.../531 Human Capital Management Final Exam Progress: (0/36) 1) ____________ are internal states that focus on particular aspects of or objects in the environment. A. Concepts B. Abilities C. Attitudes D. Values 2) Inventory shrinkages and accidents pertain to which component of direct costs associated with mismanaged organizational stress? A. Communication breakdowns B. Loss of vitality C. Performance on the job D. Participation and membership 3) Distrust, disrespect, and animosity pertain to which component of indirect costs associated with mismanaged organizational stress? A. Communication breakdowns B. Performance on the job C. Participation and membership D. Quality of work relations 4) Title VII is most relevant to the employment context because it __________on the basis of race, color, religion, sex, or national origin in all aspects of employment. A. prevents layoffs B. eliminates nepotism C. prohibits discrimination D. encourages advancement 5) Thousands of equal-pay suits have been filed, predominantly by ___________ since the Equal Pay Act of 1963 was passed. A. Americans with disabilities B. the elderly C. African Americans D. women 6) The Thirteenth Amendment A. prohibits each government in the U.S. to stop a citizen from voting based on race B. prohibits the denial, termination, or suspension of government contracts C. prohibits slavery and involuntary servitude D. guarantees equal protection of the law for all citizens 7) Which of the following would you associate...
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...InterClean Company Development Plan University of Phoenix-Diamond Bar HRM/531 Human Capital Management September 19, 2010 InterClean looks at two key elements of a job analysis, one it identification of major job requirements (MJR) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source is the most current, official position description. The second element is identification of knowledge, skills and abilities (KSA) required to accomplish each MJR and the quality level and amount of the KSA’s needed. Most job analysis deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. Goals of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled. (U.S. Department of Interior, 1998) InterClean ------------------------------------------------- ...
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...InterClean and EnviroTech Jessie Ladson HRM 531 October 12, 2010 Linda K. Begley InterClean and EnviroTech Job Analysis Recently, InterClean has merged with EviroTech taking on a new strategic direction. The company will be expanding its’ horizon by providing full-service cleaning solutions for organizations within the health industry. The new strategy will provide full-service cleaning solutions on top of selling cleaning products. With this approach, the mid-level manager acquires the responsibility to obtain a new sales team. The team is a combination of current employees from both companies. The objective is to create a career development plan that includes a job analysis using an appropriate method, a workforce planning system and to identify the method to select members of the new sales team. A job analysis will prepare job descriptions and job specifications to assist in the hiring of the right quality of workforce in the organization. It will demonstrate the qualities required by employees to provide optimum work performance. The job analysis of the employees accepted on the new sales team will provide in-depth understanding of competencies required. It can help the company in creating a diverse, open environment, provide a clear decpetion of roles and responsibilities and promote positive job attitudes and work commitment. The jobs analysis will also improve organizational performances and productivity, indentify factors that shape worker’s motivation and...
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...Compensation and Benefits Strategies Anthony Montes, Dima Gammoh, Leah Osmena, Umang Mehta, Zachary Hoferitza HRM/531 05/08/2014 Dr. Victoria Wintering University Of Phoenix MEMORANDUM To: Traci Goldeman From: Anthony Montes, Dima Gammoh, Leah Osmena, Umang Mehta, and Zachary Hoferitza Subject: Compensation and Benefits Strategies for Landslide-Limousines Date: May 08, 2014 Thanks for forwarding Mr. Stonefield phone message to us. We understand Mr. Stonefield likes our recommendation for pay and benefits strategies. He likes to have pay and benefits comparable to other limousine services in Austin, TX market. He likes to plan for 25 employees. He is also projecting annual revenue for first year in red (-$50,000) but he is expecting revenue to grow at 5% rate over next couple years. In today market, not just base pay but, complete benefit package is very important to attract new employees and keep them. Managerial attitudes and organization ability to pay have a major impact on wage structure and levels (Cascio, 2013). We have taken following steps in order to come up with our recommendation for compensation and benefits strategies for Landslide-Limousines. Market Evolution of Austin, TX • Position in the market • Total limousines company in Austin – if lots of company then high employee turnover ratio. • Total limousines drives in Austin – Market Base pay and benefit package. • Why and why not limousines service will do well in Austin...
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...Running Head: DETERMINING WHO AND WHY Determining Who and Way Human Capital Management – HRM 531 January 24, 2012 Instructor: Bob Hanks Abstract The recruitment and selection process is one of the main functions of Human Resource Management. It is critical to the achievement of organizational and strategic goals. At some point, every organization will need to hire new employees. Selecting the wrong person could be a costly mistake when considering the amount of money involved in recruiting and training new employees. According to (Wienclaw, 2010), “the tools used to select new employees need to be demonstrably related to the job and must help the organization select those employees with the appropriate knowledge, skills, abilities, and other characteristics necessary for job success” (p. 1). To identify the recruitment and selection methods at Wal-Mart, a job description for a Senior Manager in Marketing-Promotions was selected from their website. This particular job description was selected because it includes position details, job duties, performance standards and job factors. In this paper, a concept map and associated discussion summarize the steps of the recruiting and selection...
