Title: Performance Review Takes a Page from Facebook


A Four page paper Double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format and references. Response to the following questions:

1.Agree or disagree with this statement and provide reasons for your response. If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary.

2.Compare and contrast the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y.

3.The biggest payoff of these social network style tools may prove to be better performance by the boss. State whether or not this statement justifies the time and cost of implementing these systems and provide a rationale.

4.OToole states: It has been said that Americans are increasingly overworked. Discuss whether social network type evaluations aid or hinder the overworked American. Justify your response.

Books:
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Fundamentals of human resource management (4th ed.). New York, NY: McGraw-Hill.
OToole, J., & Lawler, E. (2007). The new American workplace. New York, NY: Palgrave Macmillan.

Assignment 3 Performance Review Takes a Page from Facebook

Read the case found in Chapter 8 and prepare a four to five (4-5) page response to the following questions:

-Agree or disagree with this statement and provide reasons for your response. If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary.
-Compare and contrast the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y.
-The biggest payoff of these social network style tools may prove to be better performance by the boss. State whether or not this statement justifies the time and cost of implementing these systems and provide a rationale.
-OToole states: It has been said that Americans are increasingly overworked. Discuss whether social network type evaluations aid or hinder the overworked American. Justify your response.


The format of the report is to be as follows:
Typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format.
Use headers for each of the subjects being covered, followed by your response
In addition to the four to five (4-5) pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date.
Note: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

The paper will be graded using the following rubric.
Outcomes Assessed

Examine performance management issues and processes.
Use technology and information resources to research issues in human resource management.
Grading Rubric for Assignment 3 Performance Review Takes a Page from Facebook

Criteria

0

Unacceptable

20

Developing

30

Competent

40

Exemplary

1. Agree or disagree with this statement and provide reasons for your response.

Did not complete the assignment or did not agree or disagree with the statement; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially agreed or disagreed with the statement and provided partial reasons; omitted some key information.Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently agreed or disagreed with the statement and provided sufficient reasons.Completed with 80-89% accuracy, thoroughness, and logic.

Fully agreed or disagreed with the statement and provided thorough reasons.Completed with 90-100% accuracy, thoroughness, and logic.

2. Compare and contrast the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y.

Did not complete the assignment or did not compare and contrast the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially compared and contrasted the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently compared and contrasted the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y.Completed with 80-89% accuracy, thoroughness, and logic.

Fully compared and contrasted the possible effectiveness of the social network performance review to the following age groups: veterans, baby boomers, Gen X, and Gen Y.Completed with 90-100% accuracy, thoroughness, and logic.

3. State whether or not the statement justifies the time and cost of implementing these systems and provide a rationale.

Did not complete the assignment or did not state whether or not the statement justifies the time and cost of implementing these systems and did not provide a rationale; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially stated whether or not the statement justifies the time and cost of implementing these systems; provided a partial rationale; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently stated whether or not the statement justifies the time and cost of implementing these systems; included a sufficient rationale.Completed with 80-89% accuracy, thoroughness, and logic.

Fully stated whether or not the statement justifies the time and cost of implementing these systems; provided a through rationale.Completed with 90-100% accuracy, thoroughness, and logic.

4. Discuss whether social network type evaluations aid or hinder the overworked American. Justify your response.

Did not complete the assignment or did notdiscuss whether social network type evaluations aid or hinder the overworked American; did not justify the response; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially discussed whether social network type evaluations aid or hinder the overworked American; partially justified the response; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently discussed whether social network type evaluations aid or hinder the overworked American. Sufficiently justified the response.Completed with 80-89% accuracy, thoroughness, and logic.

Fully discussed whether social network type evaluations aid or hinder the overworked American. Thoroughly justified the response.Completed with 90-100% accuracy, thoroughness, and logic.

5. Clarity

Did not complete the assignment or explanations are unclear and not organized.

(Major issues)

Explanations generally unclear and not well organized.

(Many issues)

Explanations generally clear and/or organized. (Minor issues)

Explanations very clear and well organized.

(Added helpful details)

6. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.

Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)

Had 6-7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues)

Had 4-5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Minor issues)

Had 0-3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage.

Please answer each question individually with inline citations and list references.

1. Performance Review Session (see attached)
a. Let's talk about the performance review Nick received from Warren. Would you accept the review if you were Nick? What would you want to be different and why?

b. How would you approach a performance review for a subordinate with whom you work closely and have a very good professional relationship?

c. Please agree or rebuttal
If I was put in this position I would handle it the way our relationship is professionally not as buddies or friends but as a leader. I would try to make sure my tone is not demeaning or negative. It would not benefit the other person if I can't be honest about what is going well with their performance and what is not. If the person is a close friend then he/she will receive it openly and would take the comments as room for growth not in a negative way.

d. Please agree or rebuttal
Adding more to the discussion about the video of how Warren addressed Nick's appraisal, I would say that I would of not accepted that meeting as lightly as Nick did. From that conversation, Nick didn't get anything in return as far as what he needs to work on, any errors or mistakes he has been making that need addressing. Warren should of evaluated the whole year for Nick, he should of address Nick about his errors, that Nick obviously knew he needs to work on. Addressing a performance review negatively doesn't necessarily mean a bad thing. You can evaluate a mistake by also praising with an end result that they need to work on and that it can be accomplished. Warren should have prepared more and address all the issues, he needed to.


2.
Status Reports
a. Supposedly you've had a variety of weekly leaders, and you've all turned in Status Reports. What are some ways to improve that process and better evaluate and manage your teammates?

b. agree or rebuttal
Discuss the most effective approach and channel to providing feedback.


c. Agree or rebuttal
Exactly, and for the reason that you my find yourself in a position where you are either sugarcoating the truth or giving out undeserved praise. One must try to be as honest as they can to be able to get a positive reaction from their subordinate. Also keeping in mind their personality and how they will perceive the feedback,

d. Agree or Rebuttal
The most important thing is realizing that the we can use the feedback to show progress and grow within the organization. Nobody likes to listen what kind of mistakes is making but we should take it as a lesson, discussion not attempt to attack us. It is also helpful to cool our emotions down and it is better to not say anything or wait few seconds before responding than say something in anger, unless presented facts are not true. If the facts are true and we did make a mistake it is much easier to accept that and ask for advise how to correct it than argue. Evaluation or feedback serves as a communication tool and it is easier to think of it that way.

Introduction:
In this task you are presented with a management incident that requires you to apply sound
performance appraisal concepts to the situation.

Given:
An engineer was hired two years ago at a mid-sized manufacturing plant. The engineer
previously worked in the aerospace industry and is a bright, detail-oriented person and a
hard worker. The engineer has suggested changes at the plant that resulted in considerable
savings on manufacturing energy costs and eliminated a significant safety hazard that had
been overlooked by the previous engineer. However, some co-workers resent the engineer
because of clashing personalities, and they often play practical jokes on the engineer.
It is time for the engineers second annual performance review. The plant manager is
considering skipping this review because the first annual review ended with the engineer
angrily exclaiming that, as the only trained engineer in the company, there was no one??"
including the manager??"who was qualified to evaluate the engineers work. The engineer
had little confidence in the companys overall approach to performance evaluation and was
particularly upset that most of the rating scales focused on personal characteristics and
relationships with co-workers. After learning about the 360-degree evaluation method, the
plant manager wonders if a 360-degree approach might be a good way to handle the
engineers review.
Using the plants current performance evaluation form, the plant manager starts to make
some tentative decisions on how to rate the engineer this year. The first item is friendliness.
The manager gives a medium rating on that scale because the engineer seems standoffish
with co-workers. The next item is neatness of workspace. The engineers desk is always
cluttered and sometimes piled high with papers or memos, so a low-medium rating seems
justified. It is more difficult for the manager to give a rating on attitude. The engineer
always seems to complete important tasks as needed, and they are usually done well;
however, the engineer frequently demonstrates a poor attitude toward co-workers and does
not pay close attention when the manager is talking to the group. A low-medium rating
seems warranted on this item also.
The manager stops at this point and decides to give some additional thought to the
engineers performance evaluation before continuing.

Task:
Write an essay in which you do the following:

A. Explain three points of concern with the given companys current evaluation form.
1. Define the most commonly-used sets of criteria which should be evaluated in a
performance evaluation.
B. Compare the relative value of the commonly-used sets of evaluation criteria identified in
A1.
C. Explain the advantages of including supervisors, peers, and subordinates in the
evaluation process.
D. Explain the disadvantages of including supervisors, peers, and subordinates in the
evaluation process.
E. Compare and contrast at least three common performance evaluation methods used to
analyze performance data after it has been gathered.
F. Provide examples of at least three biases and/or errors that frequently impact the
accuracy of performance evaluations.
G. Based upon your findings, describe appropriate tools and techniques that can be used to
improve performance evaluations in the given situation.
H. Include all in-text citations and references in APA format.

Reaction Paper:

You will be made a reaction paper which content a suitable live performance review ( which include opera , orchestra, chorus, Broadway Musical [not play], Jazz concert, Vocal or Instrumental Recitals) any one. Since relligious and ethnic concerts would porbably ordinarily be attended, I will not accept them as live performances.Concerts must be on a professional level ( no high school performances).


The paper should be included:
1. name of the event and place
2. each Player name and instrument name which ia palying
3.real feeling or understanding this particular music
4. environment of the event
5. which thing you like it and why
6. make own conclusion with reaction

Now you can either watch by on line a live performance or attend a full length live performance.

Now I can do one thing ; if you write 3 pages review reaction paper by watching on line performance properly that would be ok. Or If you want to attend a live performance , in that case send proof of your attendance before email paper then i will send you money by credit card or check. Either way , it's just up to you ( the writer).

If you have any question or anything want say , let me know. My email is : [email protected]

Introduction:

The accreditation process seeks to help organizations identify and resolve problems and to inspire them to improve the safety and quality of care and services provided. The process focuses on systems critical to the safety and the quality of care, treatment, and services.

For this task, you will assume the role of director of accreditation. You will review and analyze the materials (e.g., records, previous audit, trends, e-mails) provided in the case study to prepare for the audit. You will need to look across all departments and examine trends and patient care issues to determine readiness.

Task:


A. Complete a periodic performance review (PPR) as you determine the readiness for the accreditation audit of the healthcare facility in the attached ?Accreditation Audit Case Study? by doing the following:

1. Discuss the current compliance status of the healthcare facility.

2. Discuss any trends evident in the case study that may cause the organization to not be compliant with the Joint Commission standards for patient care.

