COMPLETE COURSE MGMT410COMPLETE COURSE
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Saturday, 7 November 2015

COMPLETE COURSE MGMT410COMPLETE COURSE

MGMT410 COMPLETE COURSE MGMT410COMPLETE COURSE

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MGMT410 Week 1 Strategic Linkages

Strategic Linkages Assignment


Overview - You will remember from the lecture that in todayÂ’s business world many organization's HR departments are viewed as strategic partners within the organization. HR works with senior management in establishing the strategic direction of the organization. This exercise will engage you to go beyond the traditional administrative view of HR and to begin linking the vital, strategic role an HR department plays within an organization.



Learning Questions - After reviewing the Strategic Linkages presentation, answer the following learning questions:

1. Why do you think it is important for HR to be a strategic partner to the business?

2. What benefits do you think the employees derive from this arrangement?

3. What do you think are the risks involved (to HR and the organization as a whole) if HR does not make this a priority and instead remains a purely task-oriented department mostly administrative in nature?


MGMT410 Week 2 Case Study Off-the-Job Behaviors

Case Study: Off-the-Job Behaviors


Overview - You will remember that the lecture mentioned that HR professionals are often criticized as being vacillators who often give the dreaded response of "it depends" when asked about the legality of a situation. Balancing the rights of employees with protecting the organization is often complex and may deal with employee behavior both on and off the job. This exercise will shed some light on how off-the-job behaviors may impact the organization and what Winn-Dixie chose to do about perceived damage to their image. Reviewing this case study will reveal the complexity of employment law and the dilemma it poses for HR professionals who want to both support employees in the best way possible and protect the organization at the same time. 


Learning Questions - After reviewing the textbook case study on pages 107 and 108 of your textbook, answer the following learning questions:

1. Do you believe OilerÂ’s employee rights were violated? Explain your position.

2. What do you see are the consequences of organizations that punish employees for certain off-the-job behaviors? Explain.

3. Would you consider Winn-Dixie an organization that exhibits characteristics of progressive discipline or the hot stove approach? Defend your position.

MGMT410 Week 3 Web Exercise Understanding Job Analysis

Week 3 Web Exercise: Understanding Job Analysis


Overview - You will remember that the lecture stated that job analysis is the foundation of an effective human resource department. Job analysis is heavily dependent on data, however. As a result, HR professionals need reliable sources of information to perform a job analysis effectively.

The website for this assignment is hosted by the Department of Labor. It has been included in this course, because it is a database that contains comprehensive information on job requirements and worker competencies. (O*NET replaced the Dictionary of Occupational Titles [DOT]. Human resource professionals frequently used the DOT in the past in the performance of their work.) 


Learning Questions

1. How easy was it to find the specific occupation you were looking for, and how comprehensive was the information provided about that occupation?

2. What did you think of the occupations O*NET suggested as matching your skills? Was the occupation you are in or preparing for among those listed?

3. As an HR professional, how could O*NET be useful in conducting a job analysis? Explain specifically how you would use the data from this site to assist your organization.