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...Performance Management Framework Mr. Stonefield is starting his own business in Austin, Texas, called Landslide Limousine Service. One of the fundamental elements to building this new business venture is creating a framework for performance management. The framework must include necessary employee job skills, the methods used for measuring these skills, the process for addressing skill gaps, and the approach for delivering effective performance feedback. It is important to understand how the performance management framework (PMF) aligns to the organizational business strategy. Mr. Stonefield previously stated he wants to provide first-class transportation to his customers. His goals are realistic for the first year with an anticipated -$50,000 in revenue, and 10% turnover. The success of the business’s performance management will ensure there will not be any additional lost revenue, and turnover stays at, or under target. The goals set in place lay the foundation for the future of this company, and a clearly defined PMF will foster highly engaged employees and lead to continual revenue growth. It is imperative Mr. Stonefield’s employees have the necessary job skills to allow Landslide Limousine to achieve its goals and gain a positive reputation. A job analysis is “The process of obtaining information about jobs, including the tasks to be done on the jobs as well as the personal characteristics necessary to do the tasks” (Cascio, 2013, p.690). Mr. Stonefield has elected Atwood...
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...HRM 531 Week 2 Quiz Correct answer in capital letter 1. At a comprehensive point of view, a(n) _____ includes anything an employee values and desires that an employer is able and willing to offer in exchange for employee contributions. a. competency-based pay system b. employee stock ownership plan C. organizational reward system d. merit-pay method Organizational reward systems include both financial and nonfinancial rewards for employee contributions. 2. ___________ bridge the gap between organizational objectives and individual expectations and aspirations. a. Financial systems b. Corporate compensation systems c. Employment practices D. Rewards Organizational reward systems and compensation systems design involves working out tradeoffs among somewhat seriously-conflicting objectives. 3. Reviews of both laboratory and field tests of _____________ are quite consistent. Individuals tend to follow the equity norm and to use it as a basis for distributing rewards. A. equity theory b. the external labor market c. organizational needs d. the internal labor market Pay systems must be seen as adequate and equitable if they are to accomplish the objectives that management sets for them. 4. In labor economics, __________________ theory holds that unless an employee can produce a value equal to the value received in wages, it will not be worthwhile to hire that worker. A. the marginal productivity b...
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...Career Development Plan Summary HRM/531 March 7, 2011 Anita Orozco Kudler Find Foods (KFF) has recently promoted me to a midlevel manager in the accounting department. Kathy Kudler, the founder, has decided to restructure the accounting department and will require hiring additional personnel that entails training for new and current employees. Kathy is considering a better method for appraising the team’s performance. This proposal will include the job descriptions and qualifications for five new positions, a new training program that enhances the skills and qualifications of new and current employees, methods for evaluating employee and team performance (including a progressive discipline process), challenges of the team performance, incentives and benefit packages, strategies for managing employees’ career development, and a fair and appropriate compensation plan. Job Descriptions and Qualifications Kudler Fine Foods will be restructuring the accounting department. The accounting clerk positions will be eliminated altogether. The accounting department will be divided into five new positions including a first level management position. The accounting department will consist of an accounting manager, two accounts payable specialist, an accounts receivables/cash applications specialist, and a staff accountant. The job description and qualifications of each position is as follows: Accounting Manager Job Description: Responsible for all areas relating to financial...
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...Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-2003 Extending the Human Resource Architecture: Relational Archetypes and Value Creation Sung-Choon Kang Cornell University Shad S. Morris Cornell University Scott A. Snell Cornell University, ss356@cornell.edu Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Extending the Human Resource Architecture: Relational Archetypes and Value Creation Abstract Theories of knowledge-based competition focus on internal resources as the source of value creation. The HR architecture (Lepak & Snell, 1999) brought human resource management directly into this forum by developing a model of human capital allocation and management. We attempt to extend the HR architecture by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique combinations of three dimensions (cognitive, structural, and affective) that characterize internal and external relationships of core knowledge employees. Entrepreneurial...
