...Managing Stress 9-1 What is Stress? Stress for those in industrialized societies often originates in organizations • Stress that originates elsewhere interacts with and affects workplace behavior and performance Stress • An adaptive response moderated by individual differences • A consequence of any action, event, or situation that places special demands on a person Stressor • A potentially harmful or threatening external event or situation 9-2 Stress Triggers Work overload or a nagging boss Computer problems or time deadlines Downsizing and mergers Poorly designed jobs Marital disharmony and financial crises Accelerating rates of change World events 9-3 What is Stress? For something to cause stress, it must be seen as a source of… Challenge Threat Harm Stress 9-4 What is Stress? Key factors determine if an experience is likely to cause stress ■ Importance ■ ■ Uncertainty Duration Stress duration ■ ■ Acute stress lasts for seconds, hours, or days Chronic stress may last for months or years 9-5 Moderators Stress is influenced by individual differences (moderators) Even in the presence of moderators, intervention may be needed Age and gender Social support mechanism Personality Heredity 9-6 Work Overload Qualitative • Occurs when people lack the ability needed to complete their jobs or when performance standards are set too high Quantitative • Results from having too many things to do or insufficient time to complete a job • Can cause biochemical...
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...HR Metrics and The Measurement of HR Tony Guse Human Resources Management AL359 Instructor: Mary Felder 5/10/2014 The goal of an effective HR department is to add value, make an organization more viable, and contribute towards the objectives and goals of a business. Human Resources Metrics convey the value added by the HR function; demonstrate the contributions made by human capital; and measure job-related duties. To be considered a strategic partner, HR must understand business. Intrinsic to that understanding are HR metrics. Simply put, metrics are a way to calculate, measure and track key performance indicators. In the same way that a company has a strategy, so must HR. Most HR activities can be measured and benchmarked (Mathis, 58). There are practically an infinite amount of metrics that HR can use spanning recruitment, retention, payroll, compensation, benefits, productivity, and training, among others. Each metric can provide insight in to how HR is performing. Some metrics are more important than others. This is all dependent upon the company’s goals, strategy, and how much useful data is available. There are, however, key questions to consider when establishing metrics: * What metrics are most valuable to the organization? * What data needs to be collected to calculate the metrics? * How will the data from the metrics be analyzed and benchmarked? * How will the data be used to improve processes and develop new action plans? When...
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...Chapter 6 HR MetRics and WoRkfoRce analytics Kevin D. Carlson anD MiChael J. Kavanagh EDITORS’ NOTE The capacity to manage is limited by the accessible information in our possession. Research on goal setting confirms that being able to articulate the specific goal for a task and the level of the goal we want to achieve enhances performance of that task. Better information about the expectations of customers, the actions of competitors, and the state of the economy provides strong support for the strategic direction of organizations. Information about levels of output, for example, numbers of defects and efficiency of processes, positions line managers to produce high-quality products in the right amounts at the right time to meet customer needs. The same is true for the effective management of human capital in organizations. As discussed in this chapter, effective approaches to the measurement of human capital and the impact of people on organization processes, for example, HR programs such as recruiting, will enable both HRM professionals and line managers to utilize the human capital in organizations effectively. This measurement is accomplished by focusing on the development of systems of workforce analytics and supporting HR metrics that meet the needs of organization decision makers. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated...
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...Aronson Security Group asked us to comment on four questions related to metrics. Since creating, measuring and accelerating value is our focus, we were happy to oblige. Here were the four questions: * How do you determine what to formally measure? * How do you collect, understand and report on those metrics? * What value does security get from investing in metrics? * What value does the organization get from investing in metrics? What is Performance-Based security? Measuring security performance means assessing business and security results to: (1) determine how effective the strategies and operations are and (2) make changes to address shortfalls and other problems. There are different methods and criteria for measuring performance. However, the common strand through each is the ability to measure the results generated by core business processes, using specific metrics. For each process, there are many possible metrics. Why should Security Organization’s Measure? * Improvement: Understand your strengths and your weaknesses. Show continuous improvement over time. * Planning and forecasting: Performance metrics creates a progress trend line allowing organizations to not only be clear on their current performance position but also forecast their future condition based on the data * Technology Lifecycle Management: Performance metrics are non-existent for the up-time metrics of the hardware and software that security uses. But this ‘viability index’...