4. As a director of human resources, would you have your staff use this site? Why or why not?

MGMT410 Week 5 Simulation JVA Corporation

Overview
After reviewing the simulation, choose one of these three strategies as a possible proposal for the CEO. Explain and justify your choice by including responses to the Learning Questions in your proposal.
Possible 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, so 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., don’t forget that your duty as an HR director is to also ensure the well-being of employees. It’s 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.
JVA Corporation Simulation
View this simulation and read the simulation overview before working on this week's assignment.
Check this JVA Corporation Simulation to view it. You can replay this simulation by clicking the Replay button.
JVA Corporation
JVA Corporation, established in 1995, is an international manufacturing firm based in Plano, Texas. JVA Corp. produces wireless technology devices such as cellular phones, walkie-talkies, intercoms, and GPS units. The JVA campus headquarters is an impressive 17-acre facility that includes manufacturing and office space. Employees enjoy the additional amenities of a break room lounge, fully equipped exercise room, kitchen, and cafeteria. In addition to the amenities onsite, employees are offered various discount tickets, discounts on various personal services such as cell phones, gym memberships, home and auto insurance, and JVA Corp. credit cards.
JVA Corp. is a private company owned by the founders and private equity investors. JVA boasts 185,000 worldwide employees. Of these, 3,500 are full-time salaried managers, which includes department managers, warehouse managers, logistics managers, human resource managers, security managers, facility managers, and shift supervisors. The rest of the employees are either full time or part time and paid an hourly wage with bonuses based on the number of goods produced and number of goods marketed.
Performance Management
As we begin this journey into benefits restructuring and employee performance management, let's also consider the various aspects it entails. Performance management is often misunderstood to only mean performance appraisals or performance reviews. In actuality, performance management is a continuous process that consists of three steps: defining acceptable employee performance; facilitating employee performance; and encouraging employee performance. Performance management is accomplished through consistent and timely feedback about employee performance focused on achieving strategic objectives and meeting goals and mission of the organization.
Compensation Packages
It is often the case that an employee becomes eligible for compensation increases after a certain length of service time. In doing so, more often than not, employees are reviewed based on performance. Thus when an employee's performance is rated highly, then they may be offered additional compensations or compensation in the form of other means rather than monetary. Ultimately, the balancing of these three areas—external market, internal organization, and the individual's profile— is what determines what pay structure is equitable.
Shortly after the terrorist attacks of 2001, JVA Corp.'s revenue soared by 60% for the next 5 years and stabilized for the last couple of years until the world faced sudden recession. As many industry businesses suffered and workers lost jobs, JVA Corp. is still in business and has been trying to achieve stability through the shakeup. Since the recent economic hardships, JVA Corp. has suffered from a net loss of $53 billion (17%) in the fiscal year.
You have been in the position of HR Director since 1999, so the chief executive officer has full trust in your suggestions and final decisions. The CEO, Katelyn Van Michelson, has entertained the possibility of closing the doors to a few of their international factories, but it is not the preferred course of action. Before JVA Corp. proceeds to make such drastic cuts, you have suggested making some cuts in the compensation area of the company costs and the structure in which performance management was previously conducted. Ms. Van Michelson was intrigued by this idea and asked that you to submit a proposal of the cuts to take place and how those cuts will affect JVA Corp.'s future, as well as its employees.
Using your education, expertise, and passion for making changes and improving the well-being of JVA Corp.'s employees, you will prepare a proposal to be reviewed by Ms. Van Michelson within 1 week. She will scrutinize it and thus make a final decision on how to save and preserve the overall profitability of this company. As an HR Director, you will review the cost of all additional compensation programs that JVA Corp. offers, exceeding the current base salaries for employees. The current package includes commissions, bonuses, profit sharing, and travel rewards. Based on the calculation of 150,000 employees within the United States and not counting international locations, JVA Corp. is currently spending 8% of its revenue for additional compensations or perks. Within the 150,000 employees, approximately 35% are eligible for all of those additional perks, and the rest are offered a base salary with no option for additional compensation. In order to cut costs, an alternate solution will be proposed with a goal of spending only 5% of revenue instead of the current 8%.
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 (use MS Word’s Word Count feature on the Review tab to ensure that your answer is not too brief or too verbose). Be sure to use the questions above as your guide in selecting a recommended strategy. You are not required to answer each and every question specifically as long as your report addresses how you considered and evaluated each of these eight concerns to determine the appropriate strategy, meets the word count range, and employs one of the three strategies above. Use 1.5 line spacing. Please remember that you will be using information supporting your position from sources such as the 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. I want to readYOUR thoughts.
Please title your assignment with your LAST NAME and week number (for example, SmithWeek1.docx).
For instructions on how to use the Dropbox, read these step-by-step instructions or watch this Dropbox tutorial. See the Syllabus section "Due Dates for Assignments & Exams" for due date information.
I will grade your assignment and post the grade and comments in the Gradebook. Please let me know if you have any questions!
As always, I HIGHLY recommend that you see The HUB Library Port to view the following Flash presentations on APA guidelines for citing sources and how to avoid plagiarism.

