of Insects (4) Choose One: (Biology of Vertebrates) BI 317 Vertebrate Natural History (4) BI 324 Comparative Vertebrate Anatomy (5) BI 453 Marine Vertebrates (4) Choose One: (General Zoology) BI 326 Developmental Biology (4) BI 360 Animal Behavior (4) BI 432 Immunology (4) BI 434 Comparative Animal Physiology (4) BI 437 Neurobiology (4) Any Upper Division Biology course: (Advisor approved) Hrs 15 15 4 4 4 4 4 4-5 Has Lacks Student Signature: Date: Program notes & Additional Degree Requirements Biology majors, regardless of emphasis, are required to maintain a C average in courses that are used to satisfy biology degree requirements. Students graduating in the various emphases of the biology major are required to take a standardized exit exam in their last year. Each course can fulfill only one specified requirement within the major. BI 406 credit may be substituted for one course in the selected emphasis with pre-approval of the student's Biology advisor. 4-5 4-5 4-5 Minimum degree requirements of...
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...Taipei Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND LEGAL CONSIDERATIONS 28 Business Ethics and Corporate...
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...Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Human Resource Management Introduction Human resources management is defined as a scheme of activities and strategies that focus on how to manage employees successfully at all levels of an organization to achieve organization objectives (Byars & rue 2006). According to Stone (2005) HRM is important to determine the effective and efficient use of people in achieving the organization’s strategic, business objectives and the satisfaction of individual employee needs. In order to have a successful HRM it is important to have a strategic HRM, strategic HRM is the process of interconnecting the HR purpose with the strategic objectives of the organization in order to increase performance (Bratton 2013). There is several importance of strategic HRM which is to focus on performance and consistency of its business, bridge between business strategies and human resources practices, identifying and analyzing the external opportunities and threats may impact to the organization, and help companies work harder to meet the needs of their employees (Mathanas 2011). SWOT analysis is part of strategic HRM due to SWOT can determine the future of an organization that are referred to strategic factors. SWOT analysis in HRM is defined as a tool that helps organization assist issues within external which includes assessment of strength, weaknesses, external opportunities and threats, and provides an outline for strategic decision making in HRM (Colbert 2013). According to Chen & Brunenski...
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...Louvanto, K., Rintala, M. A., Syrjänen, K. J., Grénman, S. E., & Syrjänen, S. M. (2011). Incident cervical infections with high- and low risk human papillomavirus (HPV) infections among mothers in the prospective Finnish Family HPV Study. BMC Infectious Diseases, 11(1), 179-189. Retrieved June 22, 2011, from EBSCOhost Academic Search database. The authors talk about the increase or decrease risk of incident of HPV infections in pregnant women along with the importance to better understand the dynamics of HPV infections. Human papillomavirus (HPV)-types that infect the female genital tract belong to the alpha-papillomavirus-genus which includes 15 species and 58 HPV-genotypes. According to their clinical behavior, 15 HPV-types are high-risk (HR)-types, 12 are low-risks (LR)-HPV-types. Ramanakumar, A. V., Goncalves, O.,...
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...Diversity Training Plan Jennifer Perez HRM/326 May 23, 2016 Diversity Training Plan Many employers are unaware of the benefits of and ways to achieve workplace diversity. This Diversity and inclusion training plan provides this information. This plan is designed to be presented by an individual who is knowledgeable in diversity and business strategies and who is familiar with the company’s strategic business plan. By the end of this training the employee should be able to provide a clear understanding of what diversity is and what it is not, to raise a greater awareness and sensitivity to diversity issues that go well beyond the assumed categories, to recommend behavioral tools for fostering a more cohesive workplace and to define diversity. Companies who recognize that they are only as good as their employees devote a great deal of time and resources to hiring the most talented individuals. By striving to build and maintain a diverse workforce, they have access to a larger pool of candidates thus improving the odds of hiring the best people. Employers who put people first, regardless of their race, religion, gender, age, or physical disability have an advantage over competitors. (The Business Case for Diversity - Training for Supervisors, May 2016) Diversity is the quality or state of having many different forms, types, ideas, etc. Also defined as the...
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...Introduction Human resource management, commonly abbreviated as HRM, has emerged as an increasingly important field in contemporary business organizations. Companies today recognize the HRM function as being highly integral to their success, since HRM has evolved from simply being a function that is responsible for hiring and firing employees, to a function that manages people and knowledge within an organization. This means that no company in today’s competitive market is able to succeed without looking at HRM as a core component of their business structure. This report analyzes the theories of HRM, delving into the core responsibilities and functions of the HRM department within organizations and how these lead to organizational success. Importance of HRM is highlighted for organizations overall, and then specific HRM policies of companies in the fast food industry are assessed in terms of their strengths and weaknesses to analyze what core functions of their HRM strategy attracts employee so that other companies can also learn from their success and implement similar strategies within their business structures. The Definition and Theories of HRM In the contemporary business world, organizations face immense competition and the only way for any organization to outperform competition is through implementing effective and strategic business processes and business functions. For this purpose, organizations aim to constantly improve upon their HRM function since competitors...
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...Mr. Jones, As you are aware, a former employee has filed a claim with the Equal Employment Opportunity Commission (EEOC) against Toy Box Industries (TBI) under Title VII of the Civil Rights Act of 1964, constructive discharge, after a work schedule policy change. The employee, who quit after the policy change took effect, is alleging that the enforcement of the company’s new policy on shift work is discriminatory because the policy requires employees to work on a religious holy day. In the past, production employees worked Monday through Friday. As a result of company growth, the production schedule was changed at the beginning of the New Year, requiring employees to work 12-hour shifts with four days at work and then days off. The four workdays can occur any day of the week, Monday through Sunday. The entire production staff is required to work this rotating shift. Office staff members had no change in their schedule and continue to work from 8:00 a.m. to 5:00 p.m., Monday through Friday. As requested, I have done some initial research into how the company should respond to the employee’s claim. Constructive Discharge Constructive discharge is a legal term that references a situation in which an employee feels “no other choice” but to resign their position due to alleged intolerable working conditions such as workplace harassment or discrimination as defined under Title VII of the Civil Rights Act of 1964. Two Supreme Court cases in 1998 provided some guidance regarding...
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