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...Performance Metrics, what metrics, if any would you identify that are essential to managing the prescription fulfillment process at CVS. Ramias and Wilkens’ state that the starting point in developing metrics is to understand the expectation of the customer. Upon review of the data compiled by the PSI team, customers expect accuracy and timeliness. Therefore, most of the metrics developed below focus on measuring the two expectations and, I believe, are essential to managing the prescription fulfillment process at CVS. 1. Processing time – prescriptions filled per unit of time. A major customer complaint was time – either waiting too long in line, waiting for their prescription after the pick-up time, etc. 2. Number of prescriptions filled per day and median processing time. Again, this metric will help identify peak time periods, staffing needs, and eliminate waiting times by customers. This would also help to measure accuracy. If prescriptions are constantly wrong and the customer has to wait to correct them, the processing time will be higher than expected. 3. Hourly volume and median processing time. This metric would measure the volume of prescriptions filled per hour, the percentage of prescriptions filled in under the target number of minutes, and the median time to fill them per hour. Because heavy users cited service as their number one reason for switching pharmacies, and time is such a huge part of the customer’s expectations, metrics should be...
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...to recognize innovations and excellence. Examples – process improvement recommendations, social media presence, positive customer feedback, above and beyond duty, special project participation/completion, etc. End of day results reported to Supervisor/Manager. Supervisor/Manager validates point total with each recruiter during a daily performance review. I will install a MS Outlook email template on each recruiter’s laptop for easy reporting. Supervisor/Manager will report weekly results to the Sr. Manager. The Senior Manager will develop a MS Excel based management tool to consolidate the results and report to the Sr. Director NLT COB Monday of each week. Team results will be published at the Sr. Director’s discretion. The performance metrics will be used to document work ethic, identify potential training needs, and drive production. Processing week goal – 20 points. A processing week is defined as a work week with no scheduled deployments to training or BOG. Deployment week goal – 20 additional points. A deployment week is defined as a work with a scheduled deployment to training or BOG. Recruiting jeopardy Pitch – Baseball video from the untouchables. Recruiting Script training Kevin Flynn Offer Anthony Niman Offer, reporting instructions Courtney Offer Complete Gary Johnson’s...
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...Teague Week 7 paper 4/22/13 There are many metrics used in network management that can be broke down into three sections including classic, cost, and revenue for short. The classic metrics consist of availability which is the percentage of time during which a service is functioning properly. Availability is broken into two aspects, as a whole and availability that factors maintenance, where maintenance is more effective because it only captures unavailability caused by a negative surprise. MTBF or Mean Time Between Failures is a measure of reliability its job is to give an indication of how often a service or device becomes unavailable, but not so much the length of the outage. MTTR also known as Mean Time To Repair provides the length of time it takes for services that are impacted by failures to be restored. Total cost of operations can be normalized over a different group of metrics, such as, the number of devices and the operational cost per device. Devices and differ in nature and scale so this metric is not always meaningful unless dealing with homogeneous environments. The number of ports is another metric that provides a more level playing field and allows operational cost to be compared across different types of equipment. An example of number of service instances could be the operational cost per voice extension. The number of end users would be the operational cost per employee in an enterprise. There are also metrics that concern the network management impact...
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...change with the environment. New generations and advanced technology continue to challenge organizations. To completely gain an understanding on the effectiveness of an organization, it is important to identify the three key metrics and provide an example for each. Next, a company will be selected for ineffectiveness and a description of practices that have contributed to the organizations ineffectiveness. The last metric is recognized for the beneficial purpose toward the effectiveness on the organization. Key Metrics and Examples "Because managers are responsible for utilizing organizational resources in a way that maximizes an organization’s ability to create value, it is important to understand how they evaluate organizational performance" (Jones, 2010, p. 15). The three key metrics for an effective organization are control, innovation, and efficiency. The first key metric is control which is defined as focusing on the customers, stakeholders, and internal and external resources of the organization. The second key metric is innovation which means the recreation or discovery of a new product. During the innovation of a new product, the organization must then look into developing new skills and processes for the employees. The third key metric is efficiency which means to stay on top of competitive products, gaining knowledge of new technology, all in a cost effective and timely manner. An example of control is when management takes the action to secure "scarce...