3. Review the performance improvement standard regarding staffing in the healthcare facility?s patient care unit by doing the following:

a. Analyze the data to determine the staffing patterns of the patient care unit.

b. Develop a staffing plan to minimize the number of falls in the patient care unit.


B. If you use sources, include all in-text citations and references in APA format.


Note: Please save word-processing documents as *.rtf (Rich Text Format) or *.pdf (Portable Document Format) files.

Note: When bulleted points are present in the task prompt, the level of detail or support called for in the rubric refers to those bulleted points.

Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section.

Note: When using sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.

Include an Introduction to explain which topic you have selected and why this HR topic is important to contemporary US and/or global organizations. My company is adopting a new performance management process and I would like to become more of an academic in this area and feel this research paper will help me achieve that.

Here are the questions I will attempt to answer in my research:


What are the best methods for conducting evaluations and 360 degree feedback?
How do organizations create goals that align with employee goals?
What compensations strategies are there to drive the right behaviors?
How do you build actionable development plans as a manager and as an employee?

I used this article to come up with my questions: www.hrmguide.com/performance/5-tasks.htm

5 Important Performance Management Tasks That Often Are Forgotten

By Sean Conrad

June 17 2010 - Performance management should be much more than a process for documenting and delivering feedback, coaching and ratings. When expanded beyond these basics, it becomes a powerful tool for helping your employees develop and achieve their full potential, and for driving employee engagement. Here are 5 additional performance management tasks that should be a standard part of your performance management process:

1. Get Employees to Complete Self-Assessments

To drive up employee engagement in your performance appraisal process, and ensure an effective dialogue between managers and employees, it's important to include employee self-assessments as part of your process. You can use the same form you do for your regular performance appraisals, or create a slightly modified version. The purpose of the self-assessment is to get your employees' perspective on their performance. This is a powerful way to give them a voice in the process. Sometimes, managers worry about the value of self-assessment, thinking that employees will simply give themselves glowing reviews and ratings to try to drive up their actual ratings. Experience shows the opposite tends to be true; when we evaluate ourselves, we tend to be much harsher than others. Getting your employees' perspective is an invaluable way to get more information on their performance. It also helps managers be ready to address differences in opinion or perspective, and gain insight into expectations.

2. Gather 360 Degree Feedback

Let's face it, managers rarely have the full perspective on their employees' performance. 360 degree feedback can help managers avoid bias, get a different perspective on their employees' performance and better identify areas that need coaching or development. And employees often discount negative feedback as "just your opinion". Substantiating feedback by gathering if from multiple, credible sources can make it more objective and increase its impact. You can collect feedback from other managers, peers, subordinates, even customers - anyone who works with the employee on a regular basis and can give you insight into their performance. 360 degree feedback can be especially vital when there is conflict or tension between the manager and employee, when different personality types make the feedback process difficult, or when managers don't work directly with their employees (shift work, project work, etc.).

3. Align Employee Goals with Organizational Goals

We all know the importance of creating SMART (specific, measurable, achievable, relevant, time-bound) goals for our employees. Part of what makes a goal relevant is its context. By aligning and even linking employee goals with higher level organizational goals, you give employees this all important "larger context" for their work. This helps employees understand why their work is important and how it contributes to the larger organization's success. While traditionally, managers have tried to accomplish this by linking employee goals to their own, a much more powerful practice is to align or link them to higher-level departmental, divisional, or organizational goals. Research on employee engagement has shown that this context setting is vital to employee performance. It helps them feel that their work matters.

4. Create Development Plans for Employees

Development planning is most powerful when it's an integral part of the performance management process, not a separate activity. The performance appraisal meeting is usually the principal time when managers and employees discuss performance deficiencies and career aspirations. Identifying learning activities to address any deficiencies during the appraisal meeting, helps to communicate both the manager's and the organization's commitment to the employee, and their expectations for improvement. Exploring opportunities to develop and prepare the employee for advancement gives them a sense that they have a career path or future with an organization. By including development planning in your performance appraisal process, you give employees a context for their learning and help increase employee engagement.

5. Reward Good Performance

Finally, it's important to reward and reinforce good performance. Performance ratings should be a known and visible factor in determining employee rewards and compensation. Integrating your performance management process with your compensation management process lets employees know that compensation practices are fair and based on their performance. This integration applies to more than just merit increases and bonuses; all forms of employee reward or recognition should be linked to employee performance and serve to reinforce desired behavior and performance.


Trying to stay current I found this article recently published on CNN Money's website. Please use this in my research.

Glickman, Jodi. (2011, July 18th). How to Avoid Pacifying Performance Reviews. Retrieved from http://management.fortune.cnn.com/2011/07/18/how-to-avoid-pacifying-performance-reviews/?section=money_pf
There are faxes for this order.

This is an Organizational Psychology Class.

This project addresses a current employee issues confronting an organization related to your organizational structure or human resources. Research the topic in at least five timely and pertinent sources (two books and three internet sources preferred). Write a summary of your findings on the topic. Then do an applied project based on the topic and present both a summary of your literature search and results of the project.

Paper should include the following: 1) A review of the literature on the topic; 2) How you applied the topic in your organization; 3) what you learned from the project and how that learning can apply to your current job or your future career goal.

Research Topic: Performance Analysis and Intervention - Research the topic of performance problems at work and how to deal effectively with them. For the applied project, Interview a manager within your organization to identify a performance issue that affects a vast majority of employees(or if a manager (which I am) use a problem you have with performance). Use the Mager Model to conduct an anlysis to determine the root causes for the performance problem, then design an appropriate intervention (training, job aide, restructuring the job, etc) to address the performance problem.

Paper should have atleast - 1) 3 pages about the literature review on topic; 2) 2 pages talking about topic; 3) 2 pages of what you learned from the topic.

Here are some suggested ideas on causes for the performance problems at work
1) lack of motivation; 2) change in culture; 3) lack of communication; 4) outdated job description; 5) employees unaware of job duties; 6) lack of discipline from previous supervisors; 7) lack of feedback to employees on performance reviews.

I work in the wastewater operations field I like to see improvements with making employees more efficient and productive with their time, more proactive in suggestions on ways to improve production, and to put an honest days work in.

View the following link (simulation) : https://hub2.devry.edu/node/2251

Choose one of these three strategies:

1. Employees will receive absolutely no raises, and performance management is eliminated throughout the economic crises. Therefore employee wages will remain the same, regardless of position held; no performance reviews are given; and there will be no adjustments of missions, goals, and duties during this period.
2. Performance, as well as revenue, is reviewed every 6 months. This way it allows JVA Corp. to cut or increase pay every 6 months and review its bottom line. Employees can also benefit by having the opportunity to earn pay raises potentially twice a year, rather than the typical annual reviews.
3. Review and make any necessary changes to the guidelines for performance management within JVA Corp. First review the mission and goals for JVA Corp. Then review the requirement of each employee. A review of compensation packages is also necessary, to evaluate commission packages, expenses covered, perks, and necessity of onsite amenities that are currently covered.


Based on the costs that have been calculated, a net savings should be evident to allow for major or minor cost savings for JVA Corp. In the midst of calculating ways to save expenses for JVA Corp., dont forget that your duty as an HR director is to also ensure the well being of employees. Its important to also represent the workers while looking out for the interest of the company.

Your paper should address the appraisal process, performance management systems, ways to make performance management systems more effective, various classifications of rewards, the goal of the compensation administration, and compensation programs.

Learning Questions

In making your selection, be sure to consider the following concerns:

1. How permanent or temporary is the change?

2. How much will employees lose by the change?

3. How much will JVA Corp. save by the change?

4. How will it affect the employees?

5. How will it affect JVA Corp.?

6. How will it affect the community?

7. Should international employees be subject to the same changes?

8. Does it matter whether the employees are in its U.S. base or international locations?

Don't think of these decisions with specific monetary costs but in opportunity costs (time, morale, dedication, etc.).


Your total report must be between 500 and 750 words. Be sure to use the questions above as your guide, but you are not required to answer each and every question as long as your report meets the word count range, employs one of the three strategies above, and considers some of the questions noted above. Use 1.5 line spacing. Please remember you will be using information supporting your position from sources such as our textbook, articles, and the Internet. You MUST use proper APA citations and references. Also, do not rely too heavily on borrowed material. It should NOT dominate your work. Point deductions will occur if more than 15% of the answer is borrowed.

The course book for this particular course is entitled.

Analysing Performance Problems by Robert F Mager & Peter Pipe.

I would like the paper to focus on the importance of a positive and properly delivered staff performance review on the individual and how a negative or positive review how it effects the individual and the group via moral, rentention, motivation. Specifically I would like it to demonstrate how a good review should be done and prepared for and the effects it should create vs. a badly done one and its dramatic effects on the individual and the rest of the staff.

Im really interested in examples of how bad reviews effect companies and staff.

It needs to include the following sections.

Executive summary / introduction / methodology / discussion / conclusions & recomendations / bibliography / appendixes (if relevant)

hope this helps, if you have any queries please email me on

[email protected]

Thanks , you guys are a life saver!!!!!!!!!1

I am completing a research proposal to build a case for the introduction of a performance appraisal system into an Irish Dpt Store, the system will be for sales staff and supervisors. The company has statistical data which show that they need to improve customer care, improve staff satisfaction and motivation and highlight any training needs.

Therefore in the literature review I need to build a case as to why performance appraisals do work but I also need to critically analyse their flaws.

It needs to encompass a brief history of performance appraisal from the oldest to the main current theorists.

To identify good practice for an effective performance appraisal systems in todays workplace, if possible what would work best in retail.

How they should be structured- managers buy-in, 360 degree feedback.

In particular, if there have been an studies or arguments as to what type of performance appraisal would work well in a retail environment.

Please reference from some of the following and if possible articles from Harvard Business Review. All idea thoughts which are obtain from articles/book must be referenced to avoid plagarism.

"Understanding Performance appraisal by kevin Murphy & Jeanette Cleveland (1995)
"Personnel Management:a comprehensive guide to theory and practice in Britain" writen by Gerry Randell (1994) edited by Keith Sisson.
Book of short articles on the subject published by the Harvard Business Review in 1990 under the title Manage People,not personnel.
Appraisal and Feedback:Making Performance review work by Clive Fletcher (2004)
Performance Management: Key Strategies and Practical Guidelines; Kogan Page Limited, London
Armstrong,M & Baron, A. (2006) Managing Performance: Performance management in action, Chartered Institute of Professional Development, London

ORGANIZATIONAL BEHAVIOR & LEADERSHIP
Performance Evaluation - The graduate can develop and recommend how to implement effective performance evaluation processes.