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...WORKGROUP SALARY DISPERSION AND TURNOVER INTENTION IN CHINA: A CONTINGENT EXAMINATION OF INDIVIDUAL DIFFERENCES AND THE DUAL DEPRIVATION PATH EXPLANATION W E I H E , L I - R O N G L O N G , A N D B Å R D K U VA A S The present study generalizes previous pay dispersion research to the Chinese context by examining the cross-level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self-reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention was positive only among employees with higher rather than lower levels of Chinese traditionality and among those with lower rather than higher salary levels. Furthermore, the results of mediated moderation analyses suggest that a dual-deprivation path model can explain the above relationships. We discuss the theoretical, cultural, and practical implications of these findings for organizations. © 2015 Wiley Periodicals, Inc. Keywords: salary dispersion, Chinese traditionality, turnover intention Introduction E mployee turnover is a challenge for organizations and managers not only because of the decreased firm performance followed by the loss of talent, but also due to the expensive replacement cost associated with hiring, selecting, and training...
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...ork2012 - 2013 Catalog A Message from the President “Sullivan University is truly a unique and student success focused institution.” I have shared that statement with numerous groups and it simply summarizes my basic philosophy of what Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience...
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...9690010114 Yogendera sharma CONTRIBUTED PAPERS A41, Thursday, December 28, 4:00-5:30 P.M. Session: Case Studies - I Session Chair: Prashant Kulkarni Institute of Finance and International Ma 418 Global Marketing and Challenges for Future: Franchising in Banks K. Ravichandran, Gandhigram Rural University, drkravichandran@yahoo.co.in R. Muruganandham, Sudharsana Raamanujan, R, P. Nandakumar, M. Sasi Siddharth Thiagarajar College of Engineering, vr_muruganandham@hotmail.com, siddharth_mss@sify.com raamanujan@gmail.com, nandacivil@gmail.com The global economic scenario is undergoing a major innovative metamorphosis at a rate never experienced before. All organizations have their brands to face the global marketing challenges to secure a role of leader in this state of economic revolution. Our paper identifies the current marketing challenges and global economic threats for service industries. Besides our paper also explores the management strategies to overcome these challenges in the liberalized economy. The banking service is considered, where the franchising marketing strategies, introduction of new products and delightful customer service by new private sector banks and foreign banks pose a serious threat to the existence and survival of public sector banks profitwise. Hence our paper deeply discusses the benefits of e-banking with a view to minimize transaction cost cum operating expenses thereby increasing the overall net profit...
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...FACTORS AFFECTING STUDENTS’ DECISION TO DROP OUT OF SCHOOL A Research Paper Presented to Center for Social Development Research Cor Jesu College Digos City In Partial Fulfillment of the Requirements For Academic Research by HERMOGENES C. ORION, JR, Ed.D ERIKKA JUNE D. FOROSUELO, DM-HRM JEAN M. CAVALIDA, MA, RGC March 2013 COR JESU COLLEGE Sacred Heart Ave., Digos City 8002 Davao del Sur Philippines APPROVAL SHEET ------------------------------------------------- As a requirement for Academic Research, this research paper entitled: FACTORS AFFECTING STUDENTS’ DECISION TO DROP OUT OF SCHOOL has been prepared and submitted by HERMOGENES C. ORION, JR., ERIKKA JUNE D. FOROSUELO, JEAM M. CAVALIDA ------------------------------------------------- APPROVED by the Oral Examination Committee DR.MARIA ELENA MORALES DR. LETICIA CANSANCIO Panel Member Panel Member DR. ALEX D. NIEZ Chairperson ------------------------------------------------- Accepted in partial fulfillment of the requirement for Academic Research. DR. ALEX D. NIEZ College Dean MAY 2013 ii ACKNOWLEDGMENT ...
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...THE APPLICATION OF CHANGE MANAGEMENT THEORY TO HR PORTAL IMPLEMENTATION IN SUBSIDIARIES OF MULTINATIONAL CORPORATIONS Cataldo Dino Ruta HR portals are complex information technology (IT) applications that can be accessed by all employees of a given organization. By placing more applications and information online, HR portals reduce the reliance employees have on HR personnel. Given this relational change, from human to computer, the HR portal implementation process must take into account the challenges of both change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR’s collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross-national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett-Packard’s (HP’s) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley Periodicals, Inc. Introduction Human Resources Portal Applications In recent years, the World Wide Web has revolutionized the way individuals in organizations access information. In addition...
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...THE APPLICATION OF CHANGE MANAGEMENT THEORY TO HR PORTAL IMPLEMENTATION IN SUBSIDIARIES OF MULTINATIONAL CORPORATIONS Cataldo Dino Ruta HR portals are complex information technology (IT) applications that can be accessed by all employees of a given organization. By placing more applications and information online, HR portals reduce the reliance employees have on HR personnel. Given this relational change, from human to computer, the HR portal implementation process must take into account the challenges of both change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR’s collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross-national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett-Packard’s (HP’s) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley Periodicals, Inc. Introduction Human Resources Portal Applications In recent years, the World Wide Web has revolutionized the way individuals in organizations access information. In addition...
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