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...Final Exam Marcene K. Jack UMUC 1209 HRMN 395 6380 The American Association of Motor vehicle Administrators also known as AAMVA is located in Arlington Virginia. AAMVA’s mission is “to support North American motor vehicle and law enforcement agencies in achieving their mission.” This non-profit organization was founded in 1933 to represent “the state officials in the United States and Canada who administer and enforce motor vehicle laws.” As of June 2012 AAMVA has a total of 105 fulltime employees. AAMVA is an at will employer who has taken the interest of its employees to heart. AAMVA has implemented key goals that will better serve the association and its employees in its entirety. The three strategic Goals are “Using a formal policy process, define and advance official, member-driven positions, recommendations and model legislation, Deliver to members prioritized elements of a comprehensive, adaptable solutions package that helps them address their most critical business challenges in driver, vehicle and law enforcement, and Strengthen AAMVA’s financial foundation to increase long-term value to members.” With these goals in place the organization and its employees are working together to accomplish one goal, that is making its employees and customers happy. By having these goals in place , employees have a better understanding of what the organization is trying to accomplish, so therefore each employee know what specific role they play in accomplishing the mission that...
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...Chapter 1 | Physical and Measurements | | SUMMARY | | * Physical quantity is a quantity that can be measured. * Table 1.1 shows two types of physical quantities:Table 1.1 : Two types of physical quantities Basic quantities | Derived quantities | - fundamental physical quantities- examples: length, mass, temperature and etc. | - combination of several basic quantities- examples: acceleration, force, volume and etc. | * Units are standardized quantities we use to compare our measurements against. * In physics, a standard system of units based on metric system is known as the Systẻme International d’Unitẻs or SI. * SI uses seven base units including meter (m), kilogram (kg), and second (s) for physical quantities length, mass and time, respectively. * Large values in SI unit are normally written in powers of ten. * Another way in writing units in powers of ten is by using prefixes. * Table 1.2 shows some of the powers of ten and the SI unit prefixes used for them.Table 1.2 : SI Prefixes Power of ten | Prefix | Symbols | 10-18 | Atto | a | 10-15 | Femto | f | 10-12 | Pico | p | 10-9 | Nano | n | 10-6 | Micro | µ | 10-3 | Mili | m | 10-2 | Centi | c | 103 | Kilo | k | 106 | Mega | M | 109 | Giga | G | 1012 | Tera | T | 1015 | Peta | P | 1018 | Exa | E | * Significant figures are number of meaningful digits in a numerical quantity. * A significant figure is one that is reliably known * Nonzero digits are always...
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...1. Preliminaries 1. Set operations A set is a collection of some items such as outcomes of an experiment. We denote sets using upper case letters, say A and write a ∈ A if a is an element belonging to A. If A and B are two sets, then the notation A ⊆ B means that the set A is included in B , i.e. each element of A is also an element of B : A⊆B iff [∀a ∈ A : a ∈ B ] If A ⊆ B and A = B then we say that the set A forms a proper subset of B and write A ⊂ B . Dorota M. Dabrowska (UCLA) Biostatistics 255 September 21, 2011 1 / 49 In what follows all sets will be subsets of a larger set Ω. The complement of A in Ω is denoted by Ac and represents elements of Ω which do not belong to A: Ac = { ω ∈ Ω : ω ∈ A} / The complement of the set Ω is given by the empty set ∅. Dorota M. Dabrowska (UCLA) Biostatistics 255 September 21, 2011 2 / 49 For any sets A ⊆ Ω, B ⊆ Ω, we denote by A ∪ B and A ∩ B their union and intersection. The union represents points which belong to A or B : A ∪ B = {ω ∈ Ω : ω ∈ A or ω ∈ B } while intersection corresponds to points which belong to both sets A ∩ B = {ω ∈ Ω : ω ∈ A and ω ∈ B } If A and B are disjoint sets, i.e. A ∩ B = ∅, then their union will be denoted by A + B . Finally, the difference and the symmetric difference are defined as B − A = B ∩ Ac = {ω : ω ∈ B and ω ∈ A} − difference / A∆B = (A − B ) ∪ (B − A) − symmetric difference Dorota M. Dabrowska (UCLA) Biostatistics 255 September 21...