Objectives:
Define what should be evaluated in a performance evaluation.
Compare the relative value of common sets of evaluation criteria.
Explain how it can be advantageous to have supervisors, peers, and subordinates all participate in the evaluation process.
Explain how it can be disadvantageous to have supervisors, peers, and subordinates all participate in the evaluation process.
Compare and contrast common performance evaluation methods.
Give examples of errors and biases that commonly impact the accuracy of performance evaluations.
Select techniques that can be used to improve performance evaluations in a given situation.

Introduction:
In this task you are presented with a management incident that requires you to apply sound performance appraisal concepts to the situation.

Given:
An engineer was hired two years ago at a mid-sized manufacturing plant. The engineer previously worked in the aerospace industry and is a bright, detail-oriented person and a hard worker. The engineer has suggested changes at the plant that resulted in considerable savings on manufacturing energy costs and eliminated a significant safety hazard that had been overlooked by the previous engineer. However, some co-workers resent the engineer because of clashing personalities, and they often play practical jokes on the engineer.

It is time for the engineers second annual performance review. The plant manager is considering skipping this review because the first annual review ended with the engineer angrily exclaiming that, as the only trained engineer in the company, there was no one??"including the manager??"who was qualified to evaluate the engineers work. The engineer had little confidence in the companys overall approach to performance evaluation and was particularly upset that most of the rating scales focused on personal characteristics and relationships with co-workers. After learning about the 360-degree evaluation method, the plant manager wonders if a 360-degree approach might be a good way to handle the engineers review.

Using the plants current performance evaluation form, the plant manager starts to make some tentative decisions on how to rate the engineer this year. The first item is friendliness. The manager gives a medium rating on that scale because the engineer seems standoffish with co-workers. The next item is neatness of workspace. The engineers desk is always cluttered and sometimes piled high with papers or memos, so a low-medium rating seems justified. It is more difficult for the manager to give a rating on attitude. The engineer always seems to complete important tasks as needed, and they are usually done well; however, the engineer frequently demonstrates a poor attitude toward co-workers and does not pay close attention when the manager is talking to the group. A low-medium rating seems warranted on this item also.

The manager stops at this point and decides to give some additional thought to the engineers performance evaluation before continuing.

Task:
Write an essay (suggested length of 3??"5 pages) in which you do the following:

A. Explain three points of concern with the given companys current evaluation form.
1. Define what should be evaluated in a performance evaluation.

B. Compare the relative value of common sets of evaluation criteria.

C. Explain the advantages of including supervisors, peers, and subordinates in the evaluation process.

D. Explain the disadvantages of including supervisors, peers, and subordinates in the evaluation process.

E. Compare and contrast at least three common performance evaluation methods.

F. Provide examples of at least three errors and/or biases that commonly impact the accuracy of performance evaluations.

G. Describe appropriate techniques that can be used to improve performance evaluations in the given situation.

H. Include all in-text citations and references in APA format. Pleae include a works cited page.

Note: Please save word-processing documents as *.rtf (Rich Text Format) files.

Note: When using outside sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly.

Requested Writers
Explain

What is self-evaluation of own nursing practice
Why regular self-evaluation of own nursing practice is important
Indentify strategies for nurse to regularly take self-evaluation of own nursing practice (such as seeks and considers feedback from colleagues, reviews best available evidence, standards and guidelines, critically reflects on own nursing practice, and participates actively in performance review processes, etc.)
Other elements:
Reference in APA format.
Direct quote is not allowed.

Customer is requesting that (pheelyks) completes this order.

Business Study on Nucor Steel
www.nucor.com

1.Historical Performance Review vs. Goals
Describe their recent performance (suggest 5 years). This will provide a context for the strategies, which follow. Try to include financial measures (e.g. revenue, profit, and cash) as well as measures of strategic accomplishment (e.g. market share, international growth, new product growth, etc.). You may want to indicate how the past performance compares with the stated objectives.

2.Business Strategy
This section will contain the core strategy content, divided into 2 sections as outlined below.
a.Environmental analyses as appropriate conduct a SWOT (Strengths, Weaknesses, Opportunities, & Threats) and a SWOT on Nucors competitors.(2-3 competitors)
b.Competitor reaction. Describe how Nucors existing and/or new competitors are likely to respond and what do you think nucor will do.

1. Final Product must contain:

- Title Page
- Abstract
- Table of Contents
- List of Tables & Figures
- Chapter I
- Timeline
- Chapter II
- Chapter III
- Chapter IV
- Chapter V
- Definitions of Terms
- References
- Appendix A - Product
- Appendixes

2. Here is the evaluation list that will be used for the grading

Title Page
____ Title
____ Student Name
____ Correct sequence, top to bottom
____ Use of date entry as version control

Table of Contents
____ Front Matter, roman numerals
____ Body, Arabic numerals
____ All headings, subheadings


Chapter I
Proposal

Introduction
___ summary of project.
____ specifies the Product.
____ summary of major activities.
____ summary of the evaluation plan.

Title of the Research Report
____ repeats title on cover pg.

Purpose of the Project
____ lead off paragraph tells purpose in one sentence.
Statement of the Problem
____ introductory paragraph tells problem.
History of the problem.
____ gives context of the problem.
____ tells how problem became this way.
____ tells significant events, if any.
____ contains lit search material that supports student?s views and interpretations.
Importance of the problem.
____ analyzes the effects of the problem
____ tells expected benefits from project.
____ tells magnitude of the problem.
____ contains lit search material that supports student?s views and interpretations.

Delimitations (See Leedy)
____ discusses uncontrolled and possibly confounding variables.
Scope of the Problem.
____ boundaries described
____ who & what are not included in study
Setting of the problem.
____ gives org location, size, demographics
____ describes key internal / external influences
____ organization chart

Assumptions
____ insight about what is accepted about the conditions of the experiment

Premise, Hypothesis, or Research Questions
[Material required in all three sub-sections ? All may not be applicable so include statement to that effect]
____ short intro paragraph
Premise.
____ concise statement(s) of expected outcome(s).
Hypothesis.
____ concise and specific.
____ testable.
____ written in two forms - null and alternate.
Research question(s).
____ specific questions to be answered from data collected.



Evaluation Objective
____ specify what Product will achieve when finished, or
____ describe objective(s) in terms of concrete behavior - measurement criteria, procedures, or activities, or
____ specify what will be done for the organization and what evidence will be provided to prove the existence of that benefit.

Development Objectives
____ objectives written as milestones.
____ completion of chapters is clear.
____ completion dates affixed to each.
____ minimum of three objectives.
____ research steps are detailed and clear.
____ lit search steps are detailed and clear.
____ evidence of completion statement present in each.
____ at least four activities in support of each objective.

Participants
____ short intro paragraph
Researcher.
____ Pertinent background.
____ educational achievements.
____ job history & professional achievements that researcher brings to and applies to the topic area.
____ special skills that apply.
Survey Group(s).
____ survey group and population ? both are described as to known demographics.
____ specifies sampling design (random or other - see Alreck & Settle and/or Leedy)
____ plan to distribute and collect survey - i.e., sampling procedure.
Assistants.
____ assistants described.
____ description of their role in project.
Site contact.
____ describe role of site contact.


Timeline
____ useable as a tracking tool for project progress.
____ agreement between dev objs & timeline.
____ distinguishes between milestones & activities.
____ time used in activities is clear.



Chapter II
Literature Review

Introduction
____ intro paragraph to this chapter
____ tells process used to review literature.

General Management Issues
____ shows how topic fits within management thought.
____ evidence of review of data in the literature.
____ covers related management issues and theories.
____ information is synthesized (few quotes).
____ source literature used is concentrated in the Professional and Academic literature categories.

Project Related Issues
____ reports on similar research in the field.
____ reports on methodologies and techniques (?how to .....?) related to the topic and/or Product.
____ information is synthesized (few quotes).
____ source literature used is concentrated in the Professional and Trade literature categories.

Conclusions
____ summarizes the published information.
____ draws conclusions about the findings.



Definition of Terms
____ lists and defines appropriate terms.
____ definitions are cited with sources.

References
____ U. O. R. texts used minimally.
____ minimum (10) listed.
____ seminal works in the area included.
____ trade journals used.
____ professional journals used.
____ academic journals used.
____ Reference list - correct APA format and rules.

Project Submission
____ headings & formats as per guide.
____ free of spelling errors.
____ grammar & syntax is acceptable.
____ properly punctuated.
____ adequate paragraph structuring.
____ sufficient use of transitions.
____ written in consistent voice, 1st or 3rd person.
____ written with objectivity. See APA, Chap 2.
____ agreement between text (cites) & Ref. list (see APA, sec. 3.104)

Chapter III
Proposal

Introduction
___ brief description & orientation.
___ Research Category or design identified.

Population and Sample
____ introductory paragraph tells background and general approach used to identify the population. [NOTE: A definition of Population - A designated part of a universe from which a sample is drawn (Selltiz, Wrightsman & Cook?s Research Methods in Social Relations). There-fore secondary research will also have a population of data that is drawn on.]
Population.
____ General description provided (see bullet item examples in Guide).
____ Describes the population characteristic (see Leedy, Table 8.1).
Sampling.
____ Describes the method of selecting the sample.
____ Specifies the sample size and discusses how it was arrived at.
____ Validiation of the process (Leedy text and/or other sources.
____ Lists the characteristics & demographics (profile) of the study group.
____ Describes why the group profile was important to your research.

Variables and Measures Used
____ Describes each of the variables involved.
____ Discusses the reliability of the instrument.
____ Discuss the validity of the measures. A minimum is face validity and construct validity.

Data Collection
Studies w/ Applied or Pure Research:
____ Describes the instrument or process for gathering data.
____ Refers to Appendix which includes a copy of the instrument used.
____ Explains the rationale for the measurement scale.
____ Describes the Research Design or Category of Research.

Studies w/ Product-Oriented, Descriptive Research:
____ Describes how the data was collected.
____ Describes where the data was found.
____ Describes why specific data was collected and other was not.
____ Describes why the data is considered accurate and relevant.

Data Analysis Procedures.
____ Describes the statistical process.
____ Uses material from statistics text, the Leedy text, or the Alreck & Settle text.
____ Uses other texts/sources from the Financial or Scientific Management fields.