MGMT410 Week 6 Case Study A Perky Way to Productivity

Case Study: A Perky Way to Productivity
Overview
You will remember that the lecture provided a long list of benefits that employers provide to their employees, and it discussed the challenges organizations face with the increasing costs of these benefits. There is an increasing trend among employers to reduce benefit packages to manage these rising costs. For this week’s assignment, you will review a case study from your textbook.
Here are several tips for successfully completing this case study:
You should incorporate information from the textbook, the lectures, and/or the discussions to support your position. In other words, tell me more than just your opinion. Provide some relevant facts from the course material to support your position. Make sure to fully explore your thoughts with each question. Your answer for EACH question must be within the range of 250 to 350 words (use MS Word’s Word Count feature on the Review tab to ensure that your answer is not too brief or too verbose). Be sure to answer each question fully, because you are subject to point deductions for incomplete answers. Use 1.5 line spacing. Also, 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. See the Syllabus for an APA tutorial. 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. I want to read YOUR thoughts on these questions.
Learning Questions
After reviewing the textbook case study on page 309 of your textbook, answer the following learning questions:
1. Describe the importance of employee benefits as a strategic component of fulfilling the goals of HRM.
2. Explain how Genentech and Zappos are using employee benefits as a motivating tool.
3. Do you believe the incentive benefits such as those offered at Genentech and Zappos can be used in other organizations? Why or why not?
You must NUMBER your responses on your assignment. You do not need to repeat the questions above. Please title your assignment with your LAST NAME and week number (e.g., SmithWeek2.docx). Also make sure to include your name, date, and assignment information on your assignment paper.