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...NOT MEASUREMENT SENSITIVE MIL-STD-961D 22 MARCH 1995 SUPERSEDING MIL-STD-961C 20 MAY 1988 DEPARTMENT OF DEFENSE STANDARD PRACTICE FOR DEFENSE SPECIFICATIONS AMSC D7117 AREA SDMP DISTRIBUTION STATEMENT A. Approved for public release; distribution is unlimited. MIL-STD-961D FOREWORD 1. This standard is approved for use by all Departments and Agencies of the Department of Defense (DoD). 2. DoD 4120.3-M, “Defense Standardization Program Policies and Procedures,” discusses the different types of specifications used by the DoD. This standard establishes practices for developing performance and detail specifications prepared by or for the DoD. This standard covers the requirements for "standard" performance and detail specifications, meaning specifications that are used on multiple programs or applications. 3. It is DoD policy to give first preference to developing and using performance specifications. If it is not practical or effective to use a performance specification, a non-Government standard should be used. If it is not practical or effective to develop and use a performance specification or non-Government standard, a detail specification may be developed and used, but only as a last resort. 4. There are two primary objectives for the changes to this standard. First, for the DoD to meet its military needs in the current economic and political environment, it must increase access to an expanded industrial base that can meet defense needs at lower costs with state-of-the-art...
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...for the Metric Conversion program. The first requirement has already been entered for you. 1. The Metric Conversion Program will display a Main Menu to the user listing the available metric-to-U.S. measurement conversions available, along with an option to quit the program. 2. The Metric Conversion Program will confirm user entry is valid (1 to 5) or closes if entry is 6. 3. If entry 1 to 5 is entered the Metric Conversion Program will prompt for entry of metric measurement. 4. The Metric Conversion Program will verify the metric measurement is valid (0.0 to 10000.0) or prompt for valid entry. 5. The Metric Conversion Program will convert the entered metric measurement to corresponding amount using conversion formula. 6. The Metric Conversion Program displays converted amount. Input-Process-Output Chart Complete the following Input-Process-Output chart for the Metric Conversion program. The first process has already been entered for you. |Input |Process |Output | | |Display Main Menu |Main Menu | |Measurement Section |Get Main Menu Section |Measurement Section | |Metric Measurement |Enter Metric Measurement...
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...FCciitsweiglit ofiidsbyiialf KFC has developed a lid for its fast-food buckets that weighs 50% less than its predecessor and makes a significant contribution towards the restaurant chain's aim to reduce its packaging by 1,400 tonnes in 2009. The chain has moved the lid from a double-ply material that weighed double the new singlc- ply product. International Paper supplied KFC witli the lids., which will be launched in the UK this month. According to the company, moving to the new lid will reduce the weight of material used for that part of its packaging by 220 metric tonnes a year, which equates to 16% of KFC's target savings for 2009. • Separately, KFC is reported to be suing one of Its suppliers in the US over concerns that some of its packaging could catch fire when reheated in a microwave. Lighter cartons for Innocent smoothies by Catherine Dawes Innocent has moved its onelitre smoothies into lighter cartons with a new no-membrane lid, to save 20 tonnes of plastic a year. The Tetra Rex cartons are 8% lighter than before, saving around 100 tonnes of cartonboard a year, and have been launched as Innocent also introduces its first FSC-certified packaging, for its children's wedges. Previously, under each cap, there was a foil-laminate membrane that had to be removed using a ringpull before the drinks could be poured. Innocent explained in a statement: "Since our smoothies need a good shake first, Innocent: Tetra Rex cartons...
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...information, perhaps attachments as well. How I reacted to the memo: The document seems organized and flows with the intent of the message until you get to the bullets. The information seems to break down here. I see no reason why there are bullets, these could be more logically, short one liners, or be paragraphs and some of the information doesn’t seem to be needed, as it may be too vague and confusing for the recipients. The information in the bullets could well be left out of this document or at least revised; I’m uncertain whether they truly add value. Visual attachments might have aided in the understanding of the changes as well, the use of kilometers should also include miles, in case some recipients are not knowledgeable on the metric system. The memorandum also speaks to significant cost savings and increased production volumes, yet there are no statistics included, so how do the recipients comprehend this? The closing paragraph speaks to each recipient drafting a strategic plan immediately, yet the move is planned sometime within the next five years, with no set expectation of an actual timeframe for the recipients. Also, there is no set time for the delivery of the strategic plans and to whom. The document lacks a real closing sentence such as a courteous end to the recipients or an opportunity for a response. Comments and suggestions for improvement: Heading The addition of the company logo adds credibility to the document, but it does utilize quite a bit...
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