Alternative Methodology (see last page of Chapter III)
____ Introduction
____ Items for evaluation.
____ Data collection procedures
____ describe contact methodology.
____ where the items for evaluation are to be found.
____ describe actual collection of data.

Data Type, Format, and scale
____ describe variables involved.
____ describe format.
____ describe scale (categorical or continuous).

Data Analysis Procedures
____ describe how/what way data to be analyzed.
____ describe how the analysis will yield. information that will answer the research question(s) in Chapter I.
____ Research model to be used.
____ Financial or other metric/calculus to be applied.


Chapter IV
Results and Discussion

Introduction
____ Recapitulates the purpose and nature of the project.

Discussion of the Process
____ Presents each Developmental Objective and discusses your actual experience in completing them.

Unantipated Occurrences
____ Relates all unexpected occurrences.
____ Reports on your responses and solutions.
____ Minimum of three problems/occurrences.

Statistical Results and Discussion
____ Discuss the results gathered in order to perform the evaluation.
____ Provide proof of tests run to test the Premise and report results, or
____ Provide proof of tests run to answer Research Questions and report results, or
____ Provide the results of testing the null hypothesis.
____ Tables and/or figures (charts and or graphs) to summarize the data.
____ Refers to a copy of the data gathering instrument in an appendix.
____ Reports the results of the statistical tests and the pertinent dimensions.
____ Reports on interpretations of the results.

Non-Statistical Results and Discussion
____ Presents qualitative analysis.
____ Lists relative information that is other than statistical.

Chapter V
Conclusions and Recommendations

Introduction
____ Presents brief introductory remarks.

Conclusions
____ Assigns relevance, value or importance to the data.
____ Synthesizes literature review with research results.
____ describes the pros and cons of one or more alternative conclusions
____ compares and contrasts two or more alternative viewpoints
____ critically analyzes one or more viewpoints or theories.
____ Draws and/or arrives at definitive conclusions.

Recommendations
____ Provides short introduction.
Formal recommendations
____ Indicates specific managerial actions .
____ Action is supported by previous conclusions.
____ information included from study to support recommendations.
Recommendations for further research.
____ Suggests additional research and explains what would be accomplished that would add value to the area under study.

Project Submission
____ headings & formats as per guide.
____ free of spelling errors.
____ grammar & syntax is acceptable.
____ properly punctuated.
____ adequate paragraph structuring.
____ sufficient use of transitions.
____ written in consistent voice, 1st or 3rd person.
____ agreement between text (cites) & Ref. list (see APA, sec. 3.104)

3. Here is the proposal and some materials that advisor has seen (needs to be incorporated in the project)


Introduction

XYZ Inc. is a diversified, multinational company operating on a global scale in more than thirty countries, yet privately owned. It is deservingly considered to be a leading player in each of its main business segments of the packaged goods industry including: pet care products, main meal foods, organic food, snacks, soft drinks, electronics, and information. In each continent and in every unit company uses standard performance review form.
In this project analysis of the current performance review process will be conducted through use of historical data and a questionnaire distributed to the group of employees. After evaluation, possible causes will be determined and recommendations for improvement will be made.

Title of the Research Report

Positive Reinforcement vs. Reverse Psychology in workplace (Pygmalion Effect in Manager / Employee Relationships).

Purpose of the Project

The purpose of this project is to evaluate and analyze the current situation at the XYZ Incorporated and to propose a solution in the form of the report. This report has raised certain interest from one of the highest-level Personnel managers of XYZ Inc. Upon completion Product (report) will be presented to him and to other Human Resources managers. Product will identify major problems in manager/employee relationships, possible causes, and corrective actions toward solution. Due to the time constraints, results of the taken actions will not be reported.

Statement of the Problem
There are six levels of management with different amounts of responsibility exist within the company. On average each manager has three to six people reporting into them and has to do performance reviews every six months for each. In return, each employee would give feedback about their past months? development plan, how well it was managed, as well as their scalar?s management style. In recent year-and-a half these feedback tends to be more negative than before with ratio 3,2:1. This increased ratio concerns Personnel Department, which advocates the policy of mutuality in business relationships.
The mutuality principal is among the number of implemented at XYZ and states:
A mutual benefit is a shared benefit; a shared benefit will endure.
Mutuality describes the standard to which everyone at XYZ Inc. aspires in all our business relationships. Enduring success is best built by sharing benefits: we want everyone to benefit from their contact with XYZ? Our associates make mutuality work in practice by their commitment to help all our stakeholders succeed and their efforts are well rewarded by fair dealing.
One of the main components of the principal is fair and honest feedback between managers and employees. It is a way to measure how well the principal of mutuality works is the semiannual performance review form. Currently company management set a standard of 2,4:1. This means that no more than every 2,4 employees should say that they are not satisfied with the developmental plan and amount of feedback they receive from the line manager.
The Problem is to analyze and solve a mismatch between the set standard and the current exceeding ratio.

Importance of the Problem
Personnel Department realizes the problem existence and is looking for a solution.


5. Research Category

Descriptive project research method has been chosen for this practicum. This method fits the purpose of the research for the following reasons: currently existing situation will be described; past 5 years? performance reviews will be used and new survey will be conducted. In addition, once problems and causes are identified, material could be used for future experimental research.

PLEASE KEEP IN TOUCH VIA E-MAIL AND LET ME SEE THE SAMPLE OF THE WRITING BEFORE FINAL PAYMENT!

Do a literature search and prepare an argument for conducting formal performance appraisals. Cite at least two articles and include references of the articles used.
State that performance reviews do positively impact performance then identify the specific performance measures upon which you plan to provide feedback to this new employee after 6 months of employment. Address why performance reviews are important, what key elements must be included, and tips for managers to follow in completing reviews. Support your view.

Scenario 1
You have been working for the internet matchmaking company, People, people who need people.com . In recent months the company has been forced to downsize. This downsizing has resulted in numerous layoffs. In order to select the employees who would be laid off management reviewed past performance appraisals and selected those individuals with poor appraisals as the first people to be let go.

As a result of this, three former employees have sued the company. Their complaint is that the performance appraisals did not accurately reflect their work and instead were based on inaccurate interpretations of work performance by the managers who completed the reviews. One employee has already won his case and the two others are still in court.
As the Director of Human Resources for this organization you have decided that something needs to be done to minimize these issues in the future. After reviewing the performance review process your conclusion is that the problem is with the managers. They are not accurately measuring the performance of the employees. They need to be trained on the proper ways to complete the performance reviews.

To prepare for this training, research possible problems that are prone to occur in performance reviews. You may use your text, the full-text database in the Cybrary or other internet resources. Create a detailed training proposal that incorporates all of the following:

1. List and describe 4-6 common problems that occur when managers complete performance reviews

2. Suggestions for supervisors on how to eliminate or reduce these problems


Scenario 2

You have recently been hired to a new organization and are sitting in to observe a meeting between one of your co-workers, Milhouse, and a salesman who is trying to sell an additional part to a machine that your company recently purchased. The salesman is well into his routine, and has already gotten your co-worker to admit that a quality product is of utmost importance to the future of the company. The salesman approaches the topic of price with great skill. "Although this investment may seem substantial at first glance," he admits, "with our extended payment plan, this part will cost you less than 40 cents a day. Why, that's less than a can of soda! Wouldn't you say the future success of your organization is worth more than a daily can of soda?" Having never thought of it in just that way, Milhouse decides to purchase the part. (Adapted from: "Three Framed Victims", taken from Rhoades,K. Working Psychology, Retrieved at http://www.workingpsychology.com/index.html on July 15, 2003).

In order to prepare for future situations in which you have to make decisions such as these you go back to your office to evaluate the decision and in particular to do the following:

1)Trace the anatomy of your Milhouse?s decision. (1 paragraph or Graph)

2)Provide an alternative frame for this situation and discuss how using the alternative frame could influence Milhouse's decision. (1 to 2 paragraphs)

3)What are the implications of framing on our judgments and our attempts to influence others? Are there any moral considerations? Why or why not? (2-3 paragraphs).


one scenario on each page

Discussion instructions:
A commonly used method for measuring performance is the rating scale. However, there are a wide range of considerations regarding the type of scale to use, the source that will provide the ratings on the scale, and the ethical and legal issues surrounding the scale and its results? usage. Choose a specific job with which you have experience.
Describe the job and how job performance is evaluated, including the types of rating scales and sources.
What types of errors may have taken place in the use of these rating systems?
Also, provide an overview of the reliability, validity, social, and legal issues related to these rating systems.
Utilize at least one peer-reviewed journal article in your discussion. Cite sources used in APA format.
Readings

1. Textbooks: Link: https://secure.coursesmart.com/login
USER: lynneboisrond at yahoo.com
PASS: Rigelq93
Landy, F. J., & Conte, J. M. (2013). Work in the 21st century: An introduction to industrial and organizational psychology (4th ed.). Hoboken, N.J.: John Wiley & Sons.
Chapter 5: Performance Measurement

American Psychological Association (2010). Publication manual of the American Psychological Association (6th ed.). Washington, D.C.: American Psychological
Association. ISBN: 1-4338-0561-5

2. Articles:
Atwater, L. E., Brett, J. F., & Charles, A. C. (2007). Multisource feedback: Lessons learned and implications for practice. Human Resources Management, 46(2), 285-
307. doi: 10.1002/hrm.20161

Good, D., & Coombe, D. (2009). Giving multisource feedback a facelift. Journal of Change Management, 9(1), 109-126. doi: 10.1080/14697010902727278

Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming full circle: Using research and practice to address 27 questions about 360-degree feedback
programs. Consulting Psychology Journal: Practice and Research, 57(3), 196-209. doi: 10.1037/1065-9293.57.3.196

Recommended Readings

1. Articles:
Artley, W., & Stroh, S. (2001). Volume 2: Establishing an integrated performance management system. In The performance-based management handbook: A six
volume compilation of techniques and tools for implementing the Government Performance and Results Act of 1993. Retrieved from
http://www.orau.gov/pbm/pbmhandbook/volume 2.pdf

Los Angeles Unified School District, Board of Education (n.d.). Rating errors. Retrieved from
http://www.teachinla.com/research/documents/adminexaminfo/rating_errors.pdf

Sytch, M., & DeRue, D. S. (2010, June 22). Ditch performance reviews? How about learn to do them well? [Web log post]. Retrieved from
http://blogs.hbr.org/cs/2010/06/ditch_performance_reviews_how.html

University of California, Berkeley (2009). Guide to managing human resources ? Chapter 7: Performance management. Retrieved from
http://hrweb.berkeley.edu/guide/performance.htm

U.S. Office of Personnel Management (2001). A handbook for measuring employee performance: Aligning employee performance plans with organizational goals.
Retrieved from http://www.opm.gov/perform/wppdf/2002/handbook.pdf

Whiting, S. W., Podsakoff, P. M., & Pierce, J. R. (2008). Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings.
Journal of Applied Psychology, 93(1), 125-139. doi: 10.1037/0021-9010.93.1.125

Wong, Y. L., & Snell, R. S. (2003). Employee workplace effectiveness: Implications for performance management practices and research. Journal of General
Management, 29(2), 53-69. (EBSCOHost Accession Number: AN 13260559).