MGMT410 Week 7 Case Study Collective Bargaining at West University

Overview
Universities are not known to have union activity. However, a case involving resident assistants at the West University requested to be represented by UAW (United Auto Workers) union for collective bargaining. The case reviews regulating labor relations, contract negotiations, labor management, and union activity.
Here are several tips for successfully completing this case study:
You should incorporate information from the textbook, the lectures, and/or the discussions to support your position. In other words, tell me more than just your opinion. Provide some relevant facts from the course material to support your position. Make sure to fully explore your thoughts with each question. Your answer for EACH question must be within the range of 250 to 350 words (use MS Word’s word count feature on the Review tab to ensure that your answer is not too brief or too verbose). Be sure to answer each question fully, because you are subject to point deductions for incomplete answers. Use 1.5 line spacing. Also, 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. See the Syllabus for an APA tutorial. 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. I want to read YOUR thoughts on these questions.
Case Study
Read the following case study and answer the questions found in the section below.
West University is a large college located in Phoenix, Arizona. Since its inception, the university experienced tremendous growth. The campus is located on 1,200 acres with more than 20,000 students providing on-campus housing to more than 11,000 students. Residential Life, a department within Housing Services, provides support for all aspects of the student's experience in the residence halls. There were 30 residence halls supervised by area directors (ADs), 23 resident directors (RDs) supervising the staff and office operations, and 32 graduate student assistant resident directors (ARDs) who reported to and assisted the RDs and co-supervised 300 RAs . Resident assistants (RAs) are undergraduate students who live on a floor in a residence hall.
The major responsibilities and duties of RAs can be broken into eight areas:
University Community building.Resource and referral agent.Crisis intervention and management.Administrative duties. Staff meetings and schedule coverage. Training.Performance appraisals.General 0olicy management.
RAs hired were required to sign a job description and a resident assistant Memo of Understanding (MOU). The MOU outlined the terms and conditions of the position including compensation, work hours, GPA standards and several other requirements. An RA who worked a minimum of two semesters, was enrolled in the university with at least a 2.5 GPA, and not received formal punishment from the university could be considered for a community development assistant (CDA) position. The CDA was a mentor to RAs and assisted with problems. CDA compensation and other work-related requirements were identical to those of RAs.
Human Resource Policies for RAs and CDAs
RAs and CDAs had mandatory requirements to arrive on campus three days before each semester begins for mandatory training and building preparation. There was a 20-hour-per-week time commitment that included a stipend of $1,820 for the academic year with deductions for federal and state income taxes. RDs are their direct supervisors, conducted their performance reviews, and maintained their personnel files. RAs and CDAs who violated disciplinary guidelines were subject to a progressive disciplinary procedure.
Collective Bargaining on the West University Campus
Public employees were granted the right to join unions, present proposals to public employers but there were no obligations for these employers to engage in bargaining with these public employee unions. A few unions were active at the West University. Collective bargaining rights were granted to most of the public employees by passage of the state's general law allowing them to form, join or participate in unions. The law also granted bargaining collectively over terms and conditions of employment.
West University recognized the Graduate Employee Organization (GEO), an affiliate of the United Auto Workers, as the collective bargaining representative for a variety of graduate student positions including teaching assistants, research assistants and ARDs. The West University now had a workforce that was predominantly unionized and a climate where unionization and collective bargaining were common aspects of university life.
RA Challenges
The RAs are challenged with disciplining residents, dealing with the retaliation and disgruntled residents. There was a 55 percent RA turnover rate. RAs were fired and some felt this was questionable and unwarranted when a resident doing the same thing was given a written warning. Grievance committees were formed and many meeting occurred but to no avail. There were also concerns with compensation. Some RAs approached the GEO to discuss the opportunity to form an RA union. The GEO agreed the concerns and complaints were similar to other workers. A committee was organized to gather enough signatures to declare representation by the United Auto Workers for collective bargaining. The majority of the RAs and CDAs signed and the request was sent to the University for voluntary recognition and it was denied because undergraduates are students. Those RAs/CDAs who opposed the union representation thought the others were over reacting. During the last hiring, twice as many applicants applied than positions available. As for firing, 12 out of 600 RAs were terminated over the last two years.
The University contacted the state labor relations commission (LRC) to dismiss the petition because the law did not require collective bargaining for those who perform services as students. The commission determined that the RAs and CDAs could legally organize and engage in collective bargaining. A secret ballot election was to be held to determine the preference of the employees.
Case Questions
Does the labor law encourage or discourage unionization? Do you think teaching assistants should be considered employees? Do you think management's reaction to employee interest in unionization differs if the employer already has a high union density among other employee groups? What are the key factors that led some RAs to have interest in union representation? Do you think that RAs have legitimate job-related concerns, or are the RA complaints overstated? Do the RAs opposed to unionization have legitimate concerns? How could unionization change the culture of Residence Life? How does the law regarding union recognition for public employees in this state compare with the NLRA rules regarding union recognition for private-sector employees? Why did the LRC determine that RAs and CDAs were employees? Do you agree with the LRC decision? Why? Why not?
Statistical data retrieved from http://www.bls.gov/news.release/union2.nr0.htm .
Learning Questions
After reviewing the case study, answer the following learning questions:
1. Does the labor law encourage or discourage unionization?
2. Do you think teaching assistants should be considered employees?
3. Do you think management's reaction to employee interest in unionization differs if the employer already has a high union density among other employee groups?
4. What are the key factors that led some RAs to have interest in union representation? Do you think that RAs have legitimate job-related concerns, or are the RA complaints overstated?
5. Do the RAs opposed to unionization have legitimate concerns? How could unionization change the culture of Residence Life?
6. How does the law regarding union recognition for public employees in this state compare with the NLRA rules regarding union recognition for private-sector employees?
7. Why did the LRC determine that RAs and CDAs were employees? Do you agree with the LRC decision? Why? Why not?
You must NUMBER your responses on your assignment. You do not need to repeat the questions above. Please title your assignment with your LAST NAME and week number (e.g., SmithWeek2.docx). Also make sure to include your name, date, and assignment information on your assignment paper.
Submit it to the Case Study Dropbox located on the silver tab at the top of this page.
For instructions on how to use the Dropbox, read these step-by-step instructions or watch this Dropbox tutorial. See the Syllabus section "Due Dates for Assignments & Exams" for due date information.
I will grade your assignment and post the grade and comments in the Gradebook. Please let me know if you have any questions!
As always, I HIGHLY recommend that you see The HUB Library Port to view the following Flash presentations on APA guidelines for citing sources and how to avoid plagiarism.

MGMT410 All All 7 Weeks Discussions

w1 dq1 - The Purpose of HRM
w1 dq2 - Functions of HRM
w2 dq1 - EEO Laws
w2 dq2 - Privacy and Technology
w3 dq1 - Job Analysis
w3 dq2 - Recruitment and Selection
w4 dq1 - Employee Orientation
w4 dq2 - Career Management
w5 dq1 - Performance Appraisals
w5 dq2 - Pay Systems
w6 dq1 - Benefit Packages
w6 dq2 - Health and Safety
w7 dq1 - Labor Laws
w7 dq2 - Why We Hate HR Article

MGMT410 COMPLETE COURSE MGMT 410 COMPLETE COURSE

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