2. Websites:
Bacal & Associates? Performance Management & Appraisal Help Center ? http://performance-appraisals.org/

Performance Management Association (PMA) ? http://www.performanceportal.org/

Performance Measurement Resources ? http://www.zigonperf.com/resources.html

U.S. Office of Personnel Management, Performance Management - http://www.opm.gov/perform/

Multimedia

1. Video:
Harvard Business Publishing. (Producer). (2008). The path to peak performance. Available from http://blogs.hbr.org/video/2010/12/the-path-to-peak-performance.html

would like this writer

The term paper must be focused on a management function or activity. Topics must be on a management function - these typically deal with people management. Items such as the following may be used - there are many more than this list - facilitation, delegation, team meetings, communication, performance reviews, change management, planning, strategy, ethics, corrective action, etc.

I specifically will look for data regarding the management functions or activities and actions pertaining to the term paper topic. Again, think about the various roles and responsibilities that managers have and use. The topic must include how the manager plans, implements, and controls or monitors the specific action or function. These 3 functions are the significant part of this paper. These items are the main portion of this term paper

There are faxes for this order.

HR Change Management Plan Approach Paper
Using the HR Change Management Plan Overview found on your rEsourceSM course page as a guide, prepare an action plan to include key tasks (what you will do and how you will do it) and due dates. Be sure to include key resources such as people, data, reports, and articles, among others to be used.
The key word is Approach. The assignment is asking you to identify how you will approach doing the assignment. The term action plan means what steps you will take to complete the assignment.
When preparing the assignment, for each part of the HR Change Management Plan you will need to discuss the following:
a. Types of information and data you plan to review
b. Types of analysis you might perform on the data that you collect
c. Deadline dates
d. Any challenges that you perceive in completing the part

With three parts to the plan, and four questions above, you will present 12 pieces of information about your approach. While there is no minimum length for this assignment, a one- or two-paragraph response will most likely not provide the reader with sufficient detail to demonstrate that you have (a) thought in depth about the assignment and (b) have in place a work plan that will allow you to begin work on the project starting in Week Three and that will ultimately allow you to succeed.

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HR Change Management Plan Overview
This overview discusses the HR change management plan, which is the final individual assignment in HRM 590. It will cover the following:
1. What is a change management plan?
2. Why create a change management plan?
3. Tips and cautions for preparing a change management plan.
4. Components of a change management plan, and the final assignment.
WHAT IS A CHANGE MANAGEMENT PLAN?
Many leaders are in the process of attempting to introduce cultural change to their organizations. The cultural change may be driven by a major, large-scale change that the organization is trying to implement (e.g. cultural transformation, lean manufacturing, TQM, becoming a learning organization, building an innovative culture) or may be the result of a major ?organizational event,? such as mergers/acquisition, top leadership changes, or restructuring/downsizing. According to Jennifer LaClair and Ravi Rao (2002), the ability for an organization to make big changes is directly related to ?employees? capacity to adapt to a new order? (p. 17). Thus, a key strategic role for Human Resources involves creating an appropriate change management plan that increases employees? capacity to embrace and implement the change. While it is possible that HR may be the primary leader of the change. More often, however, HR works with an executive who is championing the change, and HR?s role is to help develop and implement the change plan (as opposed to creating it and implementing it by itself).

In Week One, students considered the value of HR as a strategic business partner. This project will demonstrate a specific strategic role that HR plays ? and will illustrate the ways in which HR can be instrumental in the organization?s ability to achieve its business objectives. This change management plan should be prepared for the student?s own organization, or an organization with which the student is very familiar, and for which the student can obtain the information necessary to complete the assignment.
WHY PREPARE A CHANGE MANAGEMENT PLAN?
?Would you tell me, please, which way I ought to go from here??
?That depends a good deal on where you want to get to,? said the Cat.
?I don?t much care where?? said Alice.
?Then it doesn?t matter which way you go,? said the Cat.
?As long as I get somewhere,? Alice added as an explanation.
?Oh, you?re sure to do that,? said the Cat, ?if you only walk long enough.?
(Lewis Carroll, Alice in Wonderland)
Statistics suggest that as many as 80 percent of all major change initiatives fail to achieve their objectives (Stebel, 1996, cited in Dobson, 2001). While there are many reasons for these failures, one of the key reasons is that inadequate change management plans were created on the front-end. A good change management plan includes a well-thought out process that enables the organization to consider where it wants to go ? and guides it through the process of arriving at that destination.
TIPS AND CAUTIONS FOR PREPARING A CHANGE MANAGEMENT PLAN
In considering what type of major, large-scale change you, as a student, want to use for your change management plan, keep the following in mind:
1. How can I use my own organization for this plan without violating confidentiality agreements?
2. There will be elements of an HR change management plan that may be more difficult to develop without specific information about current policies. In some cases, organizations may be reluctant to share that information. In these cases, you may describe what you believe to be the current policies ? along with recommendations for how these policies might need to change to support the new initiative.
COMPONENTS OF THE CHANGE MANAGEMENT PLAN
Note: This is a ?typical? list of components in many change management plans. Organization or industry circumstances may dictate that items be added or deleted.
1. Executive Summary (required for final change management plan)
2. In preparing the executive summary, keep in mind that the summary will probably be the only part of the plan top management will review. It will be assumed that the full document provides all the support needed to reinforce both your conclusions and recommendations. For that reason, it is imperative that any recommendations you make in the summary be fully documented in the full plan, and that no conflicts exist between the summary and the plan. As you plan the summary, decide which conclusions and recommendations you consider the most important for management to accept.
3. Your summary should be 700-1,400 words that highlight the conclusions from each section of the plan. Key findings and supporting data can be in bullet format. Conclude with a summary of recommended future action.
4. Table of Contents (required for final change management plan)
5. Organizational Analysis
a. Proposed Change?What is the proposed change? Why is this change of value to the organization?
1) What performance opportunities or enhancements will result from this change?
2) Why is it important to achieve these performance improvements?
3) What has been done in the past to address these performance issues?
4) Who are the stakeholders who will be affected (directly or indirectly) by this change?
5) How does the change proposed align with the overall strategy?
6) What are the time frame and key hurdles for the change?
b. HR?s Role?What role should HR play in your organization with regards to leading a large-scale organizational change?
1) What role has HR played in other organizational changes?
2) How is HR structured, and where does it currently report?
3) How is HR viewed within the organization?
4) What issues, if any, might the answers to these questions create for this change?
c. Organizational and Individual Resistance?What type of organizational and/or individual resistance to change might you expect to see?
1) Be specific ? with examples of the interdependencies that exist in the organization, and how resistance to change may manifest itself.
2) What will you do to reduce organizational and/or individual resistance to change?
3) Do employees have the skills and knowledge required to implement this type of change successfully? If not, how will you address the lack of skills and/or knowledge?
4) What motivational or attitude issues might arise? How will you address them?
d. Costs and Benefits?What are the costs and benefits of the proposed change? How do you know?
e. Measuring Success?How will you evaluate the success of the change process? How will you know when the change is ?completed? from the perspective of various stakeholders?
f. Exit Strategy?How will you end the change process and institutionalize the change?
6. Plan and Timetable
a. Target Group?Who is the target of this change (group or groups of people)? How will you achieve buy-in from each of these groups, as well as any other affected stakeholders? What are the needs of each of the stakeholder groups (how they will evaluate whether the change is successful)?
b. Objectives?What are the clearly defined objectives for the change process? Are they consistent with corporate mission statement and objectives? Are they measurable? Attainable?
c. Strategies?What change management strategies will you use to implemented the change? Why is each of these strategies important? How do these support your organization?s business strategies?
1) Identify all change activities in which targeted groups will participate (e.g. skill training programs, organizational restructuring, information system upgrade, business process reengineering, etc.).
2) How might disciplines of the learning organization support the desired change?
d. Steps?What specific steps will you take to implement these strategies? What is the timeline for these steps?
e. Develop action steps, responsibilities, due dates, deliverables, and so on, for each intervention.
f. Organization?Are there clear lines of responsibility for all activities, including the role of HR? Does one individual have clear responsibility for leading the change effort? Who else should be involved in the change process? Are there adequate communications planned for the organization? How will the change affect other areas of the organization? Should the organizational structure be changed? Why or why not?
g. Communication ? How will you communicate the changes? Will your communication be different for those groups who are directly affected versus those who are tangentially affected?
h. Project Management ? How will you monitor, control and report status as the project progresses?
7. HR Policies and Practices
a. Recruitment practices?How will the organization?s recruitment and selection practices change after this plan is implemented? Why?
b. Retention practices?How will this change aid in the retention of employees? What will you have to pay attention to during the change in order to retain those employees whom you wish to retain? Why?
c. Reward practices?Will your organization?s current reward system and practices support the change? If so, why? If not, what will need to change? Why?
d. Training and development practices?What new skills and competencies will employees need in order to be successful after the change is implemented? Why? How will they obtain these skills and competencies?
e. Supervisory training?What new skills will managers and supervisors need after the change is implemented? Why? How will they obtain these skills and competencies?
f. Employee relations policies and procedures?What, if any, HR policies and procedures will need to change? Why? What are the implications of not changing these policies and procedures?
8. Sources
Include a list of sources used to prepare this plan, including at least 10 peer-reviewed, current sources from the UOP library.
REFERENCES
Dobson, D.M. (2001). Big change programmes: Increasing the likelihood of success. Journal of Change Management, 2(1), 7-22. Retrieved December 16, 2003, from EBSCOhost database
LaClair, J.A. & Rao, R.P. (2002). Helping employees embrace change. McKinsey Quarterly, 4, 17-21. Retrieved December 16, 2003, from EBSCOhost database

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Recruit, develop, and retain a competent, committed, and diverse workforce that provides high quality service to veterans and their families.

Purpose and Outcomes:
Employees are the foundation of the Department of Veterans Affairs and the key to its success. The purpose of this objective is to ensure that VA has the workforce it needs to serve veterans and their families, today and in the future. The 21st Century presents VA with an unprecedented set of human capital challenges ? an aging workforce, a shifting and expanding mission, a tight and competitive labor market, and the emergence of profound new echnologies that present both risks and opportunities. VA?s ability to capitalize on these challenges willdetermine the extent to which the goals and strategies laid out in this strategic plan are achieved. Each of the major themes incorporated
in this plan ? enhanced health care delivery, expedited claims processing, expansion of memorial and burial programs, partnerships,accountability ? can come to life only through the efforts of a workforce with the capabilities, competencies, commitment, and compassion to
make it happen. Investing in, cultivating, and
valuing employees is one of VA?s highest
priorities.

Strategies and Processes:
VA will recruit, support, and retain a knowledgeable, diverse, engaged, and continuously learning workforce. We will develop a comprehensive and coherent workforce development plan that incorporates the High Performance Development Model (HPDM), succession planning, diversity
training, and Alternative Dispute Resolution
(ADR) orientation.

*Human Capital Planning
VA is institutionalizing a national workforce planning system to facilitate the strategic management of its human resources. VA?s workforce planning strategies include:
? Implementation of Departmental policy prescribing objectives, roles, and the process for the development of
workforce and succession plans for each VA organizational component, inclusion of diversity and leadership analyses, and alignment of the workforce planning system with other key management processes;
? Development of a Strategic VA Human Management Capital Plan;
? Implementation of measures to assess progress on program goals identified in organizational workforce plans;
? Integration of workforce planning accountability measures in performance plans of VA senior executives and
managers; and ? Enhancement and/or establishment of management information systems to support the workforce planning function.

Diversity
VA will address issues of under-representation and promote efforts to ensure that its workforce reflects the diversity of the customers we serve.

68 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
Diversity is essential to building a creative and innovative environment to address the needs of the veterans and their families. To foster this type of environment, VA will:
? Establish a One VA diversity business model based on effective workforce and succession planning, comparisons to the Relevant Civilian Labor Force (RCLF), targeted recruitment, and management tracking of progress;
? Establish a VA Diversity Advisory Council to examine and monitor VA?s Employee Diversity Profile;
? Establish and communicate a diversity scorecard and competencies to VA leaders; and
? Reward VA leaders for crosscutting diversity accomplishments.

Professional Development
To foster world-class service to veterans and their
families, VA must maintain a workforce with the
needed capabilities, competencies, and commitment. VA has a wealth of valuable leadership and development programs, from elearning to Senior Executive Development. To further advance learning and performance throughout the Department, VA will adopt the High Performance Development Model (HPDM)
as its framework for employee development. The model guides the employee development activity by directing management practices and policies to ensure:
? Core competency development;
? Continuous learning;
? Continuous assessment;
? Coaching/mentoring;
? Linkage with performance management; and
? Performance-based hiring.

Further, VA will evaluate the relevance, impact,
and capacity of leadership development programs to ensure that they are aligned with mission requirements and establish Career Intern Programs to meet future workforce needs.

Alternative Dispute Resolution (ADR)
VA will continue to develop an effective way for
measuring the success of the Alternative Dispute
Resolution (ADR) Program. VA recently
developed an ADR web-based tracking system
to collect data that will be annually analyzed so
that benchmarks can be identified and
accomplishments measured.
VA will conduct ADR/Mediation Awareness
Training sessions for all employees to ensure that
employees are aware of the ADR and mediation
tools that can be used to effectively resolve
workplace conflicts and disputes. By employees
being aware of and using these tools, VA
anticipates that this will effectively help reduce
EEO complaints activity and workplace
disputes, which is costly to VA. VA also expects
to derive intangible benefits such as improved
morale and productivity, reduction in future
disputes, repaired relationships, improved
customer service, and employee trust.
Recruitment and Marketing
VA must remain competitive with the private
and non-profit sectors in recruiting qualified
candidates if it is to achieve our strategic goals.
VA is a key employer in the Federal Government,
has one of the most distinguished and unique
missions, has nationwide job opportunities, can
provide numerous opportunities for growth, and
offers many appealing benefits and work-life
programs. VA will fully capitalize on these
assets to market career opportunities. Having a
presence in the job market, whether or not
currently hiring, is essential to cultivating and
maintaining relationships that benefit VA now
and in the future. VA will:
? Develop a recruitment and marketing
plan that includes provisions for an
assessment of current efforts throughout
the Department and maximizes use of
student intern and Presidential
Management Intern programs;
69 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
? Enhance outreach efforts to colleges,
universities, military discharge centers,
and other potential recruitment sources
with a strong emphasis on targeted
recruitment aimed at minority
populations underrepresented in the
Department;
? Explore the use of automated application
and staffing tools to simplify and
streamline the hiring process;
? Develop an automated entrance interview
for newly appointed employees to
determine why they chose VA and use
such information to drive VA?s
recruitment and marketing business
decisions;
? Develop an automated and consistently
used exit interview process to help
identify why employees leave the
Department, and use the information
gathered to address and rectify retention
issues;
? Support government-wide efforts to
streamline and simplify the Federal hiring
process; and
? Work with DoD to develop methods to
facilitate recruitment, retention, and
potential sharing of personnel in positions
critical to the Departments?
complementary missions.
Performance Culture
Employee performance is integral to VA?s ability
to accomplish its mission. To ensure that VA
has a results-oriented and high-performing
workforce, that it differentiates between high
and low performance, and that individual and
team performance are linked to organizational
goals, VA will implement a Department-wide,
multi-tiered performance appraisal system and
institute a performance awards program. VA
will also enhance its current Senior Executive
Performance Review Board process to ensure
that Executives are held accountable for
achievement of strategic goals and workforce
management.
External Factors:
In conjunction with the economy (job-market/
competitive salary issues) and labor force
growth rates, VA recognizes that funding to
implement HR strategies will be the key to
recruiting and retaining a highly skilled
workforce.
70 FY 2003 - 2008 STRATEGIC PLAN
Objective E.1
Professional
Development
75% Percent of VA organizational components that have
implemented the High Performance Development Model
Workforce Planning
Service Delivery Measures
Objective E.1
Outcome Measures
FY 2004 FY 2008
Performance Targets
100%
Percent of VA employees who will be trained in ADR as an
option to address workplace disputes
Percent of employees who respond favorably when surveyed
about their job satisfaction
80% 100%
65% 75%
Percent reduction in the average time it takes to recruit and
fill vacancies in mission-critical positions from the FY 2003
baseline
10% 60%
Performance Measures
Alternative Dispute
Resolution (ADR)
One VA Employee
Satisfaction Survey
Percent increase in the number of VA job announcements for
which applications are accepted online
100% 38%

Please respond to the discussion answers below by providing 3-4 sentences:

Text: Human Resource, by Noe,Hollenbeck,Gerhart, and Wright

Discussion 1
Explain the difference between corrective action and disciplinary action.
Corrective action, a preventative measure administered to an employee by a company, seeks to correct unacceptable behavior and facilitate an acceptable level of compliance with company rules and guidelines. There are multiple forms of corrective action such as mandated training, verbal warning, and counseling. If corrective action has not delivered the desired outcome or the breach of company policy is of a serious nature, the company may take disciplinary action. Termination, demotion, and suspension are formal disciplinary actions that may be imposed on an employee depending on the offense (Fire and Emergency Services in Higher Education [FESHE], 2007, para. 5).
What are the benefits and pitfalls of each? The benefit of having both a corrective and discipline action policy is it allows a systematic approach to change an employees undesirable behavior. The policy provides the employee a clear understanding of the consequences of inappropriate actions. A formal disciplinary policy is a policy that allows due process through termination. Due process is similar to the grievance procedures in a union setting, which allows the employee to appeal actions to a higher authority even in the case of termination. In contrast, either party can terminate an employee at will relationship at any time without cause (Noe, Hollenbeck, Gerhart, Wright, 2010, p.212). The employee is in a stronger legal position for wrongful termination with a due process disciplinary action policy than with an employee at will policy. The due process disciplinary policy gives an employee the sense of security as it establishes the guidelines for acceptable behavior. The organization benefits because due process clearly establishes the companys values, expectations, and relationships. The drawback to the disciplinary policy is the burden of its regulation throughout the organization. The disciplinary policy clearly defines the rules, in writing, and requires an understanding by all parties. The company communicates, enforces, and applies the policy equitably throughout the organization (FESHE, 2007, sec. 2).

Discussion 2
The Denver Fire Department does not use a performance appraisal. I understand that they once were used but not any longer. They were filled out by officers for their respective crews. The problem was that the appraisals were not objective. A crew that worked really well together had high reviews, and officers who had problems gave poor reviews. The reviews were not tied to any objective measurement since all pay is negotiated by the Union. Essentially they were not much help to the administration. Annual in-service training has proven to be more effective in identifying which crews work well together, and which crews need more training.

Discussion 3

Although our salaries are on a pay for performance system I dont think our performance reviews do much to motivate employees. The attached form serves as a good basic guide for supervisors but I am not sure how many actually use it. In my division and many others, my supervisor has us all write our own performance evaluations and then we sit down once a year and talk about it. Our evaluations are to include the activities and duties we had over the past year and what our goals are for the coming year. Performance reviews a yearly chore that usually happen in the summer time and most people treat is as just another thing to get done if we were required to only use the appraisal form the reviews probably would not be taken seriously at all.





Customer is requesting that (FreeLanceWriter) completes this order.

Assume that Riordan is now considering an expansion to Japan and that Robert Lord's pay is $140,000 per year in the United States.

Develop a 1,750- to 2,000- word paper in which you address the following:

? Taking into consideration that an expatriate's pay would include housing, healthcare, transportation, allowances and premiums, and so forth, how would Robert Lord's pay as an expatriate differ from the pay of a Japanese national of the same age? Is this difference equitable?

? How would Robert Lord's pay differ if he were relocated back to the United States? Is this difference equitable?

? Evaluate the effect of trade unions and employee involvement on the Japanese national compensation system. What role does the social contract play in the Japanese system?

Format your paper consistent with APA guidelines.

Notes: Robert Lord will be listed in the Riordan portal as the Director of Plant Operations in the PRC joint venture.. Do not let this confuse you. Consider him as stated above as having $140,000 compensation as a U.S. employee.

Objective of Paper Key Concepts:
Objectives
Assess the role of the social contract on compensation systems internationally.
Evaluate the equity in compensation between expatriate and nationals within the same country.
Evaluate the effect of trade unions and employee involvement on compensation systems for cross border organizations.
Compare and contrast pay systems across countries.

Materials
SUPPLEMENT: Week Six Mind Map
SUPPLEMENT: Week Six Concept Outline

--------------------------------------------------------------------------------

EBOOKS
EBOOK COLLECTION: Chapter 16 - Cascio. (2003). Managing Human Resources(6th ed.). New York: McGraw-Hill.
EBOOK COLLECTION: Chapter 16 - Milkovich & Newman. (2005). Compensation (8th ed.). New York: McGraw-Hill.

Riordan Backround information for global Pay:

.

Internet
##
Intranet
.
.


.
.
Home
Finance & AccountingOverview
Balance Sheet
Income Statement
Budgets
Economic Forecast
Communications
Product Inventory
Invoices

Sales & MarketingMarketing Information System
Sales Plan - 2006
Customer List
Sales Chart - 2005
Product Catalog

Human ResourcesOrganizational Charts
Job Classifications
Job Descriptions
Policies & Procedures
HRIS
EEOC Reports
Work Force Demographics
Employees
Employee Files
Reports
Communications
Employee Handbook

OperationsProduction
Inventory
Supply Chain
Project Process
Strategic Planning
Sustainability Study
Communications

LegalOverview
Communications
Corporate Governance Plan

Information TechnologyNetworks
Communications

Riordan IndustriesOverview
Balance Sheet
Income Statement

. .


Policies & Procedures

Annual Pay Adjustments
Compensation Philosophy
Employee and Labor Relations
Employee Recognition Programs
Global Operations
Key Jobs
Pay Grades
Recruitment & Selection Practices
Training & Development




Annual Pay Adjustments

The company has a process for annual performance evaluations and pay adjustments, which happens on a fiscal year basis, with all raises taking effect the first day of the new fiscal year.

Managers complete a performance appraisal with each employee using a behaviorally-anchored rating scale. At the end of the performance appraisal, each employee receives an overall rating of "does not meet expectations" "meets expectations," or "exceeds expectations." Managers receive a pool of merit increase dollars, which are divided among employees using the following matrix (where "x" is the average percentage of wage increase). Managers may not allocate more money for raises than they receive in their increase budget.




Does Not Meet

Meets

Exceeds




Position in relation to the external market...
Above market median

0

?x

1x



Position in relation to the external market...
Near market median (+ or ? 10%)

0

1x

1.5x



Position in relation to the external market...
Below market median

0

1.5x

2x

Top
--------------------------------------------------------------------------------

Compensation Philosophy and Rewards Practices

Our Employees
?We will maintain an innovative and team-oriented working environment.
?By assuring that our employees are well informed and properly supported, we will provide a climate focused on the long term viability of our company.

Other Factors
?R & D is critical to the mission (industry leader in identifying industry trends).
?Exceeding ISO 9000 standards is important to the organization.

Compensation Philosophy

The purpose of the pay program at Riordan Manufacturing is to help the company achieve its mission and goals by attracting, motivating and retaining the most highly-qualified people, with a particular focus on attracting people in critical disciplines such as R & D and quality. Base pay opportunities will be competitive by targeting the median of the appropriate external comparative group for average or satisfactory performance. Because we are focused on creating a team oriented working environment, teams who perform in an above average manner will have the opportunity to earn variable pay to improve their competitive pay position. The company is closely held, therefore, stock options will be available only to officers of the corporation.

Our pay bands are broad ranges which allow for considerable flexibility in rewarding individual performers based on their specific skills and contributions. We expect managers to make base pay decisions based on market information, which is provided annually during the salary review process.

Incentive plans for teams are developed individually, based on the specific results that each team is expected to achieve.

Because we want to properly support our employees, we will offer the following benefits to all full-time, U.S. employees, in addition to those benefits required by law, such as social security and workers' compensation.
?Health insurance for employees and their dependents
?Dental insurance for employees and their dependents
?Life insurance for employees
?Flexible working schedules, when approved by individual managers or teams
?401(k) savings program, with a company match
?Vacation (schedule varies with seniority)
?Paid holidays
?Educational assistance/tuition reimbursement

We also provide the following benefits through our flexible benefits program.
?Child care reimbursement account
?Medical reimbursement account (flexible spending account)

International pay and benefits are based on applicable laws in the country in which we operate.
Top
--------------------------------------------------------------------------------

Employee and Labor Relations

Currently, all of Riordan?s facilities are non-union facilities. Employee relations are part of the Human Resources department.

Key employee relations policies include the following:
1.The company has an ?open-door? policy, where employees are encouraged to share any concerns with higher-level supervisors if they are not satisfied with a supervisor?s decision. The process is loosely defined, and employees do not have a formal process for appealing supervisory decisions.
2.There is an employee handbook given to employees on their first day of employment. Employee policies, such as attendance, etc. are explained in the handbook. Employees are encouraged to read and understand the handbook.
3.Safety technicians are in place to encourage safe and healthy work practices.

The Pontiac facility is a provider of parts to the automotive industry. To date, there have been no attempts by any union to organize the facility; however, there are rumors that an organizing drive may be focused on the plant during the next 12 months. While the company has officially agreed to remain neutral if there is an organizing campaign (as required in its vendor agreement), unofficially, company officials are opposed to unionization and would prefer to stay union-free.
Top
--------------------------------------------------------------------------------

Employee Recognition Programs

In addition to compensation and team-based incentives, the company has some programs for recognizing outstanding employees.
1.Outstanding Employee Award - One employee per year is named as the outstanding employee of the year. Employees are nominated by their peers, and a committee of executives and employees selects the winner. The criteria for this award are as follows: 1.Performed above and beyond normal job duties
2.Demonstrated a high level of teamwork and support for others
3.Modeled respect for diversity

2.Employee Suggestion Program - Employees can make suggestions for improving products or the work process. When a suggestion is adopted, employees receive a $25 check for their contribution and their picture in the company newsletter.
3.Seniority Awards - These awards are given to employees upon their first, fifth, tenth, and 20th year of employment, as follows: 1.One year - 1 day off with pay
2.Fifth year - Silver company logo lapel pin
3.Tenth year - Gold company logo lapel pin
4.20th year - Gold watch and induction into the "20-year club" - Annual dinner with Riordan president for the club.

Top
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Global Operations

The company has a joint venture facility in Hangzhou, China, where plastic fan parts are produced. Riordan owns 60% of the joint venture, and the plant manager is an expatriate from the United States who is one year into a three-year assignment. All of the other employees are host-country nationals.

The plant manager is compensated on a home-country based method. His pay level is comparable to that of the plant managers in Pontiac and Albany. The plant manager also participates in a management incentive plan, which is based on overall corporate performance, not performance of the joint venture.

Specific allowances for expatriate duties include the following:
?Foreign service premium - 25% of base pay
?Home visit leave - One visit to the US per year with his family (not counted as part of regular vacation)
?Relocation benefits
?Educational assistance for two children (tuition at a school for English-speaking students)
?Housing allowance
?Cost of living adjustment based on international survey data

The company uses a balance sheet approach in calculating benefits, including equalization of taxes.

The manager has been asked to develop a host-country national who can assume the plant manager position at the end of his three year assignment and the manager will receive a one-time incentive payment if he does this successfully.

Engineering personnel may travel between the US and China for specific projects, but there are no expatriate engineers from the US in China, and no Chinese employees currently work in the US operations.
Top
--------------------------------------------------------------------------------

Key Jobs

As a company that specializes in leading in R & D, engineering jobs, particularly in R & D are critical. In addition, those who work on patent and legal issues are very important to the organization.

Another group of employees that are very important to operations are the CAM support specialists-most of the products manufactured are produced by NC machinery. If this machinery is down, production schedules cannot be met.
Top
--------------------------------------------------------------------------------

Pay Grades



Pay Grades

Jobs Included

FLSA Status

# of Incumbents




Executive Band

All Officers, Vice Presidents and Directors

Exempt

21



Manager

All positions with supervisory responsibility

Exempt

25



Professional

All other exempt professional positions - no supervisory responsibility

Exempt

76



Sales 1

Sales representative

Exempt

12



Technicians

All technicians

Nonexempt

23



Administration

All non-exempt, clerical or administrative positions

Nonexempt

21



Production

All production and shipping employees

Nonexempt

127








Remaining employees are in China and on a home-country pay system.


Top
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Recruitment and Selection Practices

Riordan Manufacturing currently recruits employees primarily from outside the organization for entry-level jobs, whether they are hourly or professional. The company also recruits most engineering staff from outside the organization. The organization uses the following methods for recruitment:
?Online advertisements at Monster.com
?Local newspaper advertisements
?Employee referrals
?Use of employees from temporary agencies
?Attendance at engineering conferences

There is a formal job-posting process in the company when there are openings. However, the company does not pay for relocation from one facility to another unless the position has budgeted for relocation as part of the hiring process. In the past two years, two managerial positions have been filled by internal candidates. There is currently no formal succession planning process.

The company uses contract workers for some engineering work, international sales and IT support in China. It has some part-time jobs, and there are two women who job-share in the corporate office. Benefits administration has been outsourced to a third-party provider.

Riordan is a small employer in both Pontiac and Albany and sometimes has trouble attracting the types of employees it would like. It also has had some difficulty attracting employees in San Jose although its reputation is somewhat better there.

Average turnover rates are low; most employees have been with the company for longer than two years.

The selection process uses the following tools:
?Application
?R?sum? review
?Face-to-face interviews with the HR recruiter
?Face-to-face interviews with hiring managers (In the case of production teams, these are group interviews with team members.)

The company does not conduct reference checks and does not use any form of testing, other than testing all prospective employees for drugs using standard testing methods.

The company has no federal contracts and does not have any affirmative action plans or goals.
Top
--------------------------------------------------------------------------------

Training & Development

Riordan provides the following mandatory training for all employees within 90 days of hire:
?New employee orientation (1 day) - offered once per month
?Six Sigma - for all production, shipping and quality employees

Supervisors are also expected to attend the following workshops within 12 months of becoming a supervisor:
?Interviewing guidelines
?Preventing EEO claims and sexual harassment in the workplace
?Performance reviews

Self-directed teams operate throughout the plants in Pontiac, Albany and China. Team members cross-train on jobs within the team, as well as attend training sessions on goal setting, scheduling, selection processes and managing conflict. These are provided on an ?as-needed? basis by the HR employee relations specialist at each site.

The company offers tuition reimbursement for work-related educational activities.

The company will also pay for professional organization fees for engineers in order to encourage them to stay current in their field.

.
Virtual Organizations Portal. ## ?2005, 2006, 2012 Apollo Group, Inc. All rights reserved.


Sample eesay are avaiable on the OPPAPER SIte, I just have to have surgery and this is my last class, teacher is the toughest grader, etc. However, thanks in advance
.

"Confessions of an Enron Executive" by Lynn Brewer

Please answer these questions from the point of view of not business related person (like me).

1. How have all of the topics covered in this book about Enron impacted you? Do you believe this experience will impact the way you act in the business world? If so or not, please explain. Do you believe this experience will help you make ethical decisions and influence others to do the same in the future? Describe what you have gained from this experience.

2.In your own words describe how performance reviews were done at Enron. Was Enrons performance appraisal system an effective and positive management toolto improve employee performance? What was the purpose of the system? How would you feel about getting a review at Enron under this system? How does this relate to Enrons true corporate philosophy? What is your opinion concerning the use of a performance appraisal system? Should companies use them, or not? Are they an effective management tool to improve performance or do they cause more issues than performance improvements?

3. Describe your position on the following question. Has Lynn Brewer done anything to change the world today? If you believe she has, describe what and how she has done that. If you do not believe she has, please describe why you feel that way.

Please answer this question:
*Analyze the strengths and weaknesses of the Spencer model of staff development, and assess its relevance to your organization/ department/ section.

( An essay is essentially an argument within you present evidence to support yur point of view. You should , however, critically analyze both your argument and your edvidence before drawing conclusions.)

This is a management course and the unit study is ---fundamentals of staff development.


John spencer's model of staff development:( 10 principles) ( attitudinal principle)
1. heterogeneity
2. accountability and responsibility
3. altruistic vision
( action principle)
1. recruitment and selection of staff
2. staff induction
3.staff supervision
4.staff evaluation
5. planned individual development
6. further professional (growth ) development
7. career path planning

you can view this as some reference of the 10 principles, however, it doesnt cover enough details.
Spencer divides the 10 steps in his model into two different categories that he believes will help the HR department find and focus in on those skills and priorities which will transform them. As I evaluated these 10 steps, I would separate the two categories into three. He separates them into Action steps and attitudinal steps. In the group of action steps, these could be further divided into Action ?V maintenance and monitoring, and Action ?V proactive development.
The 10 Steps of staff Development
Action steps maintenance and monitoring
Recruitment is the first step in the HR task list, and this is the only step in the list which is at considerable disagreement with much research in the field. Spencer insists that an organization takes on the identity of the people that are hired, and finding the right people for the right position is the most important aspect of recruitment. While this is true, often people are hired because they have the right set of skill building blocks, rather than all the essential skills for their new position. Spencer even goes onto say that new people need new skill and remediation to learn their new employers ways of doing business, regardless of prior experiences.
The purpose of the HR department is to find the right person for the right position. However, this responsibility is not the end of the HR developmental responsibility. The HR department must stay connected to the individual, and initiate teaching, training, and coaching so that the new recruits become valuable and integrated into the organization.
The next step, Induction, contains three smaller steps. The new hire needs to be introduced to the organization, and it??s formal policies and procedures. Often HR staff stop their involvement with the new hire at this point, and ??pass them off?? to new supervisors like passing an unwanted problem. However, Spencer suggests that the HR professional should take the process further and familiarize the person with the organization, and make sure they become incorporated in the organization so as to complete the transition.
One of the highest costs to an organization is the cost of finding, hiring and training new members. Therefore, anything that can be done at the beginning of the process to more completely acclimate the new member to the organization ultimately is a cost savings measure. The fully acclimated individual is more able to become a working, and valuable contributor to the organization, thus forming his own psychological contracts with the organization, and maintaining a high level of organizational commitment.
After Induction comes supervision, and for the HR administrator, this seems like an unwanted elephant sitting right in the middle of the desk. The individual department supervisor should perform supervision. But Spencer argues that the HR professional should stay in touch with recruits in order to meta-evaluate their selection processes, and make determinations as to whether or not the personnel need additional training, and skill development. Supervision should not be considered optional, according to Spencer, as all members of rapidly changing organizations will encounter the needs for new skills, and assistance to overcome new obstacles which may, or may not come form their immediate department supervisor. The immediate supervisor is typically task oriented; therefore the impetus for developmental change may have to come from the HR department.
Next, Evaluation is a word which employees love to hate, but evaluation is the checkpoint for the organization to determine if they are moving toward their goals. The evaluation process, according to Spencer, should not be limited to organization??s staff, but also include self evaluation. Is the HR department reaching internal goals, and helping find the right people to help the organization reach group goals? Evaluations, according to Spencer, can be not be solely objective or they will loose connectedness to the person. The evaluations cannot be all subjective either, or they devolve into unformatted, personal opinions.
In the field of performance review, the idea of 360 degree evaluation has found wide acceptance because it puts together a wide collection of evaluations, including objective and subjective, in order to paint an accurate picture of the person being reviewed. 360 Degree evaluations include asking the person to review their own behaviors and progress, asking the person??s subordinated peers, and supervisors to also contribute to the process. By using input from all around the person, hence the 360 degree label, the person is forced to look beyond self perceived boundaries, and develop an understanding of their behaviors which are most closely related to actual behaviors.
Action ?V Proactive development.
The next three steps are closely related, as they all involve helping the individual chart a course for their future involvement with the organization. The action steps of planned individual development planned professional development and career planning help the person find a connection to the values and core beliefs which are important to the individual, and discover how his or her unique desires and talents will be best utilized in the organization. These three personal development stages include a shared important word - planning.
The person who fails to plan plans to fail, on an individual, and at an organizational level. The person needs to have assistance of the HR administrator in order to find those elements of his or her own personality which most accurately fit the organization, and discover which skills and traits he or she may need to develop in order to move toward his or her personal goals. The HR department, by maintaining in regular contact with employees, and using evaluations as a means to point the employee in the direction of their own future, can facilitate building strength into the organization from within.
However, development and planning cannot be forced. The HR professional can encourage, assist, and counsel with the individual. In this case the person is ultimately responsible for his own future, but the HR professional can come along side of the person to help them find and gain access to a future which is desirable to the person.
Attitudinal ?V vision casting.
Vision casting is an important aspect of development and strengthening the organization for future challenges. As the proverb goes, with out a vision for the future, people cast off restraint and often perish. When the individual person does not have a vision for his own future, this person will find it difficult to stay motivated, and will likely find reasons to leave the organization.
Part of vision casting is casting the correct vision of a heterogeneous organization, which is composed of multicultural individuals who are all committed to the same goals. A heterogeneous organization understands and makes allowances for personal differences, but at the same time is willing to work through those differences for the common goals of the organization. The Heterogeneous organization needs to cast this as a vision for itself, otherwise the organization can appear too demanding of uniformity, and loose the unique contributions of the person. Or they can appear too informal, and loose energy in random directions which should be directed toward the organizations goals.
The final attitudinal steps serve as the foundation and the ceiling which covers the entire process. The foundation is personal responsibility. Each member of the organization needs to understand that they are personally responsible for their own jobs, and their own future. A proactive personnel policy is not to be confuses with a co-dependant department which enables individuals to underperforms, and blame others. The HR department also needs to communicate that each member is accountable, that is responsible to another person for their performance. The concept of an ultimate accountability is found in theological circles, according to Spencer, and needs to be taught in order to set the standards in the organization for personal performance which is connected to another person which will be overseeing the progress.


For the part 'assess its relevance to your organization/ department/ section' , as I am a sales in a jewelry company, please use my post to apply in it.


References or bibliography:
It is a method of maintaining consistency when presenting the sources of ideas or information you may have borrowed form others. It acknowledges the author, date of publication and page number if necessary in the text, with full details of the work provided in the list of references or bibliography at the end of the text.
***Guidelines for textual references: If the author's name is not used in the text( weak author orientation) the author's name, the year of publication and the page number appear in parentheses immediately after the quote. Note that the full-stop appears after the parentheses are closed.
example: The success of Cook's voyages has been attributed, in part, toimproved means of navigation and nutrition(Blainey 1966: 11-13)
( please bold the sentences which are quoted by the authors or professors and state the the author, date of publication and page number behind those sentences.)

Introduction:

Human resource departments are responsible for effectively, legally, fairly, and consistently attempting to maximize an organizations return on its human capital investment while minimizing financial risk.

Given:

As director of human resources at Company X, a company with over 75 employees, you are charged with oversight of hiring and employment practices at the company, including compliance with federal regulations against discrimination in hiring and employment. You work with department managers to assist them in dealing with hiring and employment issues, and to ensure they are in compliance with pertinent federal law regarding the treatment of employees.
Three situations have come to the attention of the companys senior vice-president of operations, who has asked you to analyze each situation, and submit a report regarding whether certain federal acts may apply, or may have been violated, in each situation. The situations are as follows:

Situation A. Employee A has been with Company X for two years. Employee A's spouse gave birth prematurely to twins. He requested leave to be with his spouse, which was granted. Employee A has been on leave for 11 weeks, and has asked to return to work, and to be paid the withheld salary from his 11-week leave. The previous department manager left the company during Employee As leave. The new manager has agreed to Employee As return to the previous job, at the previous rate of pay. But the manager has denied the request for the 11 weeks of withheld salary.

Situation B. Employee B is 68 years old and has been with Company X for 42 years. During the annual performance review last month, it was determined that Employee B was doing above average work in the department. Employee B was denied a promotion due to age. A co-worker given the promotion, who is 32 years old, received a performance review of adequate.

Situation C. Applicant C requires the use of a wheelchair to move about due to paralysis of both legs. The position Applicant C applied for requires movement about the entire company offices, including using the elevator to access any of the seven floors in the headquarters building. In order for Applicant C to make use of the elevators, the key pads in two of the four elevator cars would have to be lowered four inches to be accessible. Applicant C was denied employment, and was told the denial was because his/her employment would cause
undue hardship on Company X.


Write an essay (suggested length of 4 pages) in which you:
A. Evaluate how the provisions of the Family and Medical Leave Act of 1993 apply to situation A.
1. Explain whether or not a violation has occurred in situation A.
B. Analyze situation B regarding the Age Discrimination in Employment Act of 1967.
1. Explain whether or not a violation has occurred in situation B.
C. Analyze situation C regarding the Americans with Disabilities Act of 1990.
1. Explain whether or not a violation has occurred in situation C.
D. Include all in-text citations and references in